Critically evaluate the contributions Human Resource Management can make to the achievement of an organization’s strategic aims and objectives. Illustrate you answer with examples.
In today tumultuous times, the challenges that companies face to remain competitive have changed rapidly. With constant new breakthrough in technology, companies fought hard with its competitors to establish and maintain their competitive advantage. However, access to capital & technology has become less critical in today’s economy as compared to acquiring and keeping skilled workers. In a knowledge-based economy, it is important for companies to be more strategic in the way it operates. Human Resource Management today has to be strategic to meet the
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However, it is also necessary for HRM to employ the right numbers of staffs with the right set of competencies at the right time. For a job that requires technical knowledge, the human resource manager as well as the line manager will have to ensure that they are employing someone with the technical expertise in order for him to do his job well. It can be costly for them to employ the wrong person and to spend money and time to train that person. High skilled jobs, such as welder, scientist and researcher needs a lot of time and money for the person to able to achieve the level of competencies required to do the job well.
HR dept as well as the direct managers should also be able to balance the staffing of the people to the jobs available at that moment as well as the industry demand. They should sit together and discuss the annual staff resource planning. Some examples of different employment strategies are as such: Gift companies such as Noel and Far East Flora would consider employing part-time workers to cope with the demand for gift hampers during the festive period such as Christmas, New Year and the Lunar New Year. Mobile shops like M1 and StarHub would normally employ part-time staffs to handle their promotion booths that are set up at various shopping malls at any given time of the year. These part-timers are normally paid a fixed amount on a daily basis or hourly basis with some added incentives or commission. Some
The career that I have chosen to pursue is Human Resources Management. When I started out on the path of “what I want to be when I grow up” I started in a completely different line of work. I wanted to be a Nurse when I graduated high school. I enrolled in college and I worked at a children’s hospital. After a while I started getting burned out by working long hours and on the weekend and I started to wonder if this was the right career that I wanted to continue with. I was offered a position at a staffing company that tailored to physicians and nurses and I
3. Why is it important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor?
There are four major types of legislation that affect recruitment and selection in a non-unionized workplace within Saskatchewan. Those types of legislation being:
To begin evaluating strategic human resource management approaches, one must first understand the concept of human resource management and how it came to be. Human resource management stemmed from what use to be called personnel management in the early 1940’s. The term human resource management (HRM) was first used in the United States and it suggests to some that “employees were an asset or resource-like machines, but at the same time HR also appeared to emphasize employee commitment and motivation” (CPID, 2016).
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Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed
Schuler and Jackson (1987) propose the model of Human Resource Management as the business strategic policies and practices of the organization. This framework is to achieving competitive advantage in different industry condition. They argue for fit in different industry condition and business strategic. It includes innovation, quality enhancement and cost reduction. This business strategic associated with particular employee role behaviors and HRM policies and practices.
Employees are an organisation’s most important resource therefore, planning for and employing the right people to assist in achieving business goals is one of the main roles of the manager. Estimating human resource needs in terms of numbers, skills and abilities, and how to recruit those people are important issues that are need to be considered.
Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,
ERIE speciality chemicals was a company which is based in Cleveland, Ohio, which moved to china due to the key support provided by them in expanding their industrial capacity relating to chemicals. In order to expand its production in China performance polymers had merged with Wuhan plastics factory to form Wuhan Erie Polymers (WEP). Stanley Wong was the manager of the team that negotiated the joint venture and soon became general manager and then chairperson of the Joint venture. Though he was very pleased with his transfer back to Gary, he wasn’t finished yet. He wanted to nominate a successor who would take the company to another level. He
Netcare participates in employer surveys, internal surveys gets feedback from patients with patient feedback forms. These results help identify employment issues and are also used to reward and recognise individuals. Managers are even required to wear their name badges, thus enforcing them to lead by example.
Human resource management is a role within corporations that aims to motivate and enhance the human capital inside the organisation through designing and implementing policies and practices that will add value to the business (Stone, 2013). Due to the ever-changing environment, increased competition and cost-consciousness and basic human resource activities becoming automated or outsourced provides the need and opportunity for a profound change to human resource management to occur. Organisations need to maintain their competitive advantage by adapting quickly to changing opportunities, causing a need to adapt strategic human resource practices. Human resources need to identify strategic goals of organisations to use as a basis for policies and procedures implemented on human capital, with the aim to focus
Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative
Unique: The hypothesis and practice of HRM has been commanded by its conceivably key part and commitment to business achievement. There is a developing assemblage of proof for the achievement of