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A business strategy no matter how good it is, will succeed without the contribution of people. A proper analysis of data collected from human capital can help an organisation in developing business strategy process.
In majority of the organisation people is regarded as the most important asset. To create value, an organisation has the task of utilising the knowledge, skills and also abilities of its people. Intangible value that is present in an organisation is its people. The HR personnel therefore have a greater task of managing the people of an organisation. An organisation will be able to achieve its objectives in the business front if strategic HRM is considered as a contributor in business strategy (CIPD, 2009).
The case study is about Kazamy Manufacturing, a company having their business in both manufacturing and sales operation. Kazamy is different from other Japanese plants in this regard as most of them are involved only in manufacturing operation. Kazamy has established itself as one of the leading companies in Europe. It focuses on building a cordial relationship with their customers and also they enable their human resources i.e. their staffs to have a say in their marketing policy. Kazamy has given great importance to their manpower resources and utilised their knowledge and qualities in developing the company further. HR director of Kazamy joined in 1986. Since then he along with other members of kazamy hierarchy has worked hard in establishing their position in their business sector.
Kazamy followed a strong HR philosophy. They didn’t want a traditional factory which is already present in UK. Their major policies were developed by the use of two principles. They firstly didn’t want to create a prototype Japanese plant existing in the rural Midlands area; secondly they strongly wanted to manage their manpower resource without the influence of any trade union. They valued
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This function deals with issues of staff management, particularly – over hiring, compensation and performance supervision (Goeldner & Ritchie, 2009 p. 89). Other roles of the function include safety wellness, development of the organization, employee motivation, communication, benefits, training and the administration of the functions of the human resources capital available at the organization.
Human resource management of an organization deals with a number of management decisions which have a major impact and influence on the people of the organization. The human resource management when dealt with in a strategic manner with strategic plans and well thought out and strategically devised practices, then this is referred to as Strategic Human Resource Management. The main aim of this paper is to compare and contrast the various approaches of strategic human resource management.
The change being planned in the organization will lead to transformation in three major areas: Communication, Commitment and Control. This will lead to change in employee roles and relationships, organizational structure, employee compensation structure as well as the way that employees work.
Human capital being the biggest driver of the organization mission highly emphasizes the utmost importance of strategic human resource management (Baruch and Peiperl, 2000) Q.1 Explain how planning makes the benefits possible In both organizations whose business agenda if focused on selling of goods or services, human capital is a valuable asset.
Strategic human resource management refers to a managerial process where the human resource manager comes up with policies and practices that have to link with the overall strategic objective in an organisation.
The report is concerned about the trend which is observed in present-day Organisations that are focusing on the survival rather than their growth and development. Organisations collapsed due to economic slowdown have alerted the existing ones regarding their survival in the highly uncertain environment where survival has become a tough matter of subject.
Strategic human resource management can be defined as an efficient management process of utilizing human resources to the best extent and it aims at enhancing the organizational efficiency (Fombrun et al., 1984). It is a complex process that is continuous in nature
Other significant properties in the firm include Arabian Ranches and Downtown Dubai (Perkins, Shortland & Perkins, 2006). Business scholars acknowledge that the success of every firm as born to strategic human resource
The two concepts are interrelated but one elicits higher performance than the other. There was need to develop this advanced form of human resource management as a result of the changing nature of technology, economy and market. There was a need to come up with a
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