Exploring the Evolution of HRM: Insights into Contemporary and Emerging Theories

  Common Criteria for Selection in SHRM The aim of selection is to assess the suitability of candidates by predicting the extent to which they will be able to carry out a role successfully. It involves deciding on the degree to which the characteristics of applicants in terms of their KSAs (Knowledge, Skills and Abilities), competencies, experience, qualifications, education and training match the person specification and then using this assessment to make a choice between candidates (Armstrong and Taylor 2014). The criteria for selecting employees are the factors that employers use to determine the suitability of a candidate for a job. These criteria are based on the requirements of the job and are used to evaluate the skills, knowledge, qualifications, and characteristics of the candidate. Organizations often formalize their selection criteria using competency frameworks, which are a set of key competencies that underpin performance in-role ( Schwencke , 2023) In 2012, Mark Murph...

Introduction Strategic resourcing aims to ensure that the organization has the people it needs to achieve its business goals. Like strategic HRM, strategic resourcing is essentially about the integration of business and employee resourcing strategies so that the latter contribute to the achievement of the former. The objective is therefore to ensure that a firm achieves competitive advantage by recruiting, retaining and developing more capable people than its rivals. (Armstrong and Taylor, 2014) The overarching component of strategic resourcing is the integration of resourcing and business plans. Within this framework strategic resourcing includes specific strategies for: 1 Workforce planning 2 Developing the organization’s employee value proposition and its employer brand 3 Resourcing plans 4 Retention 5 Flexibility 6 Talent management According to Pahuja and Dalal, (2012) the competitive advantage depends on employee’s attitudes, skills and competencies; and employee’s satisfaction ...

HR should not be defined by what it does but by what it delivers—results that enrich the organization’s value to customers, investors, and employees (Ulrich, 1998) The David Ulrich HR model is used by big, customer-focused companies around the world to improve efficiency and efficacy in their HR departments. Ulrich's model helps to organize roles and responsibilities across HR departments, defining who is responsible and accountable for the key tasks that contribute to the smooth running of any business (O’Donoghue, 2021) Ulrich splits HR into 04 key strategic roles An introduction 👇    According to Ulrich (1998) HR can help deliver organizational excellence in the following four ways: Becoming a partner in strategy First, HR should become a partner with senior and line managers in strategy execution, helping to move planning from the conference room to the marketplace. HR should identify the underlying model of the company’s way of doing business. HR must be accountable...

HRM Human Resources Management (HRM) is a management function that deals with recruiting, selecting, training and developing human resource in an organization. It is concerned with the “people” dimension in management. It includes activities focusing on the effective use of human resources in an organization. It is concerned with the development of a highly motivated and smooth functioning workforce. It also includes planning, acquiring, developing, utilizing and maintaining ‘human resources’ in the achievement of organizational goals (Jain, undated)   Strategy Strategy is about deciding where you want to go and how you mean to get there. A strategy is a declaration of intent: ‘This is what we want to do and this is how we intend to do it.’ Strategies define longer-term goals but they are more concerned with how those goals should be achieved. Strategy is the means to create value. A good strategy is one that works, one that guides purposeful action to deliver the required re...

While Time Magazine already named ‘the computer’ as its man of the year in 1982, the present technological situation is defined by exponential increases in computer power, mass datafication, and advances in artificial intelligence (hereafter AI). These technologies are synergistic and combine as general-purpose tools through the model of the platform. The capacity of virtual machines (driven by AI) to capture and transform data allows companies to exponentially scale new forms of digital automation through network effects. The rise in the mass use of smart phones, digitally mediated consumption, and machine-to-machine communications via the ‘internet of things’ in production has allowed for datafication on an unprecedented scale. Such technologies are leveraged through the platform model to exert greater control over not only labour as a whole, but our everyday lives. They offer the owners of such platforms the capacity to use AI to automatically monitor workers, operate machinery, pr...