CASE - 1 ADDING VALUE TO THE ORGANIZATION - Essay Example

Adding value to the Organization Lecturer: Introduction An organizational strategy is an expression of how an organization has to advance over time so as to meet its goals together with a comprehensive assessment on what has to be done. Coming up with organizational strategy for an organization entails comparison of the current state to the intended state to ascertain differences, and stating what needs to be done for the intended changes to occur. On the other hand, HR strategy is an entire plan that leads to implementation of specific functional areas in HR.

all the functional areas of HR must be aligned with the entire strategies within the organization. HR and organizational strategies HRM strategies and organizational strategies create a very close relationship since one can never be separated from the other (Dye, 2012). Although they are closely related, organizational strategy comes first since HR strategy forms an integral part of the entire organizational strategic plan. The two should work together under the following aspects The relationship shows that HR strategy forms an integral part of the entire organizational strategy.

HR strategy is based on the entire goals and strategies of the organization. It is set by following the laid down procedures by the entire organizational strategy. Therefore, HR strategy is tailor-made to meet to meet the entire mission, vision and objectives of the organization. Furthermore, this relationship shows that HR strategy is derived from the overall organizational strategy. When HR strategy and organizational strategy are formulated concurrently, it is believed that both have partner relationship.

Therefore, it is believed that HR manager and HR are regarded as important resources in the organization. Furthermore, implications of HR are given a position during the formulation of organizational strategic plan. The main aim of this relationship is to connect HR activities with a strategic plan so as to achieve organizational objectives and goals. It also puts into consideration HR activities before formulation of the organizational strategic plan Strategic role of HRM in an organization Several books, articles, and studies have argued that HR requires becoming strategic partner in an organization (Barry J.

Witcher & Becton, 2009). Several questions have also been asked as to whether the function of HR has to be more strategic rather than just playing the lesser role of administration. Several forces have come together to support the idea of HR playing a strategic role in an organization. Companies are undergoing a paradigm shift with major implications for managing human resource. Possibly the vital changes are the ever increasing deployment of information technology and the rate at which organizations are exposed to much information.

Another important thing is the fast changing business environment and the ever increasing complexities in the current organizations. All these and changes within organizations have produced an increasing consensus that successful management of human capital play a critical role in the success of an organization. The human resource function is increasingly making important contributions to developing an organization that is well staffed with right human capital to undertake the work successfully within an organization and allow the fulfillment of an organization’s strategy.

This can be achieved by coming up with competency models by putting a lot of focus on recruitment, staffing and development of individuals (Becton, 2009). The greatest opportunity of HR to add value in an organization may be to offer a contribution during the development and implementation of organizational strategy. Furthermore, limitation of talents and limited flexibility within the organization in the application of limited talent to several opportunities hinders the strategic alternatives of the firm.

Theoretically, this means that HR plays an important role during the process of strategy formulation by making clear the human capital resources needed to support several strategies and strategic plans, by being a leader in change management in the organization. Researchers have investigated the possibility for the HR function to be of strategic importance and found that it can be a function that adds value to the organization. For instance, work by Becton, (2009) found out that there is a close relationship between human resource and the performance of an organization.

They researchers continue to argue that HR practices lead to a significant increase in market value. Contribution of additional training for employees on organization’s sustainable competitive advantage Current increase in turbulence, complexity and uncertainty of the business working environment requires greater and different knowledge. Current business requires a lot of knowledge and skills that are still not sufficient in the formal education. In a more global and complex environment, knowledge is the only source of competitive advantage.

Since the knowledge within the organization is mostly located in the human minds, human resources are increasingly becoming very important in the success of an organization. Therefore, organizations that train and develops its employees have increased performance and increase in competitive advantage. Such organizations have increased innovativeness, promote entrepreneurship, increased attitude change and have a competitive advantage more than others in the market (Barry J. Witcher, 2010). Conclusion Through continuous training, employees acquire new methods of production than enables uniformity in the finished products within an organization.

This will make an organization offer quality and satisfying goods or services. In addition, continuous training leads to optimal utilization of resources, therefore, reduction of wastages and expenses (Barry J. Witcher, 2010). References List Barry J. Witcher, V. S. (2010). Strategic Management: Principles and Practice. Cengage Learning EMEA. Becton, J. B. (2009). Strategic human resources management. Journal for Quality and Participation,, 11-19. Charles Hill, G. J. (2012). Strategic Management Theory: An Integrated Approach.

New York: Cengage Learning. Dye, D. A. (2012). The changing role of human resources/assessment professionals:. Adding value in the "new" organization., 12-23.