Further to
definitions above, the differences between Leadership and the Management can be
identified as per below attributes.
Conclusion
In this complex and
volatile business environment, the need to demonstrate both leadership and
management in perfect situational relationships has been more critical for
success. Being able to blend these two styles is truly a unique skill set.
At present context there
is an abundance of managers in the world but very few exemplfy the
characteristics of leaders...
Wills, G.,
1994. CERTAIN TRUMPETS The Call of Leaders. New York London Toronto
Sydney Singapore: Simon & Schuster.
Winston, B.
& Patterson, K., 2006. An Integrative Definition of Leadership. International
Journal of Leadership Studies, I(2).
Thursday, 22 August 2019
Strategic Employee Resourcing and Talent Management
Introduction
to strategic employee resourcing and talent management
Strategic Employee Resourcing is attracting both
internal and external talented carder to pressure and achieve organizations
business goals in an effective and efficient manner. Further Talent Management is the
science of using Strategic Human Resource
planning to improve business value and to make it possible for organizations to
reach future goals.
Definitions for Strategic Human Resourcing
As described Armstrong,
(2006) Strategic Employee Resourcing is using sophisticated selection
procedures for recruiting people with high quality and with innovative skills
and a good track record in innovation. Further would add values to the
organization. Further Strategic Employee Resourcing can be break in to five components
Millmore, (2003) identifies that strategic employee resourcing
is should exhibit three primary interdependent features consisting strategic
integration, having a long term focus and a mechanism for translating strategic
demands into an appropriate recruitment and selection specification.
Components
of Employee Resourcing Strategy
Employee Resourcing Strategy
can be further described as a means available to meet the needs of the
organization for certain skills and behaviors. Further would contain following components.
Definitions
for Talent Management
As per Armstrong, (2006) Talent
Management can be defined as the process to ensure that the organization
attracts, retains, motivates and develops the talented people it needs for the
present and the future. Following components are containing in of talent management.
As described by Cappelli, (2009) Talent management can be described
as the process which an organization meets and anticipate their needs of human
capital and getting right people with the right skills into the right jobs.
Trank, Ryne & Bretz, (2002) defines Talent Management as
winning mechanism of “The war for talent” which refers to an increasingly competitive setting
for recruiting and retaining talented employees. With a mindset that highlights
the importance of talent to the success of organizations.
Components
of Talent Management Strategy
In order to retain and attract quality talents to an
organization following strategies are adopted, further in long term the
organization can plan on its way forward with time to time changing goals with
making sure that it have the right people at right places at right time to have
the edge over the competitors simultaneously the employee is getting the benefit
developing carrier opportunities with further upgrading skills with new values.
References
Armstrong, M 2006, Strategic Human Resource
Management A Guide to Action, 3rd edn, Kogan Page, London and
Philadelphia.
Cappelli, P
2009, 'A Supply Chain Model for Talent Management', Perspectives, vol
XXXII, no. 3.
Millmore,
Mike; 2003, 'Just How Extensive is the Practice of Stratergic Recruitment and
Selection ?', The Irish Journal of Management, vol XXIV, no. 1.
Trank, CQ,
Rynes, S & Bretz, R 2002, 'Attracting Applicants in the War for Talent:
Differences in Work Preferences Among High Achievers', Journal of Business
and Psychology, vol XVI, no. 3.
Human
resources Management is a function that brings both the organization as well as
the employees into a strategically win-win situation. Human resource is the
most significant and valuable asset of an organization. In the present context
the Human Resources Management (HRM) roll is to strategically nurtures and
develops the employee’s capacity, ability and the skills at the mean time retaining
and attracting skilled carder to active the organizational goal.
Definitions
of Human Resources Management
As
described by Armstrong, (2014) Human Resources Management is an approach to the
management of an organization’s valued asset – the people in tactical, logical
and a consistent way to achieve its objectives. Further described that HRM can
be regarded as a philosophy about how people should be managed, which is
underpinned by a number of theories relating to the behavior of people and
organizations.
Storey,
(1995) Identified and described that the Human Resources Management is an unique
approach to management of employment with the scope of achieving competitive
advantage through strategic development of a highly capable and committed
workforce by means of cultural, structural and personnel techniques.
According
to Dessler & Varkkey, (2011) Human Resource Management is a practice
involves five functions of management process (Planning, Organizing, Staffing,
Leading and Controlling) to achieve organizational goals. Further describes that
Human Resource management consist of process of acquiring, training,
appraising, compensating while attending to their labor relations, health and safety.
Bratton
& Gold, (2007) describes(Bratton & Gold 2017) HRM as a strategic
approach to managing employment relations which emphasizes that leveraging
people’s capabilities is critical to achieving competitive advantage, while
this being achieved through a distinctive set of integrated employment
policies, programs and practices.
Evolution
of Human Resources Management
Figure 1:The evolution of human
resource management (Adapted from Itika (2011))
Managing
human aspect is long standing quest over 5000 years. The ideology of human
resources management have ascended into the management concepts with the
industrial revolution which is a mass shift from farming and house hold
production to massive production with industries and factories in the beginning
of 19th century. With the rising of complexity
of the production and services also the changes in human behaviors and needs, the
human resource management have evolved through different eras.
Figure 2: Different Era's
At
present the Human Recourse Management has evolved to Strategic Human Resources
Management. With evolution of the Human Resources Management, it can be divided
into three segment as Personal Management, Human Resource Management, Strategic
Human Resource Management which having different features.
Figure 3: Different features of
PM, HRM & SHRM
Conclusion
Evolution
of Human Resources Management is an ongoing process which is affected due to
ever changing organizational strategies and human behaviors, expectations and desires.
In a nut shell it can be described as the equation point between Organization
and the Human Resource.
References
Armstrong, M 2014, A Handbook of HUMAN RESOURCES
MANAGEMENT PRACTICE, 10th edn, Kogan Page, London and Philadelphia.
Bratton, J
& Gold, J 2017, Human Resource Management, Theory and Practice, 6th
edn, PALGRAVE.
Dessler, G
& Varkkey, B 2011, Human Resources Management, 12th edn, Pearson
Education, Inc.
Storey, J
1995, Human Resource Management: A Critical Text, International Thomson
Business Press.
