Strategic human resources management
Questioning the validity of the company's strategic policy
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In management as in other sciences, strategic thinking is practically indispensable to long-term vision. In this sense, it's logical to point out that, just as we talk about strategy in the general context of the company, it's also our right to talk about strategy in human resources management. A right in the sense that the strategic policy defined by the company as part of its long-term actions is reflected in its human resources. What's more, this is a general company policy, the achievement of which is the result of a combination of individual contributions. This is particularly true when i...
In management as in other sciences, strategic thinking is practically indispensable to long-term vision. In this sense, it's logical to point out that, just as we talk about strategy in the general context of the company, it's also our right to talk about strategy in human resources management. A right in the sense that the strategic policy defined by the company as part of its long-term actions is reflected in its human resources. What's more, this is a general company policy, the achievement of which is the result of a combination of individual contributions. This is particularly true when it comes to defining a company's general policy, since the individual is not only a subject of social action, but also an actor in it (expressions we find in the work of social psychologists such as Simmel and Durkheim, in 1908 and 1922 respectively). This work questions the validity of a company's strategic policy, focusing on the creation of competitive advantage.
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