International Journal of Management Research and Social Science (IJMRSS) ISSN 2394-6407(Print)

Volume 7, Issue 4, October – December 2020 ISSN 2394-6415(Online)

Models of Strategic Human Resource Management and

Human Resources Policies
M. Ramapriya*1, Dr. S.Sudhamathi2
1
Ph. D. Scholar, Alagappa Institute of Management, Alagappa University,
Karaikudi,Tamil Nadu, India -630003
2
Assistant Professor, Alagappa Institute of Management, Alagappa University,
Karaikudi,Tamil Nadu, India -630003

Abstract — The aim of the study is to point the progression of connecting the human resource purpose with considered aim
of industry in direct to pick up routine. The incorporation between HR policies and strategic management is developed
throughout the emergence of S-HRM. It focuses on the whole HR strategies adopted by big dealing units and companies; It
is a attention to facilitate integrates long-established organizational culture performance within a firm's overall tactical
planning with implementation. The prominence of connecting HRM policies to managerial strategy was due to the increase
of resource-based view. The sphere of influence has gained a lot of awareness in the new past as due thought should be given
to the people because one aspects in executive plan since it does not only assist in implementing the strategy it may provide
as a sustainable competitive benefit for union. S-HRM has determined on how a group of HR practices and policies affects
organizational marks. The exact HR policies containing high performance labour systems has not been particular , the
common theme in S-HRM narrative is to draw attention to the consequence of operation of preparation in the organizations
given to facilitate proper training to the workers, attractive inputs on behalf of decision making, appropriate reward
mechanism. As has been indicated in the past literature, high-performance work systems includes trainings beyond job,
member of staff participation, information sharing, reward mechanism based on groups investigated company linking
strategic human resource management and organizational performance exists. The present study tries to review the numerous
presented literatures and explore effort proceeding models of S-HRM and policies.

Keywords.—..Strategic Human Resource Management; Human Resource Policies; Organizational Performance;

Organizational Culture.

1. Introduction 2. Review of Literature

S-HRM is direct course of connecting the HR function
through the planned intention of association to get better
recital. It focuses on overall HR approach adopted by
dealing units and companies, It is a thought to integrates
traditional HRM within a firm's taking place the whole
premeditated planning moreover execution, human asset
arrangements and practices that make the representatives'
capabilities and conduct, that organizations need to achieve
its objective. Human resource management in direct to give
it the mass it deserves as execute in guiding HR decisions
in organisation. The numbers of important areas in
considerate why manager and workers need policy, key
function to require explicit policy, and how policies are
developed also implemented (Hendry and Pettigrew
1986).The emphasises fact that having a policy, cannot be
successfully implemented or used effectively, is as good as
having none; thus it is even superior not to have any policy
all together. Therefore, at the end of the learner should be
able to:
• Position of human resource policies
• Policy-making process.
• Develop efficient Administration
• Scrutinize challenges of HR Policy.
Patrick M. Wright (2011) clarified the field of vital
human asset the executives has obviously rediscovered
human capital with rising examination intentional on
human capital as a delegate in the relationship among HR
practices and execution. Orlando C. Richard &Nancy
Brown Johnson (2001) Study key human asset the board
(SHRM) effectiveness much influence hierarchical level
results. Utilizing the asset based sight of the firm, the
productive utilization of human capital on leader execution.
In addition to that, job that a logical factor - resources force
- acting in model is investigated. SHRM adequacy
eminently diminishes worker turnover and increments
overall market execution examination. Armstrong, M.
(2019) recommended Strategic human asset the executives
(SHRM) is a come up to the advancement and usage of HR
procedures that are incorporated with business systems and
empower the association to understand its objectives. Lloyd
Baird and Ilan Meshoulam(1998) A model for introductory
and actualizing human asset the board techniques
consolidate both an outside fit (human asset the executives
hysterics the formative phase of the association) and an
inside fit is proposed. Human asset the board is viewed as
having five formative stages and six key devices. Kuruvilla,

