Strategic Human Resource Management: Perceptions among North Carolina County Social Service Professionals

Abstract

Strategic human resource management (SHRM) enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice/participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using a survey of North Carolina county social service professionals, this study examines (1) the extent to which strategic human resource management is perceived, (2) the relationship of these SHRM practices to demographic variables such as age, ethnic status, sex, education, supervisory status and tenure, and county population, and (3) the relationship between SHRM and outcome assessments for welfare reform (unemployment change and organizational report card measures). While SHRM practices are perceived to be present in North Carolina counties, they clearly are not a predominant feature. Weak demographic influences, especially in terms of population and supervisory status and tenure, are evident. Especially disturbing are the influences those demographic influences have on employment security. Few relationships are found (and those only weak) involving outcome assessments.

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