The Strategic Management of Human Resource - Assignment Example

THE STRATEGIC MANAGEMENT OF HUMAN RESOURCE Q1) For developmental activity to be deemed strategic organisations need to shift the focus from a training to a learning approach. Discuss this proposition in the context of development activity supporting individual and organisational change. The aptitude to change is the utmost reward of learning. Change permits the learner as well as the business to remain responsive in the emergence of undefined situations. The change from training to learning is described as ‘the continuing undertaking from the conveyance of subject matter to the growth of learning skills as an individual development strategy. In the case of developmental activity within an organization, a variety of changes will arise, and the need to respond promptly and accommodatingly to change depends on the aptitude of work forces to learn, adjust and evolve (Armstrong 2000). As a variety of mounting competitive forces mount, organizations are recognizing that to thrive, they require leaders and managers who can keep the organization intact and maintain employee morale throughout phases of change. Furthermore, they need personnel at every level who are eager and lithe enough to adopt change rapidly, adapt, and cultivate their skills. Accordingly, the demand to provide effective and quick employee grow this at the fore. Learning as well as development undertakings can influence organizational performance. To achieve this, organizations have to shift from training to learning. High-performance functioning involves employing a range of human resource practices and strategies to involve and inspire employees to amplify their input and increase levels of output and performance throughout the company as a whole. Though a variety of human resource policies and practices are considered equally to high-performance working practices, most analysts would agree that litheness and constant learning stand at the core of the functioning effect of the good-performance work approach (Armstrong 2000). Given the rapid speed of change, workers must be stimulated and reinforced to constantly update their abilities and expand knowledge. Therefore, learning is fathomed as the procedure through which a person creates new skills, knowledge and capabilities, while training is among some of the responses a company can assume to stimulate learning. Learning is therefore, an individual course – nobody but the apprentice can learn. However, it is conceivable to set up interventions, which encourage persons to learn as well as develop. During the move from training to learning, many learning as well as development interventions and undertakings progressively focus on backing the learner. Individual accountability for learning (coupled with help from the company in backing up learners) is one way of promoting effective learning to bring about individual support and organizational change. Significant efforts must be made to encourage and support effective personal learning in the event of a developmental activity in an organization (Armstrong 2000). Professionals of learning and enhancement are utilizing a much larger knapsack full of distinct techniques and activities. There has existed a huge upsurge in the usage of mentoring, coaching and e learning within the past few years. The move from training to learning is a crucial factor in ascertaining the future lucrativeness and the conveyance of services, as well as the forthcoming role and rank of individual management as well as development professionals (Armstrong 2000). Many aspects are influential when making the shift, varying from broad facets like the values and vision of the company to specific facets such as the level of backing for learning afforded by managers. Analytically, management practices, which raise commitment amid employees, building what may be defined as a company’s ‘growth medium’ can cultivate learning. The rationality in the growth mode is straightforward: in the correct climate, workforces will obligate to learning. Therefore, to generate organizational change the manager must fashion an awareness of purpose within the workplace; secondly, the manager must provide employees with the prospect to operate on their pledge; thirdly, the manager must provide personnel with an accommodating learning environment (Armstrong 2000). Conclusively, any strategy grounded on a move in prominence from (training to learning) will necessitate involvement and commitment at each level within the organization. Effectual learning does not just happen; it is surely not an activity, which can be achieved through training courses. Learning is varied, less well-thought-out, and more puzzling process. The procedures, which are needed to support, direct and accelerate learning, cannot be imported or copied. They should be personalized around the culture, objectives and state of every organization (Armstrong 2000). Q b) The three crucial roots of competitive advantage model include cost leadership, ‘niche’ market, differentiation via service and quality. Business performance improves when Human Resource practices jointly reinforce the business’ preference of competitive approach. The organization’s values and mission are articulated through their chosen competitive approach. This consecutively leads to an established set of needed employee behaviours that are underpinned by a suitable set of Human Resource practices. The product of this will be the preferred employee behaviours that are associated with the business goals (Armstrong 2000). Q2) Encompassing