rational and a function of top management. Different models of Strategic Human Resource Management are identified and detailed by Schuler. The key functions in these models vary but there are numbers of critical concepts, which form the basis of each one. These are the focus on ‘strategy, stakeholders, culture, organisational fit and alignment’. StakeholdersWho would have seen human resources as having a role in the management of external customers – the stakeholder. These are the people who have a business interest in the outcome of an organisation as they are affected by the organisations’ decisions and policies. (Robbins, Zbergman, Stagg & Coulter, 2000, p. 176). When organisations include the management of their relationships with stakeholders, strategic human resource management’s role extends to include the stakeholders. Part of the role of Human Resource Management then involves identifying the stakeholders’ views and incorporating this into the organisational goals. The human resources department may even become responsible for assisting the stakeholders to align their expectations with the goals of the organisation. Culture Increasingly there has been a move towards the focus on employee behaviour as a means to improve productivity. Strategic human resource management involves influencing the employee culture so as to support attitudes and behaviours which are consistent with those of the organisation (Schuler, 1997). This emphasis has meant a move from monetary rewards in order to demonstrate to employees that they are valued by the organisation thereby improving motivation, loyalty to the company and with it improved output. Position descriptions, which outline key duties and mandatory qualifications of a position, are a routine part of the employee – human resource relationship. Position descriptions outline the duties required and level of competence needed to comme...
