Strategic Management Approaches - Case Study Example

Strategic Management-A Proposal Strategic Management is a systemic tool which is being increasingly deployed by organizations in the fast changing, globalized and information technology run commercial world. Strategic management approaches could be deployed for the organization as a whole or to specific aspects of management functions. So one can have a strategic approach to the human resources, marketing or finance functions of the overall management role within the organization. It goes without saying that all such strategic approaches to varying management functions would be interwoven with the overall strategy of the organization which aims at attainment of the organizational objectives and also refinement and revision in the organizational goals and objectives .This paper presents a proposal to examine the human resources function of a chosen organization with in the structure of a strategic approach. This strategic approach would help the organization in better achievements of its human resources related objectives and goals. An organization (preferably where the researcher is employed) would be chosen for the purpose. The human resources function of the organization would be defined as on the date of commencement of the research. In particular the major issues needing resolution in the present state of the human resources function would be identified. Thereafter, the major strengths, weaknesses, opportunities and threats to available to the organization in the human resources area would be identified. Present management approach to human resources management issues such as recruitment, induction, training, career progression, compensation and compensation policies would be examined along with a specific focus on employees’ motivational, leadership and organizational learning issues. Thereafter the research would work on following research objectives: (a) Define and explain the strategic approach to human resources management (b) Explain how the strategic approach to human resources management may help improve management outcomes from the present state in respect each of the issues being identified above. Research Methodology Strategic approach to human resources function is a very well thought out and researched topic and the literature in this area is rich with several aspects being already examined through deep empirical and theoretical research. Literature also has in store several models of strategic approach to human resources management. This research would aim at narrowing down one or more of such strategic models to the chosen organization. The literature review would be deployed to gather arguments to substantiate above research objectives and to establish arguments in the research. This research methodology was a detailed, descriptive analysis of the arguments presented in the available research evidence. The research method essentially entailed conduct of intensive interrogation of published documentary materials with the explicit aim of addressing the above stated issues which this paper deals with, providing a critique of existing theory and positions. Standard search approaches would be used to retrieve the sample of published and unpublished studies for this in-depth literature review. Appropriate on-line journals would also be searched. Citations in bibliographies of identified studies would be reviewed to uncover additional references. Retrieval using the ancestry method would be used as it is a most fruitful approach. Informal contacts at a professional research conference would also be used to identify unpublished manuscripts. In overall analysis the primary research tool would comprise of methods triangulation. Triangulation is the use of a combination of more than on research method in a single investigation. Such an approach would ensure the completeness of the findings which, in turn, would add depth to the investigation and give the researcher a more accurate picture and description of a phenomenon (Denzin & Lincoln 1994). The methods would be applied in a sequential manner. In sequential implementation, the researchers complete one method first and then, based on the findings of the first method, they will implement the second method. This two layered sequential analysis is expected to provide a more comprehensive understanding and description of the major arguments in the research. As part of triangulation, the descriptive literature review method would be combined with a series of both semi-structured and structured interviews with the executives of the chosen organization and the executives of another organization that would be a deliberate choice as an organization having model human resources function with strategic approach. The overall view of the triangulated research methods would be a view usually taken in phenomenology. Phenomenology is a science which focuses on describing particular phenomena as lived experience The method gives us a description of that experience as it is (Merleau-Ponty, 1962). Herbert Spiegelberg (1975) defined phenomenology as the procedure with main aims of direct investigation and description of phenomena as experienced. Phenomenology has been described both as a philosophy and a method at the same time (Spiegelberg, 1975; Merleau-Ponty, 1962). Phenomenology is considered a more appropriate design in the present context as it would help address (describe and explore) the phenomena of the evolution of the new strategic approach to the human resources function for the organization in question. Literature review Volatile globalized market places that are fast integrated by information technology present changed business realities for organizations and the HRD interventions can contribute substantially to growth of organizations. Literature is rich with solutions of how the HRD interventions can contribute strategically to the success of the organization, in changed business realities, by augmenting and nurturing the potentialities of its employees, (Garavan, 1991; Noel and Dennehy, 1991; Holden and Livian, 1993). (Garavan,  Heraty & Barnicle, 1999) opine that despite the signposting of several HRD dimensions, no unified model of HRD is yet in evidence. The literature on HRD is generally preoccupied with identifying the factors that trigger HRD activity and proving that there is a causal link between human resource development investment and organizational and business performance. Yet three major movements in HRD developments can be noted these are widely termed major HRD models. The first is a functional model. The HRD function, where one exists, is functional in nature, usually staffed by a specialist whose role is focused primarily as a provider of possible HRD solutions when requested by managers (Markwell and Roberts, 1979). The model is operational, educational in orientation, subject matter driven, jug and mug type trainer role and passive transfer of knowledge (Bratton and Gold, 1994). Second HRD model is competency-oriented perspective on HRD. It adopts a broader definition of the activity to include employee, self-managed, career and organizational development (Bristow and Scarth, 1980). The primary focus of all development activities is their contribution at the tactical level within the organization, rather than any explicit links with corporate priorities or strategies (Saunders and Holdaway, 1992).The third HRD model is based on a strategic view of HRD activity (Garavan et al., 1995; O'Donnell and Garavan, 1997). The main theme of this model is to set in strong linkages of HRD function with overall corporate goals and strategy with attainment of vertical integration. (Heraty and Morley, 2000) also note that HRD function has been assuming strategic approach as against the earlier held