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Human resource strategic alignment
Human resource strategic alignment
Human resource strategic alignment
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INTRODUCTION
Presently, businesses need to face the changing circumstances in the world like the advancement of technological innovation and manufacturing technology, globalization, intensification of customer expectations, and competitive business environments. Hence, it needs a business strategy to sustain changes by incorporating them into business processes (Panwar et al., 2016). Basically, the strategy itself is plans of how your business achieves its objectives and maintains its position in the industry. As stated by Durai, P. (2010), effective alignment of human resource (HR) strategies with business strategies is an essential for an organisation’s success. It is believed that HR strategy improves organisational performance, but there is little or no convincing evidence for this proposition (Huselid, 1995).
In this report will cover the importance of having a close relationship between an organisation’s HR strategy and business strategy along with the difficulty to determine the impact of an organisation’s human resource strategy on organisational performance.
RELATIONSHIP BETWEEN BUSINESS STRATEGY AND HR STRATEGY Dhar, R., L. (2008) asserted that it is important
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The organisation size has also become a key factor, where small and medium-sized enterprises (SMEs), which account for 94 percent of all employers in the UK economy, are less likely to using the HR practices, such as sophisticated selection, extensive training, team-working, etc., than larger organisations (Forth et al., 2007). Since there are some companies are not implementing the HR strategy, so it becomes one of the reasons why it is difficult to measure the
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009). This paper aims to analyse the role of human resource management in organisations and its linkage to the wider organizational strategy using Tesco and Harrods as illustrations.
Human Resource Management is a most important strategic objective to maintain the organisation’s success and it mainly focused on employee performance, policies and organisation system. This human resource management is responsible for employee’s benefits, hiring process and company objectives. Immigration Consultant is all about how to attract the customer through providing beneficial offers for them. The proposed business must have experienced employee and excellent marketing skills to attract the customer.
Terms of reference: This report is being produced to fulfil the criteria required for Unit four of the Advance Vocational Certificate of Education (AVCE) course in Business Studies. It will give a comprehensive overview of the way's in which the human resources function(s)', within businesses are organised and managed and how they operate, and an analytical insight into the human resource management team, of the business that I' am focusing on, which is HSBC Group Plc. The report will specifically focus on the possible conflicts of interest between employees or individuals, the way's which human resources planning procedures take place, the recruitment and selection process, training and development programmes and performance management at HSBC Group Plc, in view of the current economic climate for retailing/banking. An Introduction to the Report: In this assignment, I have been asked to structure an analytical approach, about human resources and its effects, on one business, and to file all of my information in one simple, but sophisticatedly structured report.
" This global London-based mining and mineral company was severely impacted by the global recession in 2008. Such an impact forced unprecedented workforce reductions worldwide and decentralized HR management had to be brought in under a single umbrella to ensure an orderly and efficient system that would support the organization’s future productivity."( Case Study OneRedesigning HR HRMG 5000 - Student Simple). Human resources have a strategic significance if managed efficiently and productively. The company revamped and managed its HR functions in a manner so as to achieve the strategic goals of the
the workforce. Thus, they will be properly skilled and prepared for their jobs. Consequently, performance is likely to increase and the employee will be able to work towards an internal promotion.
Boudreau, J. W. and Ramstad, P. M. (2003). Strategic HRM Measurement in the 21st Century:
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.
...reat way to step back and make sure you have all of the information before employees dive into their next learning project, once information is gathered and tabulated the trainers can tabulate everything to have clear picture of what steps to take after the assessment is reviewed, changed, and implemented.
Data illustrated from Teo (2002) from the interviews conducted towards the HR department suggested that the corporate HR department of the specific organization interview was becoming a key source in the strategic management process. Evidence has continually suggested that HR departments in commercialized entities develop a greater role in the strategic aspects of people management. For example, performance based pay, combining performance management with corporate strategy and corporate bargaining activities will develop a greater role for the HR department as one of the strategic gain of an organization (Teo,
WHY MIGHT AN ORGANIZATION ADOPT A STRATEGIC APPROACH TO HUMAN RESOURCE DEVELOPMENT? CRITICALLY DISCUSS WHAT HR PRACTITIONERS CAN DO TO ENSURE IT IS IMPLEMENTED IN PRACTICE.
4) Tokesky, George C; Kornides, Joanne : ‘Strategic HR Management is vital’( Personal journal, December 1994 v 73 n 12 p 115.
The Importance of the Human Resource Function Human resources are the backbone of any business. It deals with the most important resource in the business – people. For any business to achieve its objectives they must plan their resources and one of their key resource is people. They need to get the right people and develop. them well in order to meet the organisation’s aims successfully.
Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century.
Contrary to traditional beliefs, recognition and integration of the link between human resource (HR) strategy and business strategy, or rather, strategic human resource management (SHRM) can contribute to the success and establishment of a business. The first half of this report will draw attention to and examine the importance of having a close relationship between the two named strategies. Bratton and Gold (2007), suggest that SHRM can improve performance by connecting the strategic goals of the business to the HR functions. Be it in a management or academic literature, the proactive nature of SHRM allows the business to have a significant edge given the volatility of the market due to advancement in information systems, globalisation and many other factors. Having said these optimistic accounts, this report will also examine the reasons as to why it can be tedious to determine the influence of human resource strategy on business performance.
Although there is no consensus or an unique definition to the objectives and it can vary from country to country, business to business and organizations to organizations etc., HR with the purpose of supporting the delivery of the organisation’s strategy and objectives through management of people and performance is one of the main accepted definitions worldwide. This combined with HR functions that have gone beyond simply being the people function into overall performance , HR professionals with a complex set of competencies and supreme behaviors to guide the organizations to achieve the strategy, make the HR roles and responsibilities even more complex