I Need A 425-Word Forum Response That Answers The Following

I Need A 425 Word Forum Response That Answers The Following Questions

I need a 425-word forum response that answers the following questions from my human resources management (HRM) class: a) describe major differences between traditional HRM and strategic HRM, b) explain which types of organizations (if any) will traditional HRM fit most and which types of organizations (if any) will strategic HRM fit most? Explain why. c) provide an example of one particularly successful strategic HR function in YOUR organization. If no example like this can be provided, suggest ONE strategic change in the HR functionality that can benefit your organization.

Paper For Above instruction

Traditional Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) are two approaches that fundamentally differ in their focus, scope, and objectives. Traditional HRM primarily concentrates on administrative tasks, compliance, and operational functions such as recruitment, payroll, employee relations, and training. It emphasizes maintaining organizational stability and ensuring that HR activities support day-to-day functions. Conversely, SHRM aligns human resource policies and practices with an organization’s strategic objectives, emphasizing long-term planning, competitive advantage, and organizational development. It views human capital as a key driver of organizational success, integrating HR strategies into overall business strategy to foster growth and sustainability.

The major differences between traditional HRM and SHRM lie in their orientation and purpose. Traditional HRM is often reactive, focusing on handling current employee issues and administrative necessities. Its role is largely transactional, centered on compliance and operational efficiency. SHRM, however, is proactive, emphasizing foresight and the strategic use of human resources to achieve competitive advantage. It involves analyzing organizational goals and designing HR initiatives that support business growth, innovation, and adaptability. Furthermore, while traditional HRM treats employees mainly as resources, SHRM recognizes employees as strategic partners and vital assets who can influence organizational success through engagement, development, and strategic alignment.

When considering organizational fit, traditional HRM suits small or non-complex organizations where operational efficiency and compliance are prioritized over strategic agility. Small businesses often require straightforward HR practices without extensive strategic planning due to limited resources. Conversely, strategic HRM is more suitable for large, complex organizations operating in dynamic markets where adapting quickly to external changes is vital. These organizations benefit from a proactive HR approach that supports competitive advantage through talent management, innovation, and organizational culture.

In my organization, a successful strategic HR function is the implementation of a comprehensive employee development program aligned with business goals. This program involved targeted training, leadership development, and succession planning to build a resilient, skilled workforce capable of driving organizational change. This strategic shift not only enhanced employee engagement but also improved productivity, innovation, and retention rates, ultimately contributing to the organization’s competitive positioning.

In conclusion, the distinction between traditional HRM and SHRM centers on their scope and strategic intent. While traditional HRM suffices for smaller, less complex organizations, larger entities operating in fast-changing environments benefit more from a strategic HR approach. Emphasizing long-term planning and alignment of HR policies with organizational goals will remain crucial in future HR practices, fostering sustainable growth and competitive advantage.

References

Armstrong, M. (2014). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.

Becker, B. E., & Huselid, M. A. (2006). Strategic Human Resources Management: Where DO We Go From Here?. Journal of Management, 32(6), 898-925.

Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competence: From International HR to Talent Management. Journal of World Business, 51(1), 103-114.

Snape, E., Redman, T., & Bamber, G. J. (2017). Strategic Human Resource Management. Routledge.

Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR Competencies: Mastery at the Intersection of People and Business. Society for Human Resource Management.