References

1. Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page
2. Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press
3. Boxall, P (1992) ‘Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication?’ Human Resource Management Journal, Vol.2 No.3 Spring.
4. Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley
5. Mintzberg, H, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.
6. Truss, C and Gratton, L (1994) ‘Strategic Human Resource Management: A Conceptual Approach’, International Journ
   Is Freelance Translation Right for You?
   The freelance translation industry is one industry that will never go away. As the world becomes smaller with an increase in communication between companies and institutions from different regions of the world, freelance translators will always be in demand.So how do you know if freelance translation is right for you? Well, first of all, not everyone has what it takes to be a freelance translator. Here are seven things to ask yourself before deciding if you have what it takes:1. Do you have a command of the languages? This almost goes without saying, but in order to be a good freelance translator, you need to have a great command of the languages you'
   In Human Resource (HR) and management circles nowadays there is much talk about Strategic Human Resource Management and many expensive books can be seen on the shelves of bookshops. But what exactly is SHRM, what are its key features and how does it differ from traditional human resource management?

   SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early or so called traditional HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of which cascade down throughout the organisation. There was a kind of unsaid division of territory between people-centred values of HR and harder business values where corporate strategies really belonged. HR practitioners felt uncomfortable in the war cabinet like atmosphere where corporate strategies were formulated.

   Definition of SHRM

   Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organisational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company’s strategies through HR activities such as recruiting, selecting, training and rewarding personnel.

   How SHRM differs from HRM

   In the last two decades there has been an increasing awareness that HR functions were like an island unto itself with softer people-centred values far away from the hard world of real business. In order to justify its own existence HR functions had to be seen as more intimately connected with the strategy and day to day running of the business side of the enterprise. Many writers in the late 1980s, started clamouring for a more strategic approach to the management of people than the standard practices of traditional management of people or industrial relations models. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programs in the long run and often globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible.

   Key Features of Strategic Human Resource Management

   The key features of SHRM are

   • There is an explicit linkage between HR policy and practices and overall organisational strategic aims and the organisational environment
   • There is some organising schema linking individual HR interventions so that they are mutually supportive
   • Much of the responsibility for the management of human resources is devolved down the line

   Trends in Strategic Human Resource Management

   Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century:

   • Internationalisation of market integration.
   • Increased competition, which may not be local or even national through free market ideology
   • Rapid technological change.
   • New concepts of line and general management.
   • Constantly changing ownership and resultant corporate climates.
   • Cross-cultural issues
   • The economic gravity shifting from 'developed' to 'developing' countries

   References

   1. Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page
   2. Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press
   3. Boxall, P (1992) ‘Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication?’ Human Resource Management Journal, Vol.2 No.3 Spring.
   4. Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley
   5. Mintzberg, H, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.
   6. Truss, C and Gratton, L (1994) ‘Strategic Human Resource Management: A Conceptual Approach’, International Journa
      Two Halves Truly Make the WHOLE: The Proven Approach to Making Your Business Happen...
      As those of us who have been through the branding process know, each of us is blessed with a unique combination of abilities and strengths that we don't typically recognize as a gift. However, the gift is there for each and every one of us. We take this gift for granted and, at times, let it trip us up when we least expect it. The reason it appears to be hiding is because it requires great discipline to take in all four domains of existence at once (watch for future articles on "Unified Conscious Development"). When we do, our dreams, our businesses and even ourselves become whole and real.This is at the forefront of my mind because I was just shown what has been lurk
      the linking of human resources with strategic goals and objectives in order to improve business performance and develop organisational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company’s strategies through HR activities such as recruiting, selecting, training and rewarding personnel.

      How SHRM differs from HRM

      In the last two decades there has been an increasing awareness that HR functions were like an island unto itself with softer people-centred values far away from the hard world of real business. In order to justify its own existence HR functions had to be seen as more intimately connected with the strategy and day to day running of the business side of the enterprise. Many writers in the late 1980s, started clamouring for a more strategic approach to the management of people than the standard practices of traditional management of people or industrial relations models. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programs in the long run and often globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible.

