Use relevant theory and practical examples to argue how HRM management can add value to an organisation.

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Human Resource Management (Value to Organization

Introduction

Human Resource Management (HRM ) has today been linked with strategic management both at formulation and implementation phases of the company 's strategies . Both have reciprocative mutual impact on each other . Companies are duty bound to attract the best talents that should further be developed within the company to suit the needs of the company . Motivation of the employees is also important for effective production and a tool to acquire competitive advantage in the market

place . Most important is the retention of the vital talents in the company for the benefits of the company 's future survival

Organizations are responsible to maintain their ability in the market and ensure that their policy implementations end up in profit maximization . The needs of the shareholders in form of expected returns should be met . HRM should be addressed from the point of view of individual employ and collective dimension alike (Tate , 2007 . Strategic Management : Activities

Two broad categories of these activities have been outlined as strategic formulation and strategic implementation . Formulation exercise include decision of the business nature , visions , values and general strategy the objectives setting and the plan to act through . Implementation entails the development and implementation of the right actions as laid down in the strategic plan , followed by evaluation revision and the relevant changes aimed to improving the future performance (Schuler Randall Jackson , Susan Story , John , 2001

In the formulation of strategy , the manager 's vision , the company 's mission and values should be addressed . As the primary activity , vision addresses the type of expected company and the position of the business The vision significantly impacts HRM and the future success of the company (Schuler , Randall Jackson , Susan Story , John , 2001 .The mission highlights the business the company is transacting and the required accomplishments as expected by the customer . The mission calls for a particular behavior in the organization calling for some practices of HRM . Values entail beliefs and norms held dearly by the company creating a distinction between the company , and any other existing company and also significantly impacts HRM (Jackson , Susan Schuler Randal , 1999

The second activity involves coming up with `Strategic Business Issues ' SBIs , and laying down the Strategic Business Objectives , SBOs (Schuler , Randall Jackson , Susan Story , John , 2001 . This becomes important to managers because it is a guide and a measure of what requires to be managed . SBOs should be communicated to the entire workforce of the organization . The implications associated with HRM and entire functional areas in the company are addressed by the use of SBOs Company 's taskforce are squarely addressed by the use of SBOs as well as SBIs , such as headcount , competencies and productive levels (Schuler Randall Jackson , Susan Story , John , 2001

The third Activity Involves the means of achieving what has been formulated above the economy of the competitive market , the strength of the company , its weakness and the competencies are analyzed (Schuler Randall Jackson , Susan Story , John , 2001

Developing...