Approaches to Strategic Human Resource Management Assessment Answer

The strategic management process is a crucial part of an organisation and its core strategies are used to manage the workforce system in the workplace appropriately. Along with variations in the organisation, different strategic theories are present regarding the process of SHRM (Strategic Human Resource Management). This essay primarily aims to critically discuss two different theories used in the SHRM and evaluate the best possible strategy to be implemented in the post-pandemic scenarios. The ’Inclusive workplaces: A review and model’ and the architecture of differentiated human resources by Snell and Lepak will be undertaken in this study to be critically discussed based on their potential in the post-pandemic scenarios. A deeper analysis of these theories will significantly help to understand their operation module in the organisational structure. Their different focus points to strategically maintain the organisations also impact their potential after the pandemic. The disparity of several aspects between the selected models needs a practical critical discussion to determine the best possible strategic HRM process to be implemented in the current post-pandemic organisational structures.

Inclusive workplaces refer to an excellent workplace where all employees feel valued for any contribution to their organisation's improvement. As per Shore et al. (2018), it has been observed that inclusion constructs have several divisions, and all are required to manage an organisation accurately, such as workgroup inclusion, leader inclusion and organisational inclusion exercises. Workgroup inclusion defines a work culture where each employee gets valued and appreciated for their contributions to a work or project in a team. Therefore, this is an essential inclusive workplace aspect that enhances any organisation’s working environments and diversity. Leader inclusion is another part that involves human resource strategy closely. Leader inclusion supports an organisation by decreasing bias and enhancing engagement and performance. In addition, this effective inclusion has a crucial role in completing business aims and DEI (diversity, equity and inclusion) goals that enlarge the human resource management structure properly. Another note by Mitchell et al. (2015), shows that 75 professionally diverse healthcare groups worked in Australia for one year, and a good connection was established between team inclusive leader and the team. Therefore, this result proved that inclusive leadership is able to increase team performance, and that is the key point of reaching the success point of any organisation.

In contrast, it has been acquired from various sources that senior leadership has a vital role in enhancing inclusion and by following some significant steps, senior leaders can build a good environment in the organisation and team (Marescaux et al. 2013). Such as, at first, senior leaders need to focus on the pipeline of talent diversity; they have to serve with a keen concentration on choosing and recognising the deserved employee. Thus, this is the best practice to keep transparency in the team, and employees are also motivated to reach their targets adequately. Besides all of these, reducing discrimination from the organisation is the finest step to building a good, inclusive environment at the workplace. In support of the same, worked as a unit that is also responsible for growing an excellent working environment in the organisation (Marescaux et al. 2013). Therefore, the human resource management team has a significant role at the time of recruiting the employees in the office, and the management team also inspects the perspective of candidates accurately.

Snell and Lepak’s theory of SHRM is dependent on the idea that several categories of employees have contrastive stages of uniqueness and value (Luo et al. 2020). This theory suggests four categorised employment modes, and these include commitment-based, compliance-based, contractual, and collaborative. Moreover, each and every employee has their own perspective related to HR practices such as performance management, training and staffing. This theory helps to address the weaknesses and strengths of employees. In the form of strengths aspects, this theory describes a flexible and comprehensive framework for handling and designing HR protocols that rely on the strategic uniqueness and value associated with several employee teams (Luo et al. 2020). Furthermore, this theory also concentrates on presenting the necessities of external factors. Basically, institutional pressures, labour market situations and competitive dynamics are involved under the lists of external factors. In contrast, this theory assumes a stable and precise definition of employees in various employment modes that may not affect dynamic reality and critical work environments. Through this theory, the human resource management system can resolve the internal conflicts between employees in organisations hence, this is one of the required theories that needs to be adopted by HRM. According to Hansen et al. (2019), it has been observed that several dynamic markets can affect the organisation’s behaviour and adaptive behaviour. They stated the difference between moderate and high-velocity environments based on the environment’s instability along with dynamism. This study tried to present the entire content by dividing the HRM strategy into four quadrants. The first one suggests “knowledge-based employment” for companies, and these categorised employees are most valuable for any organisation. This categorised employee is efficient in making any decisions with their own thought power without any external help. The second part is related to “job-based employment” and this type of employee is defined as those employees who have unique knowledge in managing any relationship in their workplace. The third one is “contractual work arrangements,” and this refers to transactional employment relationships. Therefore, this theory has good power in serving the key knowledge in any organisation to handle the overall employment process accurately (Hansen et al. 2019).

