HTC Human Resource Analysis Table of Contents Assignment 1 3 Introduction 3 Strategic Framework of HTC 4 Human Resource Issues in HTC 6 Recommendations 7 Conclusion 9 Assignment 2 10 Introduction 10 Recruitment and Selection Practice 10 Employer Branding 12 Aligning the SHRM with Business Strategy 13 Conclusion 15 References 16 Appendix 1: Strategic Framework of Sparrow and Pettigrew for HTC 19 Assignment 1 Introduction Strategic Human Resource Management (SHRM) is a tactical method which is used by modern day organisations in order to manage their employees in an effective and objective-oriented manner…
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The traditional HRM functions and technical HRM functions, as accumulated in the ideology of SHRM, covers a wide range of activities which includes recruitment, selection, performance evaluation, training and development as well as management of remuneration and employee advantages. By balancing HRM activities with organisational business strategies, SHRM can effectually reproduce flexible planning and use human resources in order to accomplish the organisational objectives, and accordingly assist organisations to gain a sustainable competitive edge (Wei, 2006). With due concern to these aspects, the paper will discuss the strategic framework of HTC Corporation using the theory of SHRM and also seek to identify the HR issues faced by the organisation. Hereby, the objective of the paper is to analyse the HRM practices in HTC and accordingly make recommendations towards its improvements. Strategic Framework of HTC HTC Corporation principally deals in manufacturing electronic products such as laptops, mobile phones, smartphones and other handheld devices. The business functions executed by HTC are spread internationally. It is worth mentioning that the company has been learnt to experience a significant growth rate in its international as well as national operations owing to its effective approach towards HRM and comprehensive differentiation strategies (Scribd Inc., 2012). Strategies in any organisation are concerned towards the long term planning which are further divided into five aspects, i.e. organisational mission and objectives, environmental examinations, strategic formulations, strategic implementations and strategic assessments. The mission outlines the organisational values and ambitions. The mission and objectives designates the way of strategic management within an organisation (Erdil & Gunsel, n.d.). In this context, in HTC, the objective and mission of the organisation has been identified to emerge as one of the top smartphone organisations in the world. Therefore, it is quite likely that the human resource strategies adopted by HTC replicate its organisational objectives and mission. The examination of environment assists in identifying the organisational strengths as well as weaknesses along with prevailing external organisational prospects and threats. These aspects are significant for the future sustainability of any business. Contextually, the industry where HTC operates its business is dynamic in nature which incorporates the characteristics of mobile phone sector with personal computer sector making a complete utilisation of the benefits of high-end technology. Moreover, the value chain of HTC contains operating system, brand, and telecommunication providers along with the dynamic resources and capabilities (Chiou, 2010). The strategic formulations in any organisation includes the senior executives liable for assessing the interface between strategic issues and making strategic selections which intends to direct employees to satisfy the organisational goals. It is in this regard that the strategies of HTC are always
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