Literature Review Paper

Strategic Human Resource Management
Name
Institution

Abstract
Human Resource Management has been considered to be one of the determinants of the performance of a company. The practice in which it is handled to reconcile with the other departments including the management is paramount in determining the overall output of the organization. The key stakeholders of a firm being the employees must be properly handled to get maximum output from their efforts. This brings in the notion of the strategies that are employed critically depending on the indicators for an optimal business performance and much more the competition in the market environment. The workforce is critical, and the method employed to harness their potential profoundly determines their output. The greatest focus should be in ensuring that the objectives of the company are met, this must be aligned with the management to match the methods and the strategies employed. The essence of strategic Human Resource in different companies is to make sure that the objectives of the companies are met and hence this former the crucial part that the HRM plays to ensure that the available employees and if need be additional number deliver appropriately. The paper presents a literature review of the works by difference authors on the position on how the different strategies or actions of the HRM can be implemented efficiently to realize a better return.
Key words. Strategic Human resource management, organization, employee

Strategic Human Resource Management
Threats exist in every industry, and therefore it is the responsibility of every management to capitalize on the opportunities that are presented by the resources, capabilities, and decisions to remain competitive in their environment. According to Cynthia and Mark (1988), they argue that human resource management can be imperative in the progress of any firm by providing a competitive advantage through minimizing cost and increasing products and services differentiation. All these achievements can be realized in a company when there is a strategic integration of the human resources.
This topic has been researched extensively on the strategic human resources and how purposeful they can be to boost the returns of a company as well as improve competitiveness. The topic has not been conclusive with varying views from different researchers and authors. The topic presents a broad area to study. However, it is crucial to note that there has never been a unified method in which all firms can organize their human resource to realize maximum output due to the distinct nature of the business settings. This paper is purposeful in reviewing the recent research on strategic human resource management and try to synthesize the different perspective of the of the authors on the topic.
General Findings of the Research
Strategic human resource management is the proactive administration of the employees of an organization. It typically involves the human resource management responsibilities such as hiring, discipline, and payroll, however, it majorly concentrates on outlining measures to boost the quality of work, retention of employee, improvement of professional experience and ensures maximum mutual benefits for both the employee and the company.
Several researchers have had divergent opinions on the practices for instance according to Noe et al. (2007), they considered Strategic human resource management to involve practices and policies that can positively impact the organizational performance. From their research, they list these methods to be Human resource planning, selection training and development, compensation, performance management and employee relations.
Another researcher refines their outcome of giving purpose of the SHRM in different perspectives. These include the selective hiring of the new employee, Extensive Training, Employment security, sharing of performance information throughout the organization, reducing status barriers i.e. language, dress, and wages (Boxall, Purcell, & Wright, 2007). This model gives highlights to the strategies applied according to the organizational performance indicated by the financial outcomes.
Cania (2014) in the research on SHRM, classifies the manner in which the for organizations to manage their human resource strategically, they must pay attention to; appropriate recruitment, career management in the organization, training, and development of the employees, job satisfaction, creating a dynamic environment and motivating employees. He insinuates that when an organization utilizes SHRM appropriately through following the activities mentioned, there is a likeliness of exemplary performance.
Synthesis of the Findings
The importance of the human resource management is critical to the realization of every organization’s objectives. However, this largely depends on the decisive measures that every company applies. SHRM can be approached from different angles; however, there are major points of which these researchers agree on despite having diverse modes of elaboration.
Recruitment of staff is the most valuable exercise for every performing organization. According to (Boxall, Purcell, & Wright, 2007), they consider recruitment to be the involvement of the management team to come up with appropriate measure to ensure a competent team is selected for the available positions during a hiring exercise. They also point out that recruitment is largely dependent on how the market conditions are and on the purpose of the firm. Cania (2014) on the other hand refers to the action of recruitment to be one of the critical means through which an organization will improve its performance i.e. by selection of appropriate staff. This is a notion that is shared by Noe et al. (2007) who outlines that the initial steps that a firm should take before hiring an individual to their company are appropriate since it evaluates their relevance in the different positions.
The business environment is dynamic and to adapt to the different market requirements it is essential that the strategy that human resource employs must be aimed to improve the competitiveness of their workers. There is a value that comes with the appraisal training of employees, and this is the perspective that (Boxall, Purcell, & Wright, 2007) presents as the function of HRM. On the other hand, Cania (2014) believes that all the levels of the workers must be considered and making sure that relevant knowledge is imparted, to elevate and boost the employee performance depending on their departmental responsibilities. The view presented by Noe et al. (2007) is that the process of employee training should be a continuous process to boost a continually improved performance.
Job satisfaction is a crucial element that can motivate the employees to improve their production in an organization. It also comes with the measures to boost satisfaction for instance Cania (2014) considers that appropriate actions such as regular contact will the employees will be a motivation factor to better performance. However, Noe et al. (20007) consider that the best method of ensuring employee satisfaction is by rewarding their efforts for every notable performance. On the other hand, (Boxall, Purcell, & Wright, 2007) brings out this fact that the HRM must evaluate the factors that may be crucial for the motivation of the employees and use this as a method to improve their satisfaction.
Conclusion
Strategic Human resource management is crucial for the performance of every organization. The methods employed are all essential for minimizing costs but ensuring that appropriate outcome is realized. Performance indicators must be appropriately used to make sure that the company realizes the impact created by the steps they employ in the SHRM. It is through this evaluation that they can narrow down to methods which are very appropriate for the perfect performance of the company.

Reference
BIBLIOGRAPHY l 1033 Boxall, P., Purcell, J., & Wright, P. (2007). The Oxford Handbook of Human Resource Management. In J. Purcell, & N. Kinnie, HRM and Business Performance (pp. 533-551). Oxford University Press.
Cania, L. (2014). The Impact of Strategic Human Resource Management on Organizational Performance. Econia Seria Management, 374-383.
Cynthia, A., & Mark, L. (1988). Strategic Human Resources Management:. Academy of Management Review, 454-470.
Noe, R., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2007). Fundamentals of human resource management. Boston: McGraw Hill.