Conditions of Application of Strategic Human Resources Management in Organizations


  • Milan Jermář


strategic human resources management, human resources strategy, strategic thinking, HR competency


Purpose of the article: The article discusses the importance of strategic management of human resources and the possibilities and conditions of its application in practice. The article is based on the empirical research that aims was to contribute to the knowledge of the potential business development opportunities through human resource management practices conceived as a strategic human resource management (with an emphasis on human capital, human resources management practices, company culture, leadership, etc.) The empirical investigation showed that the concept of strategic management of human resources in organizations is seen as one of the weakest aspect of organizations. Methodology/methods: The article is based on empirical research, which was attended by 52 companies. The investigation examined 25 characteristics of organizations. The main method used was a rating scale survey. Characteristics were identified as variables that may contribute to the development potential of companies especially by means of the human resources management, leadership etc.The other parts of the article analyze in detail the specifics of the strategic management of human resources. Recommendations for the implementation of strategic human resources management in practice are formulated with references to the relevant literature. Scientific aim: The article contributes to the understanding of strategic human resources management. Findings: Among the strongest characteristics of companies were: strong and clear strategy, behavior and skills of management, managerial discretion, knowledge and skills of employees. On the contrary among the weaknesses of the organizations in the sample were: practice of communicating in a firm, system of communication within the company, use of feedback, effective communication in search of new procedures, effective communication in setting goals, diversity and intensity of training, participation of employees in decision-making, inspiring management, quality of the work environment, human resources strategy of firms. Following the empirical investigation is suggested to implement the horizontal and vertical dimensions of the strategic management of human resources. Creating a strategy of human resource management then requires linking with the company strategy and intensive involvement of strategic thinking. Conclusions: In the assessment of strategic potential of human resources management it is necessery to focus on competencies of human resource management, on the way of creation of human resources strategy, or on how strong is linkage with the strategy and performance of the firm. In the paper we propose three conditions of application of strategic human resources management: condition of techniques, condition of complexity and condition of competencies.