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HR Linkage Model - Part II - Assignment Example

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Based on my experience with my current organization, I would perfectly agree with you that the success of the organization is more of a networked…
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HR Linkage Model - Part II
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HR LINKAGE MODEL - PART II Response to Judith Indeed what I like most about your paper is the fact that is the purely based on theory and has a lot of academic support. Based on my experience with my current organization, I would perfectly agree with you that the success of the organization is more of a networked responsibility comprising several factors including leadership, human resource, strategic technology, and branding. Having said this, there are some insights that I would add. With reference to Becker, Huselid and Ulrich (2001), I strongly believe that even though the overall success of the organization can be said to be dependent on the factors stated above, the human resource function of the organization should always be given priority attention when it comes to the demonstration of strategic value. The basis for this assertion is that all the other components of organizational growth are not run automatically but by employees who are expected to have the right form of training and competence (Schneider, 2006).
References
Becker, B., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Boston, MA: Harvard Business School Press.
Schneider, C. (2006). The new human-capital metrics. CFO Magazine, 22(3), 2227.
Response to Marielle Lunde Berntsen
I have always believed in using lean thinking in achieving organizational growth, and even though you do not make specific reference to this concept, I find that that is what your input is trying to arrive at. This is because according to Lawler, Jamrog & Boudreau (2011), it is when lean thinking is applied by organizations that the cost of production can be reduced without losing efficiency and productivity. Having said this, I support your position very strongly that there ought to be a form of cost balancing within your organization in order to improve productivity. Even though you make reference to the use of HR scorecard, I would like to ask if you have really considered the factors that can help employees develop their skills and talent in order to score highly on the scorecard. I would agree with Becker, Huselid & Ulrich (2001) that continuous training and development is necessary in ensuring that employees are well placed to ensure that they deliver effectively.
References
Becker, B., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Boston, MA: Harvard Business School Press.
Lawler, E. E., III, Jamrog, J., & Boudreau, J. (2011). Shining light on the HR profession. HRMagazine, 56(2), 3841. Read More
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