ent. HR has a role in SHRM and helps determine the type of strategy used. This may take the form of an accommodative type of strategy in which HR strategies follow organizational strategies with staffing needs aligned with this objective. Another approach is the interactive type with two-way communication between HRM and corporate planning to reach strategies. A third type of link between HR and organization strategies is the fully integrated type, where the HR specialist is involved in overall strategic processes at the formal and informal level, which most reflects SHRM practices (Worland and Manning 12).
HRM began in the early 20th century and was based on the need to ensure employee welfare. Taylorism, designed to help company managers' deal with workers, was implemented by Ford and other companies. By the 1960s personnel management concepts were established and included roles in selection and recruitment, training and development, pay, conditions, employee welfare, occupational health and safety, and industrial relations. By the 1980s human resource management was a common concept which was used more than personnel management. HRM practices were stricter and high level and added tasks related to team working, multiskilling, improvement of management-worker communication, with quality circles and employee suggestions. However, HRM practices and their meaning continue to be the topic of debate among practitioners. Some argue that HRM goes beyond personnel management but others insist that the old focus has not changed (Caldwell 983; Consortium Research Program 6). Strategic management typically includes five steps: mission and goals, environmental analysis, strategic formulation, strategy implementation, and strategy evaluation (Bratton 40).
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