Strategic Human Resource Development Models

Subject: Employee Management
Pages: 2
Words: 557
Reading time:
3 min
Study level: Bachelor

Human Resource Development Models

Models of Strategic Human Resource Management (HRM) help Human Resource (HR) managers to implement an organization’s HRM policies. The functional Strategic Human Resource Management (SHRM) content and the political economy models are of particular interest to this study. This is because they both address the political and functional aspects of HRM, which are essential in addressing employer-employee interests in the discipline (GreggU, 2016). The political economy model has been applied in my organization to highlight the role of opportunistic advocacy in HRM. Yorks (2004) has also described it as a framework that provides an opportunity for employees to promote their interests in an organization. Comparatively, HR managers rely on the functional model of HRM to get employees to meet contractual obligations (Yorks, 2004). I believe that the functional SHRM model should be applied in the contemporary HRM space because of its objectivity.

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Human Capital Theory

The human capital theory advocates for improvements in employee skills and training to improve productivity (Adams, 2016). This concept has been applied in my workplace and educational settings to boost work and educational performance. Therefore, I was familiar with the theory before watching the video posted by Adams (2016). Human capital theory can be used in HRM to develop a strong organizational culture that supports improved productivity. At the same time, it can be used to improve employee commitment because it gives workers an opportunity to improve their careers while working with an employer (Adams, 2016). This arrangement means that a long-term relationship can be established between employers and employees.

Role of HRM

McGuire (2014) strives to underscore the importance of HRM to organizations in the highlighted passage by highlighting factors that affect the quality of employer-employee relationships. I concur with the view that HR managers are agents of both parties because they ensure their needs are met by fulfilling obligations, which are often outlined in an employment contract (GreggU, 2016). By meeting the needs of both employers and employees, HRM plays a central role in maintaining a healthy balance between the roles of employers and employees in the workplace. However, as highlighted by Kumar (2021), the role of HRM stretches beyond this function and gives meaning to an organization’s culture by operationalizing factors influencing the relationship between employers and employees. In this regard, the discipline acts as a buffer between both entities and minimizes conflict when they engage with one another. Therefore, the views of McGuire (2014) are accurate in describing HRM functions.

Reactions to Opinion Piece

The opinion piece titled “The Great Resignation,” authored by Krugman (2021) is an accurate depiction of the current workplace environment because many employees are reprioritizing their work obligations and evaluating the role that their jobs play in their lives (Kumar, 2021). This development has manifested in high levels of resignations and job changes as empowered employee groups reevaluate their lives and work choices (Kumar, 2021). Unlike the author, who is unsure of why this change is happening, I believe that the COVID-19 pandemic was the trigger that initiated the transformation. In the coming years, significant changes should be expected in the workplace, with anecdotal evidence indicating that there will be greater employee autonomy and the adoption of automation in the workplace (Kumar, 2021). Given that these changes are likely to affect HRM functions, practitioners need to be conversant with them.

References

Adams, S. (2016). Human capital theory [Video]. YouTube.

GreggU. (2016). Strategic human resource management [Video]. YouTube.

Krugman, P. (2021, October 14). The revolt of the American worker. The New York Times.

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Kumar, P. (2021). V-5 model of employee engagement during COVID-19 and post lockdown. Vision, 25(3), 271–274. Web.

McGuire, D. (2014). Human resource development (2nd ed.). SAGE Publications.

Yorks, L. (2004). Toward a political economy model for comparative analysis of the role of strategic human resource development leadership. Human Resource Development Review, 3(3), 189–208. Web.