What is Human Resource Strategy HRS In your view is it a process an outcome or
“What is Human Resource Strategy (HRS)? In your view is it a process, an outcome or a
set of activities?”
This essay will rely on a review of literature and may include:
A rationale for the: (i) emergence of HRS, (ii) the value of HRS, (iii) some discussion of
differing approaches to HRS, (iv) some discussion of HRS strategy types (hard v soft), (v)
the concept of fit and other issues which you wish to include based on your reading, (vi)
including your conclusion, with your definition of HRS.
Introduction.
Schuler and Walker (1990) define Human Resource Strategy (HRS) as “a set of processes
and activities jointly shared by human resources and line managers to solve
business-related problems”. I believe this definition assists on tackling the above question.
However, Bamberger and Meshoulam “Conceptualise human resource strategy as an
outcome: the pattern of decisions regarding the policies and practices associated with the
HR system” (Bamberger & Meshoulam, 2000: p15). In my view, HRS is a set of processes
and activities that when implemented, result in an outcome.
In aim to justify this statement by discussing the topic of human resource strategy in
relation to the sub-headings listed above. By examining the reasons or rationale for the
emergence of human resource strategies in the modern business environment, the value,
various strategy approaches, types and the concept of fit, I believe I can underline the
importance of a well devised HRS to any overall business strategy or plan.
(i) Emergence of Human Resource Strategies
Modern businesses and the economic environments in which they operate are very
different from the organizations and economies examined by Chandler in his studies of
managerial capitalism (late 19th Century through to the 1970s). The development of
technology, and the creation of global economies have resulted in a significant increase in
efficient and effective competition within all industries operating in market economies.
Firms con longer rely on competing aggressively simply on the reliable favorites of
achieving economies of scale and creating barriers to entry within their markets etc.
Firms have become more market orientated as opposed to production focused (as
highlighted by our recent study of Waterford), and this is part of the growth of the tertiary
sector in modern business.
The growth of tertiary sector activity in the global dynamic environment has resulted in
people (staff) or human resources, as a factor of production, becoming the most important