      Key Features of Strategic Human Resource Management

      The key features of SHRM are

      • There is an explicit linkage between HR policy and practices and overall organisational strategic aims and the organisational environment
      • There is some organising schema linking individual HR interventions so that they are mutually supportive
      • Much of the responsibility for the management of human resources is devolved down the line

      Trends in Strategic Human Resource Management

      Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century:

      • Internationalisation of market integration.
      • Increased competition, which may not be local or even national through free market ideology
      • Rapid technological change.
      • New concepts of line and general management.
      • Constantly changing ownership and resultant corporate climates.
      • Cross-cultural issues
      • The economic gravity shifting from 'developed' to 'developing' countries

      References

      1. Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page
      2. Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press
      3. Boxall, P (1992) ‘Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication?’ Human Resource Management Journal, Vol.2 No.3 Spring.
      4. Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley
      5. Mintzberg, H, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.
      6. Truss, C and Gratton, L (1994) ‘Strategic Human Resource Management: A Conceptual Approach’, International Journ
         100% of Nothing
         What would it be worth to you to receive a steady stream of new customers with little or no effort on your part? Would you be willing to pay 10% of the revenue they generate? 20%? 50%? Or do you believe that you can't afford to pay anything?During a recent discussion, I was surprised that people said they could not afford to 'give up' 20% in commissions to reach new customers. If you have more work than you can handle, that makes sense. However, most of the people who take this position do so because they think it is 'not fair' that someone else get a percentage of the money they believe is theirs. My question is: Would you rather have 100% of nothing, or a smaller perc
         rial relations models. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programs in the long run and often globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible.

         Key Features of Strategic Human Resource Management

         The key features of SHRM are

         • There is an explicit linkage between HR policy and practices and overall organisational strategic aims and the organisational environment
         • There is some organising schema linking individual HR interventions so that they are mutually supportive
         • Much of the responsibility for the management of human resources is devolved down the line

         Trends in Strategic Human Resource Management

         Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century:

         • Internationalisation of market integration.
         • Increased competition, which may not be local or even national through free market ideology
         • Rapid technological change.
         • New concepts of line and general management.
         • Constantly changing ownership and resultant corporate climates.
         • Cross-cultural issues
         • The economic gravity shifting from 'developed' to 'developing' countries

         References

         1. Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page
         2. Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press
         3. Boxall, P (1992) ‘Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication?’ Human Resource Management Journal, Vol.2 No.3 Spring.
         4. Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley
         5. Mintzberg, H, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.
         6. Truss, C and Gratton, L (1994) ‘Strategic Human Resource Management: A Conceptual Approach’, International Journ
            Using Hypnosis For Career Development
            People struggle with career development issues no matter what industry they are in. Whether you are a doctor, a lawyer, a self employed business man, or some other type of business person, the pressure to succeed is great in any field. If you have been spinning your wheels for too long, then it might be time to take a step back and figure out what is holding you back. People like to throw out excuses as to why their career is taking so long to take off. These excuses don’t accomplish anything, though. They are simply a way to take the pressure off of yourself. The real reason why your career hasn’t taken off is because you have deep rooted issues in motivation or confidence.ironment
         7. There is some organising schema linking individual HR interventions so that they are mutually supportive
         8. Much of the responsibility for the management of human resources is devolved down the line

         Trends in Strategic Human Resource Management

         Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century:

         • Internationalisation of market integration.
         • Increased competition, which may not be local or even national through free market ideology
         • Rapid technological change.
         • New concepts of line and general management.
         • Constantly changing ownership and resultant corporate climates.
         • Cross-cultural issues
         • The economic gravity shifting from 'developed' to 'developing' countries

         References

         1. Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page
         2. Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press
         3. Boxall, P (1992) ‘Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication?’ Human Resource Management Journal, Vol.2 No.3 Spring.
         4. Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley
         5. Mintzberg, H, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.
         6. Truss, C and Gratton, L (1994) ‘Strategic Human Resource Management: A Conceptual Approach’, International Journ
            What Does Your Penny-Pinching Friend Have To Do With Self Storage Marketing?
            Imagine for a moment that you get a call from a good friend…They invite you to dinner to discuss something “very important”. You have no clue what this “very important” subject is, but they’ve peaked your curiosity and accept their invitation. You have other things to do but are dying to know what’s so darn important that they’re willing to buy you dinner. After all, this friend is the biggest penny-pincher you know, they never buy you anything, let alone dinner!They pick you up from the office and take you to the nicest restaurant in town. You think to yourself: “Wow, this must be really important if they’re taking me here!”…After a brief wait in the l
            New concepts of line and general management.
         7. Constantly changing ownership and resultant corporate climates.
         8. Cross-cultural issues
         9. The economic gravity shifting from 'developed' to 'developing' countries

         References

         1. Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page
         2. Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press
         3. Boxall, P (1992) ‘Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication?’ Human Resource Management Journal, Vol.2 No.3 Spring.
         4. Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley
         5. Mintzberg, H, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.
         6. Truss, C and Gratton, L (1994) ‘Strategic Human Resource Management: A Conceptual Approach’, International Journal of Human Resource Management, Vol.5 No.3