Introduction
Strategic human resources are in the limelight due to the impact on the organization and employee performance in the long run. The management has to take different strategic HR initiatives to make the difference in the workplace and create a good impact on both internal and external business environment. The key dimension of strategic human resource management is performance management and its impact on employee sustainability in an organization. In this contemporary business era, the management of the company has to enable strategic HR.
Purpose
The purpose of the study is to examine strategic performance management and its impact on employee sustainability. The most important thing for the management is to reduce the employee turnover through effective performance management techniques. The impact is positive and can also make the whole organization perform better in the contemporary business environment.
Short Paragraphs of Articles
Strategic Human Resource & General Findings
Article 1: Aligning Strategic Human Resource Management to Human Resources, Performance and Reward
This article illustrates the possible alignment of strategic HR with general HR process, performance, and reward. According to the author, SHRM has a long-term vision of the company to improve employee performance and make them sustainable. Also, the sustainable performance of the firm is also a key HR initiative. For Instance, modern organizations have created performance measures regarding environmental impact. Strategically, it is a process to build the workforce for the future. Strategic human resources management is a process for aligning the HR strategies with corporate goals and objectives to get a competitive advantage and create value for all key stakeholders (Brauns, 2013).
Article 2: Strategic Human Resource Management and its Impact on Organizational Performance
The Author has tried to derive the strategic HR process on organizational performance. The organizational performance has been examined regarding employee contribution. Impact of strategic HR practices on the organizational performance is good, and it can make the firm sustainable as well. The most important thing for the company is to build a strong internal workforce to streamline knowledge, skills, and ideas. The firm intends to gain a sustainable competitive advantage by developing the company-specific competencies. Management must invest in the employee learning process to develop skills and capabilities to meet goals and objectives or organization. Identifying and acquiring the knowledge is a good approach to develop the intellectual capital of the company, and it leads towards the sustainable competitive edge (Besma, 2014)
Article 3: Strategic Human Resource Management: Scale Development and Validation
The author of this article intended to validate strategic HR. Strategy fit, intra-functional fit, cross-functional fit, and role position fit are the main pillars of this article to navigate the development and validation. The management of different companies intends to rationalize leading and lagging factors in the company and make some effective decisions. The performance of employees or group of employees is to be improved for the long run at the company, and it can also justify employee sustainability. Also, the organization must develop the internal uniformity of different HR practices or policies. For Instance, the strong presence of HR vision, coherent human resource strategy, and a visible linkage between different HR procedures are lucrative for the company, as far as the organization success and employee performance is concerned (Azmi, 2010).
Synthesis/Comparing & Contrasting
In the first article, the first Strategic human resource has been aligned with multiple factors. Improving employee performance is not a single factor. To exist in a sustainable working environment, it is important to create some new measures and performance standards, which can also be aligned to some key corporate goals and objectives. Comparatively, the second article emphasized performance at different levels. It is different from the first article because it depicts employee skills and capabilities depict the overall performance of the company that may lead towards a sustainable competitive advantage in the competitive landscape. The third article is quite different from the above two articles. It carries several organizational factors such as cross-cultural integration, sustainable job positions, and strategic fit. The integration in the HR process in an organization is essential. Main stakeholders in the strategic HR process are employees. Therefore, the vision of HR should be communicated to employees to execute HR strategies in an effective and lucrative manner.
Conclusion
In the end, it is to conclude the SHRM has become a broad concept in both large and small organizations. Instead of making short-term HR goals, the firm has to idealize the broad vision of HRM. The impact on both internal and external stakeholders is obvious in contemporary business. After effectively summarizing each article in short paragraphs, a study has compared and contrasted these articles to derive results.
References
Azmi, F. T. (2010). Strategic Human Resource Management: Scale Development and Validation. Philippine Management Review, 17(2010), 80-102.
Besma, A. (2014). Strategic Human Resource Management and its Impact on Organizational Performance. Valahian Journal of Economic Studies, 5(1), 95-102.
Brauns, M. (2013). Aligning Strategic Human Resource Management to Human Resources, Performance and Reward. The International Business & Economics Research Journal, 12(11), 1405-1410.
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