Development and Implementation of HR Strategy - Assignment Example

Reflective Journal On Strategic Human Resource Management Name Course Instructor Date Executive Summary In this reflective journal underlies the learning process and the reason for learning SHRM and how to adopt SHRM course. The journal further analyses the learning experience in connection with intellectual and professional development and points out the findings and question that arise in the study of SHRM. The main objective of SHRM is to establish the performance in the long-run by crucial managerial judgment and actions. Strategic Human Resource Management also links the human resource function with the strategic objectives of any organization being to attain high performance. This journal analyses strategic formulation, performance impact, implementation and evaluation of SHRM on an organization. Table of Contents Executive Summary 2 In this reflective journal underlies the learning process and the reason for learning SHRM and how to adopt SHRM course. The journal further analyses the learning experience in connection with intellectual and professional development and points out the findings and question that arise in the study of SHRM. The main objective of SHRM is to establish the performance in the long-run by crucial managerial judgment and actions. Strategic Human Resource Management also links the human resource function with the strategic objectives of any organization being to attain high performance. This journal analyses strategic formulation, performance impact, implementation and evaluation of SHRM on an organization. 2 Table of Contents 3 2.1 The control-based model 5 3.0 Hierarchy of SHRM 9 5.0 Conclusion 11 1.0 Objectives Development and implementation of HR strategy that is aligned with organizational aspirations and equaled to an organization’s competence deliver substantial outcomes for people in the organization, shareholders and customers. The journal aims at examining how managers develop and implement efficient and effective practices in HR that support strategic objectives of their firms that focus on strategic decisions made by Human Resource Managers. The journal focuses on the way strategic transformation improve Human Resource Management process by centralization of operations in the organization. It intensively investigates the makeover process of procedures of Human Capital Management over and above, SHRM policies involved for the entire process. Subsequent to understanding the factors that transform human capital into value for the organization they work for. SHRM help out in building a job environment and a managerial structure that will fit best for all the desired SHRM process. This assist in coming up with desired managerial structures that are requisite for the organization to realize strategic Human Capital administration objective. The journal also focuses on SHRM and people management, it further provides insight on how a company uses centralized management and endeavors to expound on the complexity in the whole HRM process and analyze conflicting opinions of SHRM management. 2.0 Model of SHRM In accordance to Bower (2001), strategic human management emerges as a succession of numerous activities following a feed upon each. Bower (2001), further states that the process of strategic management process sub-divided into into: environmental analysis, mission and goals, strategic formulation, strategy evaluation, and strategy implementation. In keeping with Cynthia, Schoenfeldt and James (2008), the initial tread in strategic management sets off with top managers reviewing their position in relation to the presented goals and visions of the company. Company's vision describes its principles and objectives, and it is in the company's raison d'etre. It generally point towards the direction of the leading management. In scores of companies ,human resources management formulation entails top managers evaluating the interaction amid strategic dynamics and development of choices that guide the company in meeting the company's goal. The company uses strategic evaluation which is activities that facilitates in comprehending to what extent tangible performance and revolutions go with the preferred performance. 2.1 The control-based model The control-based model is based on work place control; it lays more emphasis on managerial performance in directing and monitoring employees’ performances and responsibilities. The management structures and human resource strategy in organizations have been techniques and instruments of controlling all aspects of the company's work to secure labor productivity that is high and an analogous level of effectiveness. Organizations focus on examining and scheming workers behavior as fundamentals for realizing various SHRM. In reference to Rayner and AdamSmith (2005), this kind of model traces its roots from Marx's formulation of the capitalist course of labor; it is referred to as “transformation of labor from labor power” (p. 78). To ensure that all the employees exercise their full capacity, it is the responsibility of the executive to organize tasks, movement, and space and within which employees operate. However, workers have contradictory interests in relation to job security, rewards, and engagement in both formal (trade unions) and informal ones. In reference to Schuler and Susan (2007), workers own counter management behavior results to