The matching model approach in strategic human resource management entails the alignment of an organization’s structure with its human resources. Aligning HR with an organization’s structure involves determining how to best fit the pool of talent and expertise to existing strategies (Marler & Parry, 2016). To illustrate, the tacit knowledge employees possess is crucial when an organization intends to adopt a best fit approach with respect to the allocation of resources to fulfill its objectives. The alignment of human resources with an organization’s structure underpins the best fit approach, where managers direct the organization’s resources to meet pre-determined objectives.
The matching model approach to strategic human resources entails a number of stages. Typically, senior managers determine the best way an organization can meet its objectives. Next, the managers evaluate the resources at the organization’s disposal (Marler & Parry, 2016). The evaluation entails auditing infrastructure, capital and human resources. In considering capacities for example, managers look at variables like workplace productivity and process efficiencies.
In order to align an organization’s structure with its human resources, employers determine what organizational aspects they need to develop to improve productivity (Marler & Parry, 2016). For the reason that extant human resources are vital to not only operationalizing an organization’s structure, but also ensuring the realization of objectives, initiatives like professional development are crucial (Glaister et al., 2018). Professional development enables employees improve the knowledge and skills they contribute to the fulfillment of their organization’s goals. For example, many employers today use retraining as a tool to add value to their existing human resources.
In order to determine the extent to which an organization’s structure and human resources align to realize shared goals, employers appraise and reward employee productivity (Marler & Parry, 2016; Glaister et al., 2018). In appraising their employees, employers consider values and qualities such as commitment, interpersonal relations, communication and so forth in addition to quantifiable productivity. Rewards on the other hand enable employers to recognize the employees’ quantifiable output as well as incentivize the maintenance of excellence.
Glaister, A. J., Karacay, G., Demirbag, M., & Tatoglu, E. (2018). HRM and performance: The role of talent management as a transmission mechanism in an emerging market context. Human Resource Management Journal, 28(1), 148-166. Marler, J. H., & Parry, E. (2016). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27(19), 2233-2253.
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