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by the U.K’s larges retailer, Marks and Spencer, with an analysis of factors impacting these approaches and the way this organisation benefited from them. Through this illustration, various HRM practices such as best-practice and best-fit models, and management models such as high-commitment, high-involvement and high-performance work management models along with resource-based model have been comprehensively analyzed.
According to Jackson and Schuler (1999; p.4), Human Resource Management (HRM) is a broad spectrum of organisational elements such as ‘specific human resource practices including recruitment, selection, and appraisals; formal human resource policies meant to control and/or promote development of specific practices in order to drive the desired organisational culture; and, overarching human resource philosophies, which specify the values that attracts, develops, motivates, and retains employees who ensure the effective functioning and survival of the organisation and its members.’ These three components of HRM are in turn impacted by internal contextual factors such as structure, size, organisational life cycle stage, and business strategy; and external factors such as legal, social, and political environments, unionization, labour market conditions, industry characteristics and national cultures (Jackson & Schuler, 1999).
Strategic HRM refers to the integrative framework of HRM with strategy, encompassing several aspects of the organisation’s external and internal environments at national and international levels including multiple stakeholder perspectives. In addition, it demonstrates a myriad of outcomes associated with strategic HRM reflecting the purposes of various stakeholders. Hendry and Pettigrew (1986) explain that this strategic integration of HRM with strategy is accomplished through use of planning; use of rational approach to the design and management of personnel systems based on an employment policy and manpower strategy
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This paper will describe the importance of theory in analysis of human resource strategy in this dynamic environment and will analyse whether the role played by theory in human resource strategy is irrelevant or vice-versa. The managerial theory is vital for supervising the employees in enterprises with complex organisational structure.
HUMAN RESOURCE MANAGEMENT STRATEGY Word counts: 2987 Your name …………………………………….. College / University ……………………………. Date …………………………………………….. TABLE OF CONTENTS TABLE OF CONTENTS 2 Introduction 3 British Airways: Company Profile and Industry Analysis 4 Porter’s Five Forces Analysis 4 The HR Strategy of British Airways 6 High Performance Working as an HRM strategy 7 Salient Features of High Performance Work System 7 Basic Elements of High Performance Working 9 Major Elements of the High Performance Working in British Airways 9 Strategic ways for Meeting the challenge 13 Conclusion 14 References 15 Introduction Hu
A Questionnaire on information about Human Resource Management Strategy at Omantel Company has also been included. Some of the challenges that the company faces include the existence of the vertical management structure leading to unidirectional decision making.
One of the few sure things in this unsure and unstable world is the increasing pressure of globalisation on businesses. There is a growing number of globally operating companies and globally operating workforce. The field of international human resource management (IHRM) is becoming ever more vital for more and more businesses.
This realization has led to more attention being paid on human resource practices to improve the contribution of the human asset towards general business performance. The input from human resources management cannot be steeped in intangibles of the past, but rather be made of set of quantified measures for it to be use in the strategic decision making of a business organization.
Human resources have shifted in function with the introduction of technologies which have established new opportunities for strategic leadership in the evaluation of human capital and corporate culture. Issues on the strategic insight for HR in the current organisations are being considered.
According to the research findings, it can, therefore, be said that after the economic downturn is ceasing, many small businesses are now witnessing an increase in their revenues. However, they have a dilemma, which is deciding between using these extra revenues to expand the business and increasing their employee’s salaries.
Competency is the ability to perform a role to the best of abilities with optimum understanding of a specific area of study / operation. Therefore, it is essential that specialists be employed in each function within the Human Resources Department of an organization.
The changes in the working pattern will not be presented as a bunch of priorities set by the HR department, rather it should give a feel to the work force that the company is serious about the business and the work force is the back bone in enhancing the growth of the company.
Establishment of the communication networks and technological progress, have changed the face of human resource. Human abilities and knowledge determine the success or failure of the company. Companies are becoming more open to involve employees into all organizational processes: planning, strategy development and evaluation.
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