The purpose of this essay is to examine critically the difference between the traditional

human resource approach and the strategic human resource approach. . Every HR function
has a traditional approach and a strategic approach, but it's the end game that illustrates the
differences between the two. The essay will as well justify the shift from the traditional
human resource approach to the strategic human resource approach

DEFINITION OF KEY TERMS

Strategic human resources: Strategic human resource management is the proactive

management of people to the desired value to them. It is designed to help companies better
meet the needs of their employees while promoting company goals. Strategic HR activities
have been regarded as an implicit factor for a firm to pursue its competitive advantages
(Soderlund & Bredin, 2006).

Traditional HR is reactively working. They do not educate workers about responsibilities or

how their work will be done; they assume their managers will go over their work and that the
employee will pick up the training while on the job. Ekstedt (2002) outlines traditional HR is
usually examined by two key aspects, staffing and career development.

On the other hand, Festing and Eidems (2011) argue HRM processes should be improved by
development, adaption and renewal. Wright and Boswell (2002) suggest a systematic way to
construct a HRM system rather than separated HRM activities.

THEORY

Strategic HR at the organizational level comparing with traditional HRM put more attention
on the organizational level within a firm to achieve organizational goals. It not only embraces
the traditional approaches of HRM, but also, more important, covers the perspective to long-
term organizational development. Besides individual and job orientation, as a core conception
of traditional HRM, the extra but essential requirement of strategic HRM concentrates on
systematic construction/reconstruction of an organizational structure and nurturing for both
human resources and organizational culture to follow firm‘s strategy implementation and
formulation.

The findings of Dyer and Holder (1988) point out a considerable traditional HR structure
with staffing, training, rewards and job design. Jayaram, Droge and Vickery (1999) study on
broader traditional HR activities embracing communication of organizational goals,
individual and team training, individual autonomy, management relations, etc. Besides those
typical functions above, salary and corresponding appraisal systems are supposed to be
involved by HR (Zhao, 1999).

Wright and Boswell (2002) suggest a systematic way to construct a HRM system rather than
separated HRM activities. Arthur and Boyles (2007) identify five components of HRM
system structure composed by principles, policies, programs and practices, and climates.
Likewise, the findings of Colbert (2004) and Kepes and Delery (2006) suggest HRM systems
should be constructed by multi-level components. In this case described by five components,
HRM principles and policies work as a guidance role consistent with the implementation of
organizational strategies to concrete programs and practices (Becker & Gerhart, 1996).
Employees in this kind of behavioral frames advocated by HRM are supposed to act in
consensus of overall objectives within a firm (Arthur & Boyles, 2007).

SPECIFIC DUTIESAND EXAMPLES OF THRM AND SRM

In a traditional HR management role, the HR professional is reactively working. They do not

educate workers about responsibilities or how their work will be done; they assume their
managers will go over their work and that the employee will pick up the training while on the
job.
In general, they are working to solve employee problems, manage labor relations, and keep
their employees happy.
Examples of traditional THRM management tasks:
 Placing ads for jobs when a department requests a role to be filled
 Responding to questions employees have on benefits and payroll
 Terminating employees
Because this role is reactive, the tasks may sometimes need to be rushed or fragment
In contrast, strategic human resource management (SHRM) has a broader approach. A
strategic HR manager is focused on forming a long-term strategy. For example, when they
are looking to hire for a position, they are considering future growth projections and goals of
the company.
While traditional HR managers work reactively, strategic HR managers work proactively.
Examples of strategic HR management tasks:
 Recruiting employees based on long-term goals
 Training employees
 Creating the employee handbook
 Developing ways to help employees reach the company’s goals
 
(b). justification why there is a shift from the traditional human resource
approach to the strategic human resource approach

The radical change taking place in the workplace and the work force has led to the dramatic
evolution of traditional human resource management to strategic human resource
management. The days of the strictly administrative human resource function are over.
THRM management must now be considered a critical strategic partner and must contribute
to the overall objectives of the company. Human resource management is a strategic
approach to the management of employees. As explained earlier, it mainly deals with the
recruitment, compensation etc.

There reason why there is a shift from traditional human resource management is because
Strategic HR management is characterized by focusing more on strategic rather than
operational issues. However, the administrative work must still be done efficiently. Strategic
HR management involves making the function of managing people the most important
priority in the organization, and integrating all human resource programs and policies within
the framework of a company strategy. Strategic HR management recognizes that all decisions
on finance, marketing, operations or technology are made by an organization people.
Strategic HR management involves the development of a consistent, aligned collection of
practices, programs, and policies to facilitate the achievement of the organization objectives.
It considers the implications of corporate strategy for all HR systems within an organization
by translating company objectives into specific people management systems.
Traditional HR assumes the role of handling transactions as they arise. These may involve
compliance with changing laws, rectifying problems between supervisors and subordinates,
recruiting and screening applicants for current needs and basically responding to events after
these happen. The reason why there is a major shift from THRM is because Strategic HR is
much more transformational and realizes that the success for any initiative form growth,
adaptation, or change within the organization are dependent upon the employees who utilize
any change in technology or produce any changes in the organizations product or service.HR,
therefore, plays a transformational role by assisting the organization in identifying and
meeting the larger challenges it faces in its external environment by ensuring that the internal
mechanisms that facilitate change are in place. Traditional HR departments must, therefore,
rethink, redefine and re-evaluate their roles. HR managers must learn to operate their
departments more like a business. Businesses must have clear strategies, outcomes, products,
services and structures to attain specific objectives which are aligned to the corporate
objectives. HR practitioners must answer the following questions

There are no specific rules for THRM whereas in Strategic HRM, there are specific rules
specified for specialized fields. SHRM mainly focuses on programs with long term
objectives. Therefore this have resulted in the major shift Unlike the traditional HRM,
Strategic management uses many strategic methods and systematic tools for increasing
employee motivation and productivity. The strategic HRM represents the latest shift that
explains how the continuing training and development of employees can directly contribute
to wider performance and function of the firm. (See Delery and shaw, 2001; Mathis and
Jackson, 1999).

Armstrong (2006a) explains the above notion in a brief summary by stating that: “The
Fundamental aim of strategic HRD is to enhance resource capability in accordance with the
belief that the human capital of an organization is a major source of competitive advantage. It
is therefore about ensuring that the right quality people are available to meet present and
future needs. This is achieved by producing a coherent and comprehensive framework for
developing people.”

Whereas THRM realizes the important contribution employees make to the life of the
corporation but does not make a direct impact to its performance. SHRM argues how an
organization where employees realize new opportunities of growth and where they are able to
utilize new potential represents an interrelated link with the working of the organization and
its performance. SHRM argues that the role of the employees should be managed and aligned
to the wider corporate objective of its management

CONCLUSION

It is concluded that traditional HR departments focus on managing labor relations, solving

employees' problems and generally keeping the staff happy. Strategic HR has plans for
helping the organization - recruiting more workers, developing talent and training employees
in company standards and principles.

Human resource management practices will continue to evolve with changes in the market
and with modern business practices. While HR has moved into the direction of strategic HR
management, it is not uncommon for today’s HR managers to manage with a traditional
approach