1. Introduction When conceiving and substantiating organizations’ activities, an important role is played by strategies, especially Human Resource Management strategies, elaborated and implemented by managerial organisms. organisms. The essential concretization concretization o the prevision, the strategies o Human Resource Management contour the development o each organization in the !eld o human resources, and their content oten decides the e"ciency o the interace #ith the subsystems to #hich it belongs, the e$tent to #hich they maintain and ampliy the e"ciency and e%ectiveness o the activities developed. In managerial practice there is a certain scepticism regarding the necessity and opportunity o Human Resource Management strategy, considering that the environment #here the activity o the organization ta&es place is unstable, submitted to some irregular 'uctuations, hence its uselessness, on the one hand( on the other hand it is considered that a plan is pro!table only i it is respected, #hich does no longer ensure 'e$ibility as an imperative trait that conditions the survival and development o an organization. organization. In this respect, the ob)ectives o Human Resource Management de!ne and e$press synthetically the aims envisaged and the criteria to evaluate the uture activity in the !eld o Human Resource Management, and the Human Resource Management strategy describes * e$plicitly and implicitly * the directions to ollo#, the modalities or #ays to attain speci!c purposes under the orm o the ob)ectives ormulated ormulated or a +- year span. nly under the circumstances circumstances o &no#ing the speci!c traits, o grounding and implementing Human Resource Management strategy, are the ob)ectives o the organization organization ul!lled and its competitiveness increased. /. 0oncept and speci!c traits o Human Resource Management strategy •
The history o o the #ord strategy’ began began many millenniums millenniums ago. In this respect, the remar&s made by 2merican 3rian 4uinn are interesting5 62t !rst, during early 7ree& anti8uity, the #ord 9strategos: reerred to the role o a general in charge o an army. Then, it ac8uired the sense o 9a general’s art:, reerring reerring to the psychological psychological and behavioural abilities that enabled a general to ul!ll his role. In ;ericles’ time <=-> 3. 0.? strategy #as perceived as a managerial 8uality
3. 0.?, strategy reerred to the ability to unold orces in order to over#helm opposition th century@ >C51+>?. The idea o strategy appeared in social sciences around the =>’s, #ith the game theory, designating the moves thought or played by one o the players. During the E>’s the term #as used in order to de!ne some o the most important decisions #ithin companies. The undamental #or& in the !eld is Igor 2nso%’s 0orporale Ftrategy <1GE-, original ed.?, #hich had a great in'uence and #as the !rst in a series o #or&s that envisaged the oundation, clari!cation and application
o managerial strategies <7azier, />>+5+>?. Fince then, things have moved very ast and starting #ith the C>’s everything or almost everything became strategy in economy, sociology, psychology, anthropology. Whether they spea& about groups’ or individuals’ interests, economic, sentimental, esthetic options * more or less reasonable and elaborated * or even 1-/C about se8uences and attitudes, more and more authors have started to thin& in strategic terms. Reerring strictly to the economic !eld, the results o the research made by one o the greatest specialists in management, Henry Mintzberg, signaled the presence o 1> schools o managerial thin&ing as ar as strategy is concerned, ater e$amining 1=G- #or&s dedicated to strategy. In table no. 1, authors Aicolescu . and Berboncu I. >C? present synthetically #hich these schools are and their de!ning traits concerning strategy elaboration * the most important element rom the point o vie# o managerial practice. In this respect, there are more and more numerous hints and analyses that sho# that human resources have a strategic potential and ma&e the di%erence in the long run, changing an organization’s uture.
+. Fcope o HRM The scope o HRM is indeed vast. 2ll ma)or activities in the #or&ing lie o a #or&er * rom the time o his or her entry into an organization until he or she leaves the organizations comes under the purvie# o HRM. The ma)or HRM activities include HR planning, )ob analysis, )ob design, employee hiring, employee and e$ecutive remuneration, employee motivation, employee maintenance, industrial relations and prospects o HRM. The scope o Human Resources Management e$tends to5 2ll the decisions, strategies, actors, principles, operations, practices, unctions, activities and methods related to the management o people as employees in any type o organization. 2ll the dimensions related to people in their employment relationships, and all the dynamics that 'o# rom it. = igure 1.15 Fcope o HRM The scope o HRM is really vast. 2ll ma)or activities n the #or&ing lie o a #or&er * rom the time o his or her entry into an organization until he or she leaves it comes under the purvie# o HRM. 2merican Fociety or Training and Development <2FTD? •
•
conducted airly an e$haustive study in this !eld and identi!ed nine broad areas o activities o HRM.
=. b)ectives o HRM The primary ob)ective o HRM is to ensure the availability o competent and #illing #or&orce to an organization. The speci!c ob)ectives include the ollo#ing5 1? Human capital 5 assisting the organization in obtaining the right number and types o employees to ul!ll its strategic and operational goals /? Developing organizational climate5 helping to create a climate in #hich employees are encouraged to develop and utilize their s&ills to the ullest and to employ the s&ills and abilities o the #or&orce e"ciently +? Helping to maintain perormance standards and increase productivity through e%ective )ob design( providing ade8uate orientation, training and development( providing perormancerelated eedbac&( and ensuring e%ective t#o#ay communication. =? Helping to establish and maintain a harmonious employeremployee relationship
-? Helping to create and maintain a sae and healthy #or& environment E? Developing programs to meet the economic, psychological, and social needs o the employees and helping the organization to retain the productive employees J? Knsuring that the organization is in compliance #ith provincialterritorial and ederal la#s a%ecting the #or&place ? To develop and maintain the 8uality o #or& lie 11? To communicate HR policies to all employees. 1/? To help maintain ethical polices and behavior. The above stated HRM ob)ectives can be summarized under our speci!c ob)ectives5 societal, organizational, and unctional and personnel.
-. unctions o HRM Human Resources management has an important role to play in e8uipping organizations to meet the challenges o an e$panding and increasingly competitive sector. Increase in sta% numbers, contractual diversi!cation and changes in demographic pro!le #hich compel the HR managers to recon!gure the role and signi!cance o human resources management. The unctions are responsive to current sta"ng needs, but can be proactive in reshaping organizational ob)ectives. 2ll the unctions o HRM are correlated #ith the core ob)ectives o HRM. or e$ample personal ob)ectives is sought to be realized through unctions li&e remuneration, assessment etc. E. What is HR strategyL There are a multitude o schools or #hat an HR strategy should ideally contain. ne suggestion is that an HR strategy or any &ind o a strategy must have t#o &ey elements5 1. strategic ob)ectives, e.g. things the strategy is supposed to achieve, and /. a plan o action, e.g. the means by #hich it is intended that the ob)ectives #ill be met. The ob)ectives should be de!ned in general terms o #hat needs to be done to satisy the aim o the organisation and the individual needs o employees. Ftrategy is ob)ectives and action plan HR strategies are simply the process in bringing together people plans and programmes o activities #ithin an overall rame#or&, designed to deliver against organisational ob)ectives. The process o strategy ormulation is the process by #hich many di%erent perspectives come to be reconciled. The image belo# illustrates that HRM is directly lin&ed to the core
business o a ministry #ith the unction o providing ade8uate human resources. Doing so, HRM is indirectly supporting achievement o the organisational ob)ectives o the ministry.
