Creative project Over the last two decades there has been a profound shift in thinking about the role that people play in the success of the business, with a growing view that the management of people is a key organizational capability and one which should be highly integrated with the strategic aims of the business. A cornerstone of this notion of strategic human resource management is the creation of linkage or integration between the overall strategic aims of the business and the human resource strategy and implementation. In principle, the processes and people within the company are managed in such a way as to foster the aims of the business strategy (Beer & Spector cited in Rowden 22, Lajara et al. 34, Jackson, Susan & Schuler 237) and create an integrated approach to managing the various human resource interventions, such as selection, training, reward and development, so that they complement each other (Greenlaw & Valonis 27).
In short, to create a ‘set of interrelated practices with an ideological and philosophical underpinning’ (Storey cited in Dutton et al. 239).
The Business plan on Human Resource Management 18
... Southwestern. Schuler, R. S. (1992). Strategic human resource management: Linking the people with the strategic needs of the business. Organizational Dynamics, 19, 18–32. ... likely to be expressed as broad-brush statement of aims and purpose, which set the scene for more specific ... been described as ‘A form of management which is aimed at eliciting a commitment so that behaviour is primarily ...
Thus, the emphasis is on vertical integration (integration between the business strategy and the human resource strategy) and horizontal integration (integration within the vari.