control and discipline. Employees’ behavior can be controlled through technical and bureaucratic control method (Schuler & Susan, 2007). Big companies use technical control through the use of surveillance cameras, these cameras set the pace of work and monitors employees performance in the administrative center. Companies’ choice of SHRM is governed by variations in organizational form, the stability of the labor market, competitive pressure on management and is mediated by interplay of the relationship between the manager and subordinates relations. To concur with Cynthia, Schoenfeldt and James (2008), the differences in SHRM are not random. The authors add these variations reflect two management logics i.e. the logic of direction which is process-based control that focuses on efficiency, and cost containment; the second is logic of indirect outcome-based control. The latter focuses on real results. In the latter, executives tend to adopt process-based controls when they are certain on end of the means relations and the outcome-based when the end of the means is uncertain. These provide inevitable structural tensions between the management and employees. In reference to Cynthia, Schoenfeldt and James (2008), people management entails an assortment of techniques and approaches that are used by an organization to resource their companies in a manner that can assist the company to meet its goals. It encompasses of numerous management actions that facilitate accomplishment of fundamental groups of personnel and improvement objectives, these include management, performance, recruitment and change management. The objective of staffing involves ensuring the company can call on the services of sufficient staffs to accomplish set objectives. Such staff must connect in an assortment of roles, and be in a position to deliver their duties as required of them for the organization to function effectively. It is after staffing objective that performance objectives are realized. The purpose of a performance objective is effecting all methods used by the employer in order to motivate the employees and boost their will give outstanding performances in their duties. To realize these targets, organizations come up with personnel and improvement guiding principles, and an acceptable work procedure along with other documents relating to employment of an individual. These documents include a job description, contracts, and offers letters, weekly expected hours of work, disciplinary warnings and target. These documents apply as guidelines to the work operations. The change of management aspect in group management ascertains that proper acknowledgment is provided to the significance of such changes in the company and its entire management process. Organizational management is fundamentally based on organizations business atmosphere that is focus to constant dynamism. There is a need to align the administrative practices and formation of the company with environmental demand for the preferred work behaviors to be realized. On the other hand, effective management of employees is a momentous change agent that can redress such situations when such need arise. Rayner and AdamSmith (2005) indicate that SHRM cannot be discussed in a compendious manner without understanding the concept for HRM studies. HRM concerns the human part of enterprise and factors determining employee, employer relationship. HRM cover among other factors, element of work psychology, and management of workers communication, training and impetus, employees’ relations in conjunction with other settings of work (Rayner & AdamSmith, 2005). Likewise, SHRM entails some part of HRM with an in depth insight on organizations directions. Rayner and AdamSmith (2005) indicates that SHRM entails crafting acquaintance of the changing temperament of employment to build up new HRM policies that engross employees at all levels in the progression of change in order to establish the most effectual work procedure and build teams that have the aptitude to learn and to manage oneself. Rayner and AdamSmith (2005) further indicates that, SHRM assist managers to understand how to examine and evaluate their organization through: recognizing and explaining the troubles of the organization with the benefit of hindsight, identifying prevailing and preferable set of conducts, restructuring the organization or a part of it in order to improve the process of relationship. To understand how a company's Human resource Strategy interconnects with these aspects help that organization to present strategic map that aid managers and change agent of such organization in their relationship with the workers (Cynthia, Schoenfeldt & James, 2008) 3.0 Hierarchy of SHRM Strategic management is multi-divisional and concerns that level to which strategic issues are implemented. The different levels of the strategy include; commercial-level, business-level, functional level. Commercial level depicts the overall direction in provisos of general values towards the development in various business units’ management strategy. These are strategies that establish the type of trade a company wants to establish and the necessary business units acquired. In many organizations, strategy deals with actions as well as, decisions regarding all business units. The main goal of business-level strategy is making the company more aggressive in their day to day performance. The business-level of strategy addresses any question based on gaining a competitive edge. Even though the business level strategy must be guided by corporate-level strategy (Cynthia, Schoenfeldt & James 2008), it is superseding that business unit management come up with a strategy that is indispensable for own in service situation. The functional-level entails key functional operations in organization’s business unit. These include; marketing, development and research, manufacturing, HR and finance. The main purpose of this strategy is maximization of resource productivity. It aims at maximizing corporate-level and business-level productivity, HRM practices and policies support an organization’s business strategy goals. 