Annals of the University of Oradea: Economic Science (Jul 2013)
NEW APPROACHES OF THE CONCEPTS OF HUMAN RESOURCES, HUMAN RESOURCE MANAGEMENT AND STRATEGIC HUMAN RESOURCE MANAGEMENT
Abstract
This paper presents the most representative approaches to concepts of human resources, human resource management and strategic human resource management in the last two decades, based on purely theoretical analysis of the concepts mentioned above. The purpose of this paper is to demonstrate through a critical analysis of concepts, that in this era of change and uncertainty, attention to human resources of an organization has changed radically. It can be seen by analyzing the definitions, evolving concepts of human resources, human resource management, strategic human resource management over time. Analyzing the authors approaches regarding the concept of "human resource" it is observed that is no longer assign the term "cost element", present authors define it as a strategic component of organizations. In turn, human resources management has evolved considerably. The period during which the department deals with purely administrative activities, preparing various documents, payroll is no longer valid. Note, by analyzing the literature, a strategic approach to human resource management, focusing on strategic human resource planning, selective recruitment and selection, training, motivation of employees, involving them in decision making, teamwork, reward performance based, creating a working environment, with particular emphasis on organizational climate. Organizations have realized the role of human resources, human resources management in the survival and development. Through this article we want to conclude that at the moment it is absolutely necessary strategic approach to human resource management to allow straightening organization to obtain a competitive advantage over other competitors in the field. Competitive advantage has a critical role in the survival of organizations and is managed by Human Resources Management. This may be reflected in better financial performance (higher sales, increased profit), but also by non-financial performance (organizational reputation with customers and potential employees). M. Porter highlights the important role of human resources within an organization, considering that in any business there are potential sources for obtaining competitive advantage. It comes from the ability of firms to master better than its rivals competitive forces. Any subdivision organizational structure and any employee of the organization, no matter how far away lies the strategy development process, contributing to gaining and maintaining competitive advantage.
