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Study on Strategic integration of Human Resource Management

The first pillar of the strategic HRM model - strategic integration of HRM - refers to the organisation's ability to integrate HRM into its strategic plans (vertical integration) and to ensure that the various aspects of HRM cohere (horizontal integration) (Storey 1989; Armstrong 2000). In other words, it is assumed that there is a close link between HR and wider organisational strategies and the external forces shaping them

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Study on Strategic integration of Human Resource Management

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  1. Study on Strategic integration of Human Resource Management Free Project by Management Paradise For free MBA Projects and More – www.managementparadise.com

  2. CONTENTS • LIST OF ORIGINAL PUBLICATIONS .........................................................  4 • INTRODUCTION.............................................................................................. 5 • Scope and aim ................................................................................................  5 • Methodological note and the structure of the thesis....................................   12 • 1. Strategic integration of HRM...................................................................  13 • 1.1 External fit .........................................................................................  14 • 1.2 Fit between macro- and micro-level HRM ........................................  22 • 1.3 Internal fit ..........................................................................................  24 • 2. Role of managers in strategic HRM.........................................................  28 • 3. Organisational performance and strategic HRM.....................................   34 • Summary and conclusions ...........................................................................  38 • References....................................................................................................  42 • SUMMARY IN ESTONIAN ...........................................................................  50 • ACKNOWLEDGEMENTS .............................................................................  55 • PUBLICATIONS...................................................................................... .... ..57 • CURRICULUM VITAE............................................................................ ... ..139 • ELULOOKIRJELDUS............................................................................... .. ..142 For free MBA Projects and More – www.managementparadise.com

  3. Scope and aim The concept of strategic human resource management has played a key role in management research and practice for the last three decades (Guest 1987; Boxall and Purcell 2011). Ongoing analysis within the field generally focuses on how human resource management (HRM) can add strategic value and contribute to the organisational success. According to this approach, originating from the private sector, people are a key resource and a critical element in an organisation’s performance. The main rationale for strategic HRM thinking is that by integrating HRM with the organisation’s strategy and by applying particular sets of human resource (HR) policies and practices, employees will be managed more effectively, individual and organisational performance will improve, and therefore success will follow (Holbeche 2001; Farnham 2010). For free MBA Projects and More – www.managementparadise.com

  4. The term HRM, defined as a strategic and coherent approach to the management of people who contribute to the achievement of organisations’ objectives, has entered the management vocabulary as a replacement for “personnel management” (Armstrong 2000). Although HRM is regarded to have many similarities to personnel management, as just “old wine in new bottles”, the main defining characteristic of HRM is considered to be its strategic focus (Guest 1989; Legge 2005). In order to emphasise this focus even more, often the adjective “strategic” is added to HRM, referring to HRM as a strategic function which does not only build organisations’ performance, but also is forward- looking and creates competitive advantage (Holbeche 2001). “Strategic” highlights the need for the determination of long-term goals of an organisation, the undertaking of courses of action and the allocation of resources necessary for carrying out these goals (Goldsmith 1997; Armstrong 2000). For free MBA Projects and More – www.managementparadise.com

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