116
DOI: 10.30726/ijmrss/v7.i4.2020.74022
International Journal of Management Research and Social Science (IJMRSS)
Volume 7, Issue 4, October – December 2020
S. (1996) proposed Human assets arrangements was
additionally perceived to append legitimately with
maintenance, and is consequently suggested that the
organization takes a second appear at its strategies to
underwrite development and open doors for representatives.
Alkalha, Z., Al-Zu'bi, Z.,(2012) clarified HR strategy that
influence hierarchical execution is the labourers interest in
dynamic. Simultaneously, this arrangement isn't execute on
a wide scale. Hence it is critical to give more notification to
the cooperation of representatives in the dynamic cycle,
especially that the supervisors are the implementers of all
association approaches, techniques and procedures.
3. Objectives
 To explore the models of Strategic human resource
Management and Human Resource policies.
4. Conceptual Framework
4.1 Models of Strategic Human Resource Management
4.1.1 Building Tactical Price Choices
The model proposes ten vital factors of human asset
the board that must be encapsulated in frameworks,
practices and abilities so as to control workers as people
and groups to more elevated level execution, administrators
need to zero in on the most significant angles, contingent
upon the authoritative strategy(Truss and Gratton 1994).
4.1.2 Strategic Integration
Since HRM is related to other organisational strategies,
integration is not only attractive but also essential to make
sure that HRM resolution is not complete for own sake.
4.1.3 Workers as Most Valuable
No association can dominate without having the
correct HR. Experience proposes that HR is a key factor in
accomplishing an upper hand. (Peter Boxall and John
Purcell 2000). It Organizational capacity Making vital
worth decision deliberate joining Employee as possessions
Decentralization of use correspondence administration and
worker duty Staff uphold Obsession for quality Creativity
and advancement Flexibility and transformation should be
created through sustaining, instructing, preparing, regard
and love, care, and support, which are key segments of
inspiration bundles
4.1.4 Prominence on Management of Sustain Staff
Along a similar rationale of esteeming HR, chiefs are
tested to help staff through different strategies so the last
DOI: 10.30726/ijmrss/v7.i4.2020.74022
ISSN 2394-6407(Print)
ISSN 2394-6415(Online)
can have a feeling of having a place, pleasure from the
activity, gain trust in the administration, relate to the
association and feel that they own it. Casual
communications, open entryway strategy, instructing and
tutoring, alluring worker government assistance plans are a
portion of the procedures used to help staff and cause them
to feel pleased with their work and the association.
4.1.5 Support Administration and Employees
Commitment
At all levels of the organisational structure depends on
the perceptions and attitudes of both the organization and
workers towards each one other. Negative perceptions and
attitudes are the basis of low morale and lack of interest in
both the job and the organisation.
4.1.6 Efficient Communication
Powerful communication happens when a message is
gotten and perceived similarly as the sender expected it.
Studies have indicated that most issues experienced in
individuals the board are because of helpless
correspondence. Vital human asset the board acknowledges
the function of correspondence as a basic instrument in
everyday human asset the executives. Open channels of
correspondence that construct trust and shared
comprehension, helping legislature to disguise the
association's vision, statement of purpose, basic beliefs,
arrangements, destinations and exercises are fundamental.
4.1.7 Decentralisation for Empowerment
Key human asset the executives require a
decentralization of dynamic and critical thinking at the
most minimal levels conceivable in the hierarchical
progression. That is, permit choices to be made at the very
wellspring of action. Operational staff and groups are the
public essence of the association. In this way they need
force, authority, and inspiration to take the correct choices
at that level.
4.1.8 Suppleness and Variation
The atmosphere of today’s company attainment lies in
skill towards promptly respond variable with fast changing
surroundings. Flexible but forceful rules and regulations,
compliment government structures, preference for a multi-
skilled personnel, and use of adaptable making
technologies are some of the strategies used to improve an
organisation’s facility to deal amid environmental pressure.
4.1.9 Vision and Modernization
Organization and workers to work together and get nearer
up with new information that can be put into exercise so
117
International Journal of Management Research and Social Science (IJMRSS)
Volume 7, Issue 4, October – December 2020
with the aim of new industry opportunities can be created.
With regards to workers management, imagination and
innovation are necessary in areas such as pay schemes that
are internally fair and externally competitive, job
enrichment, enlargement, headship, team building,
retraining, plus better employ arrangements.
4.1.10 Passion through Quality
In the language of all out quality administration, the
client is in every case right and quality is found according
