Strategic Management: The Alignment of HR Strategies With Corporate Strategies - Dissertation Example

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The Alignment between Business and Corporate Strategy: A Case Study of CMG Executive Summary The study aimed to examine the current business strategies carried out by the CM Group in Hong Kong as well as to determine whether their business strategies are aligned with their HR strategies, hence strategic HRM…
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Strategic Management: The Alignment of HR Strategies With Corporate Strategies
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Download file to see previous pages recruitment and selection, training, performance appraisal, pay system); these were lacking congruence with the business strategies, thus, inadequate strategic programs. It was suggested that the HR be involved with both administrative and strategic functions to avoid issues on strategy implementation. Specifically, the company is more focused on solving a problem through improved recruitment and employee management instead of implementing ways with which employees can become involved in strategy formulation, such as improving communication methods. A number of recommendations were provided on aligning the HR role with corporate strategies. Table of Contents Title of Page Page Number Chapter 1- Introduction 1.1 Introduction 5 1.2 Research Aim 7 1.3 Research Objectives 7 1.4 Significance of the Study 8 Chapter 2- Review of Related Literature 2.1 Introduction 9 2.2 Strategy: An Overview 9 2.2.1 Generic and Specific Approaches to Strategic Management 10 2.3 The Strategic Management Process 11 2.4 Assessment of Influences to the Businesses: External & Internal 2.4.1 External Influences 13 2.4.2 Internal Influences 11 2.5 Typology of Business Strategies 16 2.6 Human Resource Management 17 2.6.1 Strategic Human Resource Management (SHRM) 19 2.7 Typology of HR Strategy 21 2.8 Linkage of HR Strategies to Corporate Strategies 23 2.8.1 Miles & Snow’s Theory of Strategic Fit 25 2.9 Conclusion 29 Chapter 3- Methodology 3.1 Introduction 31 3.2 Research Approach 31 3.3 Research Strategy 33 3.4 Research Design 34 3.4.1 Specification of Variables 35 3.4.2 Hypotheses 37 3.5 Respondents and Sampling Plan 38 3.6 Procedure 38 3.7 Instruments 39 3.8 Reliability and Validity 41 3.9 Method of Data Analysis 42 3.10 Methodological Limitations 43 3.11 Conclusion 43 Chapter 4- Results and Discussion 4.1 Introduction 45 4.2 Results 4.2.1 Results from Running Records 45 4.2.2 Survey Results 47 4.2.3 Interview Results 61 4.2.3.1 Business Strategy & Goals and SWOT – Interview with CFO Ming 61 4.2.3.2 HR Strategy & Goals – Interview with HRM VP Ping 70 4.2.3.3 Reasons for Turnover of Key Positions 73 4.3 Discussion 73 Chapter 5- Conclusions and Recommendations 93 5.1 Conclusions 93 5.2 Recommendations 100 References 106 Appendix A- Instruments 114 Appendix B – Questionnaire for HR Strategy 119 Appendix C – Members of the CMG Senior Management Team 122 List of Tables Chapter 2- Review of Related Literature Table A. Dynamics of strategic fit between business and HR strategy 26 Chapter 3- Methodology Table A. Dependent and independent variables 35 Table B. Demographic Characteristics 36 Chapter 4- Results and Discussion Table 1.Predominant business strategy type: ...Download file to see next pagesRead More
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