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Advanced Human Resources

ManagementCairo University - Faculty of 

Commerce

DBA Programme

Presented to: Prof. Dr. Adel Zayed

Prepared by: Zeinab El-Sadr

Date: 23rd March, 2010

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Strategic Human Resources Management

The field of Strategic Human Resources Management (SHRM) is not an emerging filed. It is

originated in the early 20s “While most of the academic literature on SHRM has been publishedin the last 30 years, the intellectual roots of the field can be traced back to the 1920s in the U.S.

(Kaufman, 2001).”

Definitions of SHRM vary, but many authors such as Dulebohn; Huselid and Wright suggest that

the essence of the human resource perspective is that employees are viewed as valuable assetsand SHRM, in turn, is the development and implementation of an overall plan that seeks to gain

and sustain competitive advantage by managing these human assets through an integrated,

synergistic set of HR practices that both complements and promotes the overall business strategyof the organization. SHRM focuses on aligning internally consistent human resource

management (HRM) practices to build employees’ knowledge, skills, and abilities in an effort to

support competitive strategies and achieve business objectives (Huselid et al., 1997, Becker& Huselid, 1999 and Wright & Snell, 1991).

SHRM achieves this by addressing the need to create linkages on both vertical and horizontallevel of the organization; vertical linkages of human resource management (HRM) attributes

with the organization’s strategy as well as horizontal linkages that integrate practices among

HRM functions at the organization.

Strategic Human Resources Management is how to realize the mission of the organization

capitalizing on its most important asset (human resources) in a competitive environment.

SHRM should synergize all the way through with the planning, marketing and human

resources departments as to keep the link between what the organization should achieve

and what it has/should have to achieve it.

References:

Becker & Huselid, 1999 B.E. Becker and M.A. Huselid, Overview: Strategic human resource

management in five leading firms, Human Resource Management  38 (1999), pp. 287–301.

Dulebohn, J., Ferris, G. and Stodd, J., 1995. The history and evolution of human resource

management. In: Ferris, G., Rosen, S. and Barnum, D., Editors, 1995. Handbook of human

resource management , Blackwell, Cambridge, MA, pp. 19–41.

Huselid et al., 1997 M.A. Huselid, S.E. Jackson and R.S. Schuler, Technical and strategic human

resource management effectiveness as determinants of firm performance, Academy of 

Management Journal  39 (1997), pp. 949–969.

Kaufman, 2001 B. Kaufman, The theory and practice of strategic HRM and participative

management, Human Resource Management Review 11 (4) (2001), pp. 505–533.

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Wright & Snell, 1991 P.M. Wright and S.A. Snell, Toward an integrative view of 

strategic human resource management, Human Resource Management Review 1

(1991), pp. 203–335.

Knowledge Based Society

It was introduced by Peter Drucker back in 1959 ( Landmarks of Tomorrow). Since then, thereare different definitions for Knowledge Worker that all agree on the simple fact that this is a type

of workers that capitalize on their intellectual power and thinking abilities to do the work rather than using their physical abilities.

Knowledge Based Society

The term Knowledge Based Society (KBS) was introduced for the first time by the United States

sociologist Daniel Bell (used the notion at that time of information society) in his book “The

Coming of Post-Industrial Society”. This expression reappears strongly in the 90s, within thecontext of the development of the World Wide Web and ICTs.

A knowledge-based society is an innovative and life-long learning society, which possesses a

community of scholars, researchers, engineers, technicians, research networks, and firmsengaged in research and in production of high-technology goods and service provision. It forms a

national innovation-production system, which is integrated into international networks of 

knowledge production, diffusion, utilization, and protection. Its communication and informationtechnological tools make vast amounts of human knowledge easily accessible. Knowledge is

used to empower and enrich people culturally and materially, and to build a sustainable society.

Knowledge worker

It was introduced by Peter Drucker back in 1959 ( Landmarks of Tomorrow). Since then, there

are different definitions for Knowledge Worker that all agree on the simple fact that this is a type

of workers that capitalize on their intellectual power and thinking abilities to do the work rather than using their physical abilities.

A knowledge worker is anyone who works for a living at the tasks of developing or usingknowledge. For example, a knowledge worker might be someone who works at any of the tasks

of planning, acquiring, searching, analyzing, organizing, storing, programming, distributing,

marketing, or otherwise contributing to the transformation and commerce of information and

those (often the same people) who work at using the knowledge so produced. The knowledge

worker includes those in the information technology fields, such as programmers, systems

analysts, data  analysts,  product  developers, planners,  programmers, and researchers who are

engaged primarily in acquisition, analysis, and manipulation  of  information as opposed to in

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 production of goods or  services, technical writers, academic professionals, researchers, and so

forth. The term is also frequently used to include people outside of information technology, such

as lawyers, teachers, scientists of all kinds, and also students of all kinds. Employees such as

Intellectual Capital

"The new source of wealth is not material, it is information, knowledge applied to work to create

value." Walter Wriston, former chairman of Citibank 

Intellectual Capital can be defined from different viewpoints such as accounting (the above

quote) or managerial or information technology. From an information technology point of view,

it is the intellectual material that has been formalized, captured, and leveraged to produce a

higher-valued asset. This definition assumes that knowledge resources can be captured and

 processed and that the outcomes from these efforts can exist separately from the people thatcreated them.

From the managerial point of view, intellectual capital is the knowledge, applied experience,

organizational technology, relationships, and professional skills that provide for a competitive

edge in the market.

As a combination of these points of view we can define intellectual capital as the ability to

transform knowledge and intangible assets into wealth-creating resources.