to clients. Cautious enlistment and determination of staff,
proper preparing and improvement programs, utilization of
value circles, and execution the executives’ frameworks
that reward representatives as indicated by commitment are
a portion of the events used to assemble and hold up a
culture value.
4.2 Human Resource Policies
No formal organisation can exist and capacity well
without formal 'rules of commitment' in overseeing
individuals. These are general rules that express how the
administration means to oversee individuals and what is
anticipated from representatives in the working
surroundings. Such rules incorporate individual asset
arrangements. Different rules could be as notices,
brochures, codes of morals and lead and standing requests.
Policies could be certainly typified in the association's
vision and statements of purpose or unequivocally settled
in its key arrangement or potentially human asset key
arrangement. (Ellen Galinsky & Peter J. Stein 1990) They
will communicate how workers are esteemed or not
esteemed as an asset, the board position regarding dynamic
in staffing material functions to be played by every partner
in the production relationship. Without policy that are
unequivocal and recognized to both the administration and
staff, there are perils of subjective dynamic that can de-
spur the two supervisors and staff and block the entire
association's presentation.
4.2.1 The Importance of Human Resource Policies
It is significant to pretence a number of questions
which have to be answered by the director themselves as
initial to address exact areas of HR management is an
speculation which, in standard should have positive returns
in terms of facilitating conclusion making and creating a
motivating atmosphere for the member of staff. First, To
make sure that people management is in line with business
values. Second, is about ensuring management decision are
made constantly. Third, Diminish in equality in the
performance of workforce. Although measly being there of
human resource policies cannot agreement impartiality in
the treatment of employees in different areas covered as
DOI: 10.30726/ijmrss/v7.i4.2020.74022
ISSN 2394-6407(Print)
ISSN 2394-6415(Online)
training, employment benefits or gender, lack of specific
policies can form even more gap among employees.
Fourth, Make easy decentralisation, delegation and local
empowerment. Enrolment decision making can be
delegated to lesser levels of administration lacking the risk
of the mistaken result being taken because the policy will
provide direction on how certain issues or trouble on
recruitment should be handled.
4.2.2 Formulating Human Resource Policies
Here an ideal circumstance, it is firmly suggested that
an association details human resources policies that will
cover all human asset the board capacities. These include:
enrollment, determination, execution the board, preparing
and advancement, pay, advancement, and redundancies.
The careful planning and responsibility to give the vital
force to the arrangement of the strategy report, its usage
and constant survey. (Tim Morris & Helen Lydka 1993)
Truth be told, it is smarter to have no arrangement at all
than having one that isn't implementable as it will be an
expected wellspring of contention among the
administration with staff and could genuinely ruin
competence.
4.2.3 Identifying the Need
Exacting HRP should originate from the reconsider of
the organisational vision, mission, aim, strategies, purpose
and performance on the one hand, and HR strategies (if
available) on the previous. These sources may explicitly or
implicitly give the essential preliminary direct for building
influence for a meticulous HRP.
4.2.4 Initial Appropriate Strategies
Effective polices will also depend on the aptitude to
identify and use suitable strategies to institute the
foundation for generating applicable human resource
policy travel permit. Such plan includes:
Top Management Opinion and Support: HR managers
as partners in human resource functions contain an
compulsion to search for hold from the top managing in
order to get the required property and obligation.
Search of Middle Level Management: Opinion Middle
level boss are the implementers of guidelines. For instance,
implementing a exacting element of wellbeing policy may
well lead to a higher workload for the enduring staff; some
sort of reward may be compulsory in order to stay work
presentation at the same point.
Assessing Knowledge and the Level of Policy Appeal:
The opening of any strategy in an administration will
118
International Journal of Management Research and Social Science (IJMRSS)
Volume 7, Issue 4, October – December 2020
transform the way that workers see their association with
their employer. Numerous employees may sense that the
policy is not good sufficient because it does not adequately
take mind of their comfort.
4.2.8 Assessing Other Factors
There are a numeral of other factors that may make
easy or delay the acceptance and efficacy of the day-to-day
performance of the usual policy. Typically, the policy text
will have a number of sections that point to detailed aspects
of the policy. Such sections may include:
 Policy title
 Definition of key terms
 Purpose
 Relevant sections of the policy
 Annexes
 Policy implementation
 Monitoring and evaluation
4.3 Specific Human Resource Policies