a useful performance management system is crucial to a well-run organization. The following are the ways in which organizations can develop a useful performance management system. Establish Expectations and Standards One way in which an organization can develop an effective performance management system is by establishing expectations and standards. Many personnel desire to be good employees, to thrive and advance in their occupations, however, they cannot since they simply do not have adequate information concerning what they are expected to be carrying out to function at remarkable levels. Openly quantified job performance ideals and anticipations can eradicate that hindrance to success once employees accurately understand them. Organisations must provide employees with goals, which make sense. Goals are great when properly established and administered. To be useful and effective, an objective must be well-defined, comprehensible, and measurable. Provide Training The other method of developing a useful performance management system is via training. Training is indispensably crucial and should not be restricted to simply new staffs. Job training ought to be continuing and must be accessible to each employee. Even proficient, successful personnel require training once they undertake new duties or transfer to another work. New, inexperienced personnel require even extra training to enhance performance. Coaching Employees Coaching -deed of offering feedback—is anything that a person does or says which develops, underpins, or enhances the work performance of a worker. Coaching is another means of developing an effective performance management system. It is a fundamental element of the performance managing cycle. Additionally, coaching cannot be an occasional effort or be offered only once in a year at the time of a performance appraisal; it requires to be done on a liable and continuing basis to obtain high-level performance (Armstrong 2000). Provide Feedback Another method of developing a useful performance management system is through positive feedback. Positive feedback entails telling a person about excellent performance. The feedback should timely, precise and frequent. Acknowledgment for good performance is an influential motivator. Positive feedback alerts a person to a part where performance could enhance. It is evocative and should constantly be focused to the deed, not the individual. Constructive feedback helps people to fathom where they lie with respect to projected and/or constructive job and office behaviour (Armstrong 2000). Encompass the work force Engaging the personnel is another method of developing productive performance management system. A performance appraisal is a momentous opportunity to nurture personal growth in personnel. Managers can ask about workers’ career strategies, how they anticipate to advance in the organization. It forms a basis for discussing whether employees are intent in getting more instructing or learning about other aspects of the work. Personnel who are aware that their managers are indisputably appealed in them as well as wants them to thrive, respond constructively, take more control of their work, and develop into more productive, higher-performing personnel(Armstrong 2000). b) The nature of the link to strategic human resource management thinking is association of human resource management per the strategic concerns, and aspects of best fit through vertically aligning a corporation’s human resource practices to the requirements of the business as articulated within the organizational policy. Additionally, the strategic human resource management nature of thinking is building ‘analogy’ or ‘horizontal alignment’ amid various managerial and human resource management strategies as a way of attaining commitment and this is linked to the results of improved organizational performance via best-practice patterns or high-performance job practices. Development of SHRM thinking, via the enhancement of the best-fit tactic, the configuration method, the resource-oriented view methodology as well as the best-practice methodology, have a reflective impact in understanding the impact SHRM can have to organizational performance, via enlarged competitive advantage as well as added value. The nature of SHRM thinking can only be comprehended in the framework of organizational performance through economic benefit and increased stakeholder value, client value added and augmented market share, individual added value via increased work force commitment and employee’s knowledge and skills reservoirs(Armstrong 2000). C) Performance management systems are crucial to strategic human resource management because they form the basis to which strategic human resource management operates in an organization. The main alarm for the strategic human resource management is to bring into line human resource practice per the performance management structures, which the establishment own but not simply mere internal coordination. For example, a certain an agenda might mirror some useful practices, which are found within the organization yet simultaneously might not be the finest option rendering to the strategic objectives, which the business has and likewise in agreement to efficient outcome demands. This renders the strategic human resource management to exist as more than just managerial decisions. It develops into a bigger structure, which is subjective by performance management (Armstrong 2000). References Armstrong, M 2000, Strategic Human Resource Management, A Guide to Action, Kogan Page Publishers. Read More