view that HRD function lacked any strategic focus. Farquharson and Baum ,while detailing two major organizational changes introduced by British Airports Authority, have the opinion that," Now that HR functions have been accepted as more than simply "hiring and firing", organizations are increasingly turning to this area in order to leverage the immense potential of its employees. As HRM gradually establishes itself as integral to the strategy of an organization, companies are integrating this concept into more and more initiatives, programs and schemes..... By putting the emphasis on Human Resource Management.... was, in effect, countering one of the main obstacles to successful change - resistance from employees (Farquharson &Baum 2002). Similarly Becker et al (2001) have been quoted as stating that the past decade has produced research evidence supporting the critical role human resource management plays in the success of an organization. This evidence has been generated in a variety of different types of organizations including manufacturing, professional services and healths care (Burke, 2001). Total Quality Management (TQM) can be reckoned as a strategic HRM initiative. It involves the entire organization in a process of continuous improvement (Powell, 1995).Continuous improvement in an organization can occur only through unstinted commitment of employees. Therefore Employee Involvement (EI) is considered to be a valid strategic HRD move. Customer satisfaction levels improve as a result of empowering of employees. Many researches have opined with strength that employee participation should be actively ensured in problem solving (Dale et.al, 1997; Pun, 2001). Any attempt to integrate HR functions of the company in the case study with the overall strategy of the company HR function need necessarily activate and find out blockages to enthusiastic commitment to work and to convince workers to chose and actively aim vital work goals when they are distracted with less important alternatives a complete motivational analysis of human resources is vital. In order to answer these and other questions about motivation at work one can use a general cognitive motivation model which, if adopted at work, may help achieve work goals (Graham & Weiner, 1996). For the purposes of this discussion, motivation is defined as “...the process whereby goal-directed activity is instigated and sustained” (Pintrich & Schunk, 1996). Motivation is also concerned with the amount and quality of the “mental effort” people invest in achieving goals. Mental effort is defined as “the number of non-automatic elaborations necessary to solve a problem” (Salomon, 1984). Modern, multi-national organizations applying cognitive models of motivation (e.g. Hewlett Packard Co., AT&T, Motorola, Wells Fargo Bank, The European Patent Office) have relied heavily on application models presented by Stolovitch and Keeps (1992). They recommend a “human performance technology” and their approach begins with a list of specific and measurable business or organizational goals. A current measure of goal achievement is analyzed. Analysis of three possible causes for failure to achieve a business goal is conducted. The Human Performance system draws heavily on Gilbert (1996), Rummler and Brache (1996) and Harless (1995) who suggest that all performance requires three primary factors: 1) Knowledge which can be presented in training or “hired” with new employees; 2) Organizational policy and procedures which must be analyzed to see if they support or are barriers to business goals; and 3) the motivation of employees to pursue work goals with appropriate mental effort. Most organizational goals require structures coalescing of all three factors. Once this cognitive model is run through workers and supervisors it is likely to throw out major motivational issue with a focus on quality lapses. It is also likely to suggest immediate techniques which can be adopted to raise worker retention at the shop floor. Even training/retraining needs can be identified through this process apart from other work place deficiencies. This would supplement well the Maslow test administered earlier to probe problems deeper. One very large multi-national high technology company has informally reported benefits of “12 to 50 times cost” when using the approach. Most importantly it would align the human resources management function with the overall strategy of the company. 'Human resources alignment means integrating decisions about people with decisions about the results an organization is trying to obtain'(US,1999).In the present case study the company critically needs low turning over, quality committed and motivated employees-the result which the company is seeking and HR alignment would be complete with HR now aiming to develop such workers. This would free the employees' move towards EI policies of the management. In fact a well developed EI policies centered around major organizational problems very often turn out to be motivating factors by themselves. A motivated employee is also a more involved employee. Designing the administration programme both for Face to Face interview with schedules and completion times. This programme should clearly indicate required manpower, budget, sites, start time and finish time and incentives for additional efforts. It should have a supervisory structure with clear-cut duties assigned to field staff. A PERT and a CPM chart may be drawn to cover the entire administration programme. Designing the Face to Face interview questions The design should follow the narrow definition of customer satisfaction for Face to Face interviews and concentrate on specific treatment/services availed. An important aspect would be communication effectiveness of the treating physician. This should be measured in each Face to Face interview. Diagnosis, treatment and effectiveness of treatment would be the general coverage of Face to Face interviews. Administering Face to Face interviews A strict vigil may be kept on PERT and CPM charts drawn earlier. Floats may be utilized effectively. Collecting and collating data and analyzing data These two processes can run simultaneously with data collection. Statistical packages allow updated results. However qualified personnel may be chosen for these two tasks to avoid analytical errors. Report Report would have the format of abstract, literature survey, analysis, findings and conclusion followed by bibliography and appendices. Appendices would include charts /diagrams representing collected data. Works Cited Bratton, J. and Gold, T. "Human Resource Management: Theory and Practice". MacMillan, London. 1994. Bristow, S. and Scarth, R. "Personnel in Change". Institute of Personnel Management. London. 1980. Burke,Ronald.J. "Why Human Resources Matter". 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Pun,K.F."Cultural influences of TQM adoption in Chinese Enterprises: an empirical study". Total Quality Management.Vol.12 No.3.pp 323-42.2001. Rummler, G. A. and Brache, A. P. "The systems view of human performance". Training. 25:9.pp 45-53.1988. Salomon, G. "Television is “easy” and print is “tough”: The differential investment of mental effort in learning as a function of perceptions and attributions". Journal of Educational Psychology.76.pp 774-786. 1984. Saunders, M. and Holdaway, K. "The In-House Trainer as Consultant". Kogan Page. London. 1992. Spiegelberg, H. (1975). Doing phenomenology. Dordrecht, The Netherlands: Martinus Nijhoff. Stolovitch, H. D. and Keeps, E. J. "The handbook of human performance technology". San Francisco: Jossey Bass Publishers.1992. U.S. Office of Personnel Management. Office of Merit Systems Oversight and Effectiveness "Strategic Human Resources Management: Aligning with the Mission". A Study.1999. Read More