4.3.1 Recruitment and Selection Policy
Recruitment and selection form part of the way toward
pulling in and acquiring reasonable representatives for the
association. This is a vital stage in staffing capacity since it
decides the nature of HR that the association will have. It is
generally a long cycle that begins with promoting for
empty posts, accepting applications, short posting the top
candidates, and choosing the best applicants by utilizing
different determination procedures.
Some of the gains are well described who says that
recruitment and selection policy helps the organisation to:
 Offer job advertisement
 Recruitment conducted.
 State priorities for consideration.
 Point towards the outcome on other policies in the
organisation.
These paybacks are likely to be achieved if specific
main beliefs are used in stating recruitment and selection
policy. These are:
 Major the key concepts in the policy.
 Stating the foundation for the policy.
 Adhering to the major legislations of the country.
 Focusing on meeting based on merit.
 Adhering to justice on recruitment and selection (equal
opportunity).
 In view of cost efficacy in the recruitment and selection
process.
 Attract and selecting the most precious employees.
DOI: 10.30726/ijmrss/v7.i4.2020.74022
ISSN 2394-6407(Print)
ISSN 2394-6415(Online)
The principles for successful recruitment policy could
be frequent depending on the scenery and mass of the
organisation.
4.4 Human Resource Training and Development Policy
Open announcement of meaning of and promise to
incessant training and development of human resources in
order to make the most of their potential in both present
and future jobs.
A number of the general objectives for the policy may
be stated followed by specific policy statement for
additional centre and simplicity. The following statements
are provided as examples.
 General objective 1: Illustrate up an education plan
with orientation to corporation objectives.
 General objective 2: Engage managers in teaching
Needs Analysis and surroundings training objective.
 General objective 3: Give all possible workers with
training opportunities.
 General objective 4: Encompass authority training
department.
 General objective 5: Make existing instruction training
for new employees.
 General objective 6: Train based on the financial plan
available.
 General objective 7: keep on reimbursing full salaries
for a limited period Specific policy.
It must cover all the issue that could happen in the
course of preparation for training and completing. It is not
probable to remark them all at this time.
4.4.1 Reward Policy
Before employees join organisations, they ask
themselves several questions such as how much they would
be rewarded for the work and whether the job will meet
their expectations. Reward policy affords advices for
resolutions and achievement in a total of areas including:
 Pay market
 Interior and exterior equality
 Distinction pay
 Motivation
In the direction of task within the agenda of present
engagement regulation and nationwide monetary policy
where applicable:
 At lowest cost.
 Reward and equivalent job
 To ensure that workers feel justifiably rewarded for the
jobs they do.
119
International Journal of Management Research and Social Science (IJMRSS)
Volume 7, Issue 4, October – December 2020
These are broad policy objectives are likely to be
supported by most managers. Their conversion into
practice will depend on the relative priorities accorded to
them in the light of organisational situation.
4.4.2 Health and Safety Policy
It is a universal statement that declares the
management’s intention, means and guidelines for the
shield of the organisation’s employees from hazards at
work.
The following policies:
 The prominence of safety for the worker and the free,
 Safety as precedence over expediency,
 The role of administrator, team leaders and workers in
the development and implementation of health and
safety procedures, and
 Compliance with health and safety legislation.
There are several components of a health and safety
policy that cover dissimilar aspects of health and safety for
workers. The key components are as follows:
 Management practices
 Actions for reporting accidents, illness and safety
hazards.
 Monitoring & maintaining high standards of hygiene.
 Training, coaching, and mentoring programmes on
health and safety.
 Rules on working habits.
 Safety inspections, provision and use of personal
protective tackle. There are different types of health
risks in work places. These include:
 Physical – heat, radiation, noise, and vibration.
 Chemical – Dust, toxic chemicals and poisonous gases.
 Biological – Insects, fungi, and bacteria.
 Stress – Work, physical and chemical environment.
4.4.3 Equal Opportunity
Equal opportunity specifies that all members of a
protected group must be employed without various forms
of unfair discrimination such as race, gender, age, or
disability. The guidelines may applicable for recruitment,
selection, training, promotion, transfer, disburse and others
allowances including leaves. The opportunities are:
 Employee potential and job performance
 Agreement with the structure and other law.
 Labour force.
5. Conclusion
Globalization of individual organizations and capital
business sectors in the course of recent decades has
DOI: 10.30726/ijmrss/v7.i4.2020.74022
ISSN 2394-6407(Print)
