Hr Management In United

Mal Mart, Inc., day care kids is a mid-sized business, mindful of best practices within the early childhood community, compliant with applicable laws and regulations, and in concert with the culture of its individual clients, establishes appropriate rules, monitors for compliance, communicates effectively with both parents and employers, and attracts and maintains professional staff members who are licensed/certified and who consistently provide both developmental education and individual attention to the children in their care.

Our target market will be parents who work in the Tysons Corner Area which plan to use these Human Resource Departments as a catalyst to directly gain access to employees and indirectly gain trust and credibility. We believe that if the HR Departments grant us access to its staff then employees will in turn feel more comfortable with using our services.

The market for human resources in day care kids, like any other labor market, is made up of an interaction between demand and supply. The demand for human resources in day care is derived from kids’ demand for take care services, which in turn is derived from the population’s demand for �care’. These demands are assumed to be related to the overall size and structure of a population, to kid expectations of day care and to the income of society.

Strategic HRM can be regarded as a general approach to the strategic management of human resources in accordance with the intentions of the organization on the future direction it wants to take. It is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need. It has been defined as:

• Schuler, R.S. (1992) “All those activities affecting the behavior of individuals in their efforts to formulate and implement the strategic needs of business” (p.22).

• The pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals” (p.23).

Strategic HRM can encompass a number of HR strategies. There may be strategies to deliver fair and equitable reward, to improve performance or to streamline structure. However, in themselves these strategies are not strategic HRM. Strategic HRM is the overall framework which determines the shape and delivery of the individual strategies.

Boxall and Purcell (2003) argue that strategic HRM is concerned with explaining how HRM influences organizational performance. They also point out that strategy is not the same as strategic plans. Strategic planning is the formal process that takes place, usually in larger organizations, defining how things will be done. However strategy exists in all organizations even though it may not be written down and articulated. It defines the organization’s behavior and how it tries to cope with its environment.(p.110).

In the part of organizations people are now the biggest asset. The knowledge, skills and abilities have to be deployed and used to the maximum effect if the organization is to create value. The intangible value of an organization which lies in the people it employs is gaining recognition by accountants and investors, and it is generally now accepted that this has implications for long term sustained performance.

It is therefore too simplistic to say that strategic human resource management stems from the business strategy. The two must be mutually informative. The way in which people are