Strategic Human Resource Management

A key issue in the work by Donald Klingner and John Nalbandian, entitled Public Personnel Management: Contexts and Strategies (1998), is the concept of "strategic human resource management" (SHRM). This research will explore what the authors meant by the concept and analyzes the forces of change that continue to shape this field. In addition, the characteristics of strategic human resource management will be described and examples of SHRM in public agency management will be provided.

Principles of Public Personnel Management

Strategic human resource management (SHRM) is the purposeful resolution of human resource administration and policy issues so as to enhance a public agency's effectiveness. It requires understanding how personnel functions interrelate in context, recognition of their importance, and commitment by personnel managers, employees, supervisors and political leaders to work together for change (Klingner and Nalbandian, 1998, p. 386).

In order to understand strategic human resource management, it is first necessary to understand the general school of public personnel management. Public personnel management can be viewed from at least four perspectives. First, it has a functional dimension necessary for the management of human resources in public agencies. This functional dimension includes such activities as planning, acquisition, development and sanctions. Second, public personnel management involves the process by which scarce public jobs are allocate

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anagement principles can have disastrous consequences. For example, responsiveness carried to extremes can result in corrupt political patronage. Efficiency carried to extremes can result in over-rationalized personnel procedures. It is important to find the proper balance, depending on the situations and the particular agency involved. Meanwhile, public personnel managers must cope with a changing political environment as well as attempt to find an appropriate balance between competing values. Changing realities affect the outcome of conflict among personnel systems and values, and in turn the way personnel functions are performed. There are at least a half dozen forces of change that can be identified. Such forces of change vary from demands for "reinventing government," to rising health care costs, to legal liability risks. Concept of Strategic Human Resources Management Strategic human resource management (SHRM) has emerged as a field because of these forces of change. It consists of the following elements: recognition that human resources are critical; a shift from position management to work management and employee management; increased innovation and risk; enhanced development, participation and benefits for asset emp

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