| The role of HRM has been changed from last 10 | | | | 2. A shift from position management to work and |
| years. So much development has taken place in the | | | | employees. Due to political and economic factors the |
| field of management with regards to HRM. The | | | | mind of the manager has sifted towards work |
| debates have been going on in order to properly | | | | management. It also because the employee wants |
| understand the role of HR managers. “The main | | | | flexibility in their workplace and should awarded and |
| issue which engaged academics in the 1980s was the | | | | need appraisals from his managers. “Personnel |
| evolution of HRM. In this regard, the debate was mainly | | | | specialists have continued to demand flexibility and |
| on the exploration of the salient aspects of the | | | | equitable reward allocation through such alterations to |
| alteration of personnel management into HRM.” The | | | | classification and pay systems as rank-in-person |
| debates started by mingling the industrial relation with | | | | personnel systems, broad pay banding, and group |
| HR then combine business strategies with the HR line | | | | performance assessment and reward systems |
| managers “and finally seeing HRM as a source of | | | | (Shoop, 1991). This trend coincides with employee |
| competitive benefit for organizations”. The success | | | | needs for utilization, development, and recognition.” |
| of an organization is also depended on the HRM. | | | | 3. More innovation: In the emerging business world, |
| “With these developments the nature of Human | | | | there is an intense competition between every |
| Resource (HR) function has changed from being | | | | organization. Without innovation no company can |
| reactive, prescriptive, and administrative to being | | | | survive longer. To bring more improvement the |
| proactive, descriptive and executive (Boxall, 1994).” | | | | manager should manage it workforce in a manner that |
| “Strategic Human Resources Management (SHRM) | | | | it should provide new information and try to implement |
| is the purposeful resolution of Human Resource | | | | new things. |
| administration and policy issues so as to enhance a | | | | 4. “But long range effectiveness in cultivating |
| public agency's effectiveness.” | | | | innovation requires a reward system that reinforces |
| Human resources Management give birth to strategic | | | | risk-taking, and does not penalize failure -- two |
| human resource management. The need of SHRM is | | | | characteristics that are often in short supply within the |
| required to fill the gap which HRM alone can’t fill it. | | | | culture of most public agencies.” |
| SHRM enhances the role of manager more clearly | | | | 5. Asset development and cost control. The main |
| and precisely. The factors which give birth to SHRM | | | | function of the company is to reduce the cost of the |
| are: | | | | labor and develop or hire such employees which can |
| 1. Recognition that Human resources are critical. There | | | | benefit the company in the long run. “One reason |
| are companies strategic planning to accomplish its | | | | for this increased professionalism and innovation |
| goals and mission. Those mission and goals are | | | | among public personnel managers has been the need |
| important for managers and employees to achieve | | | | to develop and apply two apparently contradictory |
| them and HRM department plays a very important | | | | human resourse strategies: policies for "kleenex |
| role in accomplishing the company’s target. “The | | | | employees" designed to control costs, and policies for |
| emergence of SHRM due to heightened concern for | | | | "asset employees" designed to ensure loyalty, |
| agency productivity and accountability means that | | | | participation and development. |
| better information systems are essential”. | | | | |