4.0 Adoption of SHRM in Centralizing People Management Organizations aim at coalescing resources in an innovative approach and attaining effectiveness. The company has resulted to surrogating its different processes in well-designed areas like HR with a policy umbrella that agrees with putting all human resource under the supervision from a central authority. The commission of SHRM in some organizations have has been determining the framework of the unsurpassed practice of the work schedule. This has enabled relation with he structural development, strategic issues, and structural system of the company and involves focusing on managers like regular conferences with the executive team and the CEO. The managers must then function as instructors and direct for their subsidiaries. It is their subordinates who in turn facilitate implementation of SHRM policies amid those who report straight to them. At the time SHRM policies are delegated down the social hierarchy. A contingency approach lays emphasis on technology and the most critical valuable in any establishment. Organization’s structure relies on the requirements of technology and applies to organizations resources. This are defined as tangible assets, money, people and intangible assets like brand name, relationship among others. Organization are clinically concerned with staffing and retention aim recruitment of professionals and retention and sending to newly opened branches of high skilled employees in the company's many branches, since they are well acquainted with the operations of the company. This maintains the company’s central authority and be at per with companies operating unit. In his work Mason (2006) states that labor process approach challenges assumptions that change is determined by technology. Organizational change is in most cases seen to result from an attempt to control that labor process. Resultantly, management control systems emerge as the direct result of managerial intervention in inevitable contest amid labour on one hand and interest of capital on the other. Even though most research has recognized technology as the main determinant for contingencies approach Mason (2006) among other researchers from the perspective of the labour process argue that the major determinant is control of workforce. They view technology as a mechanism in this process. Mason (2006) also supports the clam that, new technology is a strategic weapon in the struggle to maximum profit, through de-skilling the job content and attempting to remove control over execution of tasks by workers. 5.0 Conclusion Strategic choices are made on three major domains; the domain i.e. constraints facing the organization, structure and system, and performance standard – these partly determine the extent of flexibility within the company's economic environment. According to Mason (2006), company's country of origin tends to influence a company's organizational structure and development. Organization structures and systems of decision making are participative. This system is a core determinant on the nature of SHRM decisions in the company. In reference to Gratton & Ghoshal (2003), decision making is a process that involves making strategic choices on issues like resource allocation, long-term company objectives, and organizational designs which are normally initiated by dominant “coalition within an organization” or “the power holding group” (Gratton & Ghoshal 2003). They further states that such are a group of persons with their interest vested on the direction of company’s strategic decisions. In reference to Michael (2008), a better approach in analyzing the way SHRM adds value to company's performance and concentrating on what constitutes the company's performance must been introduced in the SHRM model. These values include application of professional human resource techniques that will improve employees’ attitude and behavior to work. References Bower, L. (2001). “Not all merger and acquisition are alike and that matters.” Harvard Business Review. 3(4), 42 – 49. Cynthia, D., Schoenfeldt, F. & James, S. (2008). Human Resource Management. Leicester: Leicester Business School. Gratton, L. & Ghoshal, S. (2003). “Managing personnel human capital: new ethos for the volunteer employee.” European management Journal. 21(1), 1-7. Mason. J. (2006). “Human resource management models and critiques of HRM.” GCIB Program. Leicester: Leicester Business School. Michael, A. (2008). Strategic Human Resource Management: A Guide to Action 4th Ed. London: Kogan Page Publishers Rayner,C. & AdamSmith, D. (2005). Managing and Leading People. London: CIPD Publication. Schuler, R. & Susan, J. (2007). Strategic Human Resource Management. New York: Blackwell. Read More