| Popis: |
Strategic Human Resource Management (SHRM) emerged in the mid-1980s as well is currently regarded as relevant research and a practical field in the field of business management (Kaufman, 2015). Its academic compatibility has received international attention due to strategic importance Human resource management (HRM) performance (Jackson, Schuler, & Jiang, 2014). It is possible to explain SHRM as a direct link between HRM processes and global strategies and horizontally as interactions between a numbers of employee processes (Wright & McMahan, 1992) HR strategy. Some policies can be implemented without explicit prior planning, and alternatives strategies that can never be successfully implemented (Truss & Gratton, 1994). As reported by Kaufman (2015), other key elements of success in a major organizational change - needed to successful adoption of key HR models - leadership commitment and careful planning as well managed implementation. In this case, it is necessary to manage the organizational changes in the right way and to act quickly against the cultural pressures perceived by all levels of the organization (Visitor, 1987). Those structures are associated with the SHRM concept proposed by Wright and Snell (1998), which the authors claim is a major role of HR in implementing organizational strategies. Lengnick Hall et al. (2009) present a research agenda that highlights the need to place greater emphasis on issues related to strategic implementation human resource management, specifically regarding the vertical and horizontal alignment of HR systems |
