, HRM2605 Assignment 2 (COMPLETE ANSWERS)
Semester 1 2026 - DUE 9 April 2026; 100% Correct
solutions and explanations.
QUESTION 1
1.1 Difference between traditional HRM and strategic HRM (with
application to the scenario)
Traditional Human Resource Management (HRM) is primarily administrative
and reactive in nature. It focuses on routine personnel functions such as
recruitment, selection, payroll administration, and handling employee
grievances as they arise. In this approach, HR operates as a support function
rather than a strategic partner, and decisions are often short-term, addressing
immediate organisational needs without considering long-term implications.
The emphasis is on maintaining employee records and ensuring compliance
with policies rather than contributing to organisational growth and
competitiveness.
On the other hand, Strategic Human Resource Management (SHRM) is
proactive, integrative, and aligned with the long-term goals of the
organisation. SHRM involves the systematic planning and management of
human resources to ensure that employees contribute effectively to achieving
organisational objectives. It emphasises workforce planning, talent
development, performance management, and aligning HR practices with
business strategy. In SHRM, HR is viewed as a key partner in decision-
making and plays a critical role in driving organisational success.
In the context of the scenario, Faizel has been applying a traditional HRM
approach by addressing HR issues only when they arise. This reactive
approach has contributed to problems such as staff burnout, increased
absenteeism, and declining morale, indicating a lack of proactive planning
and alignment with organisational growth. However, the CEO’s request for
HR practices to align with strategic goals signifies a shift towards SHRM.
This requires Faizel and the line managers to collaborate in developing
forward-looking HR strategies that address workforce challenges, improve
Semester 1 2026 - DUE 9 April 2026; 100% Correct
solutions and explanations.
QUESTION 1
1.1 Difference between traditional HRM and strategic HRM (with
application to the scenario)
Traditional Human Resource Management (HRM) is primarily administrative
and reactive in nature. It focuses on routine personnel functions such as
recruitment, selection, payroll administration, and handling employee
grievances as they arise. In this approach, HR operates as a support function
rather than a strategic partner, and decisions are often short-term, addressing
immediate organisational needs without considering long-term implications.
The emphasis is on maintaining employee records and ensuring compliance
with policies rather than contributing to organisational growth and
competitiveness.
On the other hand, Strategic Human Resource Management (SHRM) is
proactive, integrative, and aligned with the long-term goals of the
organisation. SHRM involves the systematic planning and management of
human resources to ensure that employees contribute effectively to achieving
organisational objectives. It emphasises workforce planning, talent
development, performance management, and aligning HR practices with
business strategy. In SHRM, HR is viewed as a key partner in decision-
making and plays a critical role in driving organisational success.
In the context of the scenario, Faizel has been applying a traditional HRM
approach by addressing HR issues only when they arise. This reactive
approach has contributed to problems such as staff burnout, increased
absenteeism, and declining morale, indicating a lack of proactive planning
and alignment with organisational growth. However, the CEO’s request for
HR practices to align with strategic goals signifies a shift towards SHRM.
This requires Faizel and the line managers to collaborate in developing
forward-looking HR strategies that address workforce challenges, improve
