HUMAN RESOURCE`S STATEGIC PHILOSOPHY FOR MzVANN`s CLOTHING

Human Resource Strategic Philosophy for MzVann 's Clothing

It is indeed a sweet burden to have taken on the new post of Director of Human Resources Management of MzVann 's Clothing . To manage your expectations and mine , I feel that it is important for me to share with you some thoughts and principles which I intend to use in managing the human resource assets , processes , and departments of the company , on the whole . The report shall cover the following s : strategic HRM , HR planning , job analysis , compensation system design , equal employment opportunities

, HRD , recruitment and selection , and benefits

Strategic HRM

The concentration on the synthesis of HRM practices and policies with strategy has been depicted as a paradigm shift from a tactical to a strategic thrust or orientation (Thomason , 1991 . Unlike conventional personnel management that is characterized as reactive , parochial , and concentrates on rank and employees , HRM is proactive in finding and establishing practices and policies which are consistent across all organizational policy areas . The HRM orientation necessitates that personnel practices and policies address and adapt to organizational needs (Schuler , 1991 . Moreover , HRM considers employees as valued strategic resources rather than as overhead cost . A main thrust of HRM is the potent and effective management of people within the organization - when carried out , this is expected to yield competitive advantage When compared to conventional personnel management which regards employees as passive , HRM considers people as strategic assets who should be developed to optimize their potential (Kamoche , 1991

There is only one point which I would like to make with regards to strategic human resource management , and that is , let HR be a strategic partenr at MzVann 's Clothing . Gone are the days when HR was perceived only as a police or an administrator . This time , we want the relationship to become more strategic : we want to contribute to the company 's bottomline . I envision doing this through the company 's performance management system as a good take-off point . How ? HR will spearhead the phases of strategic alignmnent , performance planning monitoring , evaluation , and rewards . In establishing stringent measures across these phases , HR will be able to plan , measure and track whether company objectives are indeed being achieved . This is the value-added role of HR

HR Planning

HR Planning is indeed a very critical phase , as this will dictate what strategies shall be monitored , measured , and against which people 's performance shall be gauged . There is only one word which I want you to remember as my dogma in HR planning : alignment

Guest (1987 in Legge , 2005 ,

. 104 ) provides the following definition of human resource management (HRM

The main dimensions of HRM [involve] the goal of integration [i .e . if human resources can be integrated into strategic plans , if human resources policies cohere , if line managers have internalised the importance of human resources and this is reflected in their behaviour and if employees identify with the company , then the company 's strategic plans are likely to be more successfully...