It is all contingent on the organisation’s context and culture and its business strategy.
To gain a full picture of this TABLE OF CONTENTS1.0 Introduction 11.0 Competitive Edge in Managing People 21.11 Roles and Accountability 21.12 Four Criteria for Competitive Edge 21.13 Gaining Competitive Advantage through People 32.0 The Importance of SHRM 32.1 Strategic Human Resource Management 32.2 Table: Why Human Resource Strategy?
Moreover, the report would outline the transition Cap Gemini would have to undergo in its HR Strategy through High commitment in order to recover its lost ground.
In particular, we would examine the inter-cultural differences between Cap Gemini (a resource management; 2) international human resource management; 3) strategic human resource management; and 4) human resource management.
Besides, it will also discuss how each model can contribute to company success through valuing and managing its employees.
Employees are the most valuable thing as they are the people who can add value to the organization through their performance, creativity, and also commitment (Druker, White, Hegewisch, & Mayne, 2010).This severely implicates the usefulness of a best practice model.Contingency perspective For the contingency perspective otherwise known as best fit HRM, there are no universal prescriptions of HR policies and practices.However, most of today's organizations perceive employee as their "resource" (Blodget, 2013).While in fact, the employees are people, vital assets in the organization who need their very human needs provided by the organization itself (Nankervis & Ananthram, 2013).In addition to age, whether the organisation is large or small will also determine if there is a need of different HRM practices and policies.According to Boxall and Macky (2007), different practices and policies of HRM is more needed in large...pivotal role in gaining this competitive advantage and therefore, much emphasis is now on linking organisational strategies to human resource strategies.Strategic human resource management (SHRM) has its foundation in the US in 1980s in the work of the 'Harvard Group' (Beer et al., 1984 cited in Truss and Lynda, 1994) and the 'Michigan/Columbia Group' (Fomburn et al., 1984 cited in Truss and Lynda, 1994).And what are the strategies for the The purpose of this paper is to identify the reasons why strategic management driving strategic human resource management (HRM) and how the strategic human resource management (SHRM) makes benefits for organisation.Besides the introduction and conclusion, the body of this essay has composed by five sections which involve strategic management, strategic human resource management, role of human resource management, a discussion part, and the management (HRM) as the ongoing process of managing people within the employer-employee relationship, and thus involves the productive use of people in achieving the organisations strategic business objectives and the satisfaction of individual employee needs.