Shrm &Hrm

To summarize an organisations’human resource is key and a major driver on elements that influence its direction. I have learned the definition of HRM as the management of employee relations and covers areas such recruitment, staff retention and wages/salaries.

I also learnt about Strategic Human Resource Management as the relationship between an organizations strategic management and the utilization of its human resources. It (SHRM) has also been described as a composite of activities conducted via human resource deployments that enable organizations to achieve their goals.

I also studied and included the differences between HRM and SHRM in the class discussion. Differences between the two learnt and included in the discussion were that SHRM objectives are long term unlike HRM which deals with short term goal achievement.

In other parts of the discussion we looked at SHRM models that revealed the link between organisational strategy and Human Resource strategy. These were Universal models. Matching models (closed) and Matching models (open).

The discussion then evolved to look at the rise of Individualism; especially in the UK and other western countries and the subsequent decline of Collectivism and its relation to trade union membership.

In wider reading, I came to the conclusion that factors including changes in employment structure and increased employee protection legislation, has resulted in demand for collective bargaining solutions by employees in the workplace decreasing.

In conclusion indeed the last two weeks of study and discussions have substantiated the claim that the ‘S’ in SHRM is very important as it proves that the human resources function is and should be viewed as a strategic partner in the formulation and execution of the organizations strategies through its activities.