The advantages and disadvantages of both strategies primarily help in determining the possible best theory to pursue in the post-pandemic scenarios. It has been seen that the social and behavioural changes have captivated organisations after the pandemic. As a result, it is important to implement a suitable theory that generally focuses on employee satisfaction. On the other hand, the pandemic has cut down a considerable amount of resources among organisations, which has also created a significant problem in the present market. Therefore, it is also essential that the selected theory needs to be more sustainable and less resource-consuming, which can benefit the organisation in managing its human resources strategically. The bias in inclusion is one of the most significant problems that barriers to equality between employees. It is crucial that, in the post-pandemic situation, the employees should be treated equally and fairly by justifying their deserved proportions. The theory of Lepak and Snell exposes the development and allocation of capital depending on the inclusion of strategic implementation and unique ideas (Kehoe and Han 2020). This theory generally aims to discover a possible better way to generate human capital and maintenance based on the different strategic implementations. In the post-pandemic scenarios, it is essential to evaluate different ways to generate human capital based on various strategic thinking capabilities.

On the other hand, the theory of inclusive workplaces provided a greater value regarding the establishment of equality among employees. Based on this theory, every employee present in the organisation has the capability to enhance the innovation and performance of the firm (Schmidt et al. 2018). This mindset can effectively help to regain the social and moral values of employees in the post-pandemic scenario. The adequate implementation of inclusion theory also enables the capability of adopting various international human resource practices that can be effectively helpful in the post-pandemic scenario. It also positively promotes the process of inclusion among every unit and level present within any kind of organisation. The implementation of cultural and moral values makes the inclusion theory more effective in strategically managing human resources in the post-pandemic scenario. The market regulations and changes in the policy also play a significant role in post-pandemic organisational management. However, the inclusion of various practices and strategies also costs a larger amount of resources that can adversely affect the growth of the entire organisation. As a result, it is also essential that resource management within the organisation should also be done in a sustainable way. Both theories have their own advantages and disadvantages regarding the process of being implemented in post-pandemic scenarios. The nature of the organisation holds a significant determination factor regarding the implementation of the possible best strategy to manage human resources.

Based on the critical discussion and comparison of both theories, it can be concluded that the nature of the organisation plays a significant role in the implementation of proper SHRM strategies. The inclusion strategy can be effectively helpful regarding bigger organisations with a great amount of resources. However, due to being resource-consuming, it can be a burden for smaller organisations to go with the inclusion theory. On the other hand, the architecture of differentiated human resources can help smaller companies achieve a competitive advantage. The evaluation of newer strategies and their implementation can help various organisations resolve the issues caused by the pandemic. As a result, it can be said that the nature of the organisation should be evaluated first to determine the possible best theory that can be applied in the management process of human resources. However, a more inclusive approach can help an organization to make it operational in the pandemic scenarios.

References

Hansen, N, Güttel, W & Swart, J 2019, ’HRM in dynamic environments: Exploitative, exploratory, and ambidextrous HR architectures’, The International Journal of Human Resource Management, vol. 30, Number 4, pp. 648-679.

Kehoe, RR ^ Han, JH, 2020. An expanded conceptualization of line managers’ involvement in human resource management. Journal of Applied Psychology, vol. 105, no. 2, p. 111.

Luo, BN, Sun, T, Lin, C, Luo, D, Qin, G & Pan, J (2020), ’The human resource architecture model: A twenty-year review and future research directions’, The International Journal of Human Resource Management, vol. 32, no. 2, pp. 241-278.

Marescaux, E, De Winne, S & Sels, L 2013, ’HR practices and affective organisational commitment: (when) does HR differentiation pay off?’, Human Resource Management Journal, vol. 23, no.4, pp. 329-345.

Mitchell, R, Boyle, B, Parker, V, Giles, M, Chiang, V, & Joyce, P 2015, ‘Managing inclusiveness and diversity in teams: How leader inclusiveness affects performance through status and team identity, Human Resource Management, vol. 54, 217–239.

Schmidt J, Pohler D and Willness, C 2018, ’Strategic HR system differentiation between jobs: The effects on firm performance and employee outcomes’, Human Resource Management, vol 57, pp.65-81.

Shore, L, Cleveland, J & Sanchez, D 2018, ’Inclusive workplaces: A review and model’, Human Resource Management Review, vol. 28, no. 2, pp.176-189.

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