Linkages Between Human Resource Management, Organisational Strategy and Organisational Culture

In: Business and Management

Submitted By AmrL
Words 5328
Pages 22
Introduction
This study examines the linkages between Human Resource Management, Organisational Strategy and Organisational culture. With every single link exists between them we studied the relations and how that effects management and ultimately helps the Human resource managers through several of theorists and management theories to achieve their goal and benefit the organisation in order to bring profitability.

Human Resource Management (HRM)
In simple and short form Human resource management is the process of hiring and developing employees so that they can become more valuable to the organisation.
HRM is also strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organisation’s goals and objectives.
HRM is moving away from traditional personnel, administration, and transactional roles. Now HRM is expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and culture.

Developments in the field of HRM are well documented (see Sisson and Storey, 2000). The history of HRM goes back as far as the 1950s. This was succeeded by the ‘Behavioural science movement’ in the 1960s headed by Maslow, Argyris and Herzberg. These theorists argued for a better quality of working life for workers.
The last 25 years or so there has been a rapid development in the field of HRM, which are an outcome of a number of factors such as globalisation, growing competition and realisation about the importance of HRM’s contribution towards organisations performance and profitability.

Organisational strategy
The origin of this concept can be traced in its military orientation, going…...

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