The Challenges and Choices HR Managers Face

HRM does not only create a competitive advantage for the organization but is the force underpinning organization’s success (Turner, Keegan amp. Hueman 2006). Within the mainstream HRM literature, there is a long tradition of research arguing that in order to make an optimal contribution to firm performance, people management policies and practices should be integrated both with firm strategy, so-called vertical strategic integration and with each other, so-called horizontal integration (Turner, Keegan amp. Hueman 2006:317). Paul Ilsles best fit model attached in the appendix lay emphasis on this.
In present day organisation, because any discussion about how an organisation’s succeeds or fails ultimately comes back to the way its people are managed, Academics and Practitioners agree that as the dynamics of competition accelerates, people are perhaps the only truly source of competitive advantage (Turner, Keegan amp. Hueman 2006:317). According to, Turner, Keegan amp. Hueman (2006:317), for an organisation to be effective and successful, the human resource management functions must be integrated into the various organisational strategy. These questions and objectives are stated in the next section.
Traditionally people management was regarded as a personnel department function, it is now a collective responsibility amongst managers and non-managers, personnel directors and line managers. The resource base view of the firm infers that firms create competitive advantage by implementing unique combinations of resources and business practices that are difficult (or impossible) for competitors to imitate from this viewpoint.