ISSN 2394-6415(Online)
changed the business scene. Numerous organizations have
extended tasks abroad, and even carefully home-grown
organizations are confronting rivalry from abroad. To react
to worldwide rivalry, firms are utilizing new advances to
give better, cheaper answers for their clients; however
these mechanical developments have prompted consistent
development of clients and contenders. These patterns are
pushing organizations to deal with their benefits as viably
as conceivable particularly their human resources. In
helping workers improve their aptitudes, perspectives and
conduct and decline turnover, you help your organization
meet its definitive objectives, including efficiency, quality
and consumer loyalty. The different HR procedures from
which you can pick can likewise be thought of as standards
for dealing with the workforce. As a HR proficient, you
can make an interpretation of these standards into explicit
strategies and practices for building the correct abilities,
evoking the correct practices and accomplishing the correct
results for your company's own specific business
methodology. When the HR chief realizes what the
necessary worker capabilities and practices are, the
individual in question can go to the assignment of
recognizing the HR exercises and strategies that will assist
with creating these representative skills and practices. At
Einstein Medical, another assistance conveyed was one
deliberately significant hierarchical result. To create this
result, Einstein's representatives must be happy to work
proactively to discover new and novel arrangements, so
this was one deliberately pertinent workforce competency.
In this progression, the significant thing is to be
explicit. It isn't sufficient to state, "We need new preparing
programs, or disciplinary cycles." Instead, the director
should now solicit, "precisely what kinds of new preparing
project to do we need, to deliver such worker capabilities
and practices. In this progression, the HR chief should
subsequently get exact about the real structure and plan of
the company's HR framework. As it were, to accomplish
improved hierarchical execution, HR the executives need
to adjust the HR framework the company's HR strategies
and policies with the organization's particular key needs.
References
[1] Boyce Wright, P. M., & McMahan, G. C. (2011). “Exploring human
capital: putting ‘human’back into strategic human resource
management”. Human resource management journal, vol 21issue
(2), June 2011, page no: 93-104.
[2] Richard, O. C., & Johnson, N. B. (2001). “Strategic human resource
management effectiveness and firm performance”. International
Journal of Human Resource Management, vol 12 issue (2),
December 2010, Pages 299-310.
[3] Armstrong, M. (2019). “Strategic human resource management”.
2010 Page no: 1-257 pdf drive. com.
[4] Baird, L., & Meshoulam, I. (1988). “Managing two fits of strategic
human resource management”. Academy of Management review,
vol 13 issue (1), january 1988, page no: 116-128.
120
International Journal of Management Research and Social Science (IJMRSS)
Volume 7, Issue 4, October – December 2020
[5] Kuruvilla, S. (1996). “Linkages between industrialization strategies
and industrial relations/human resource policies”. Singapore,
Malaysia, the Philippines, and India. ILR Review, vol 49 issue (4),
july 1996,Page no: 635-657.
[6] Alkalha, Z., Al-Zu’bi, Z., Al-Dmour, H., Alshurideh, M.,
&Masa’deh, R. (2012). Investigating the effects of human resource
policies on organizational performance: An empirical study on
commercial banks operating in Jordan. European Journal of
Economics, Finance and Administrative Sciences, vol 51 issue (1),
march 2012,Page no: 44-64.
[7] Çalişkan, E. N. (2010). The impact of strategic human resource
management on organizational performance. Journal of Naval
science and engineering, vol 6 issue (2), December 2010,Page no:
100-116.
[8] Fu, Y., &Kamenou, N. (2011). The impact of Chinese cultural
values on human resource policies and practices within transnational
corporations in China. The International Journal of Human
Resource Management, vol 22 issue (16), September 2011, page no:
3270-3289.
DOI: 10.30726/ijmrss/v7.i4.2020.74022
ISSN 2394-6407(Print)
ISSN 2394-6415(Online)
[9] https://openaccess.leidenuniv.nl/bitstream/handle/1887/22381/ASC-
075287668-3030-01.pdf
[10] Hendry, C. and Pettigrew, A. (1986), "The Practice of Strategic
Human Resource Management", Personnel Review, Vol. 15 No. 5,
pp. 3-8. https://doi.org/10.1108/eb055547
[11] Truss, C. and L. Gratton (1994). "Strategic human resource
management: A conceptual approach." International Journal of
Human Resource Management 5(3) july 2006 pages : 663-686.
[12] Peter Boxall and John Purcell (2000) “Strategic Human Resource
management: where have we come from and where should we be
going”, International journal of Management reviews, Vol 2 issue
(5), March 2000, pages 183-203.
[13] Ellen Galinsky, Peter J. Stein (1990) “The Impact of Human
Resource Policies on Employees: Balancing Work/Family Life” ,
Journal of family Issues vol 11issue (4) December 1990,Pages 150-
154
[14] Tim Morris & Helen Lydka , Mark Fenton O'Creevy (1993), “Can
Commitment Be Managed? A Longitudinal Analysis of Employee
Commitment and Human Resource Policies”, Human Resource
Management Journal, vol 3 issue (3), March 1993, pages 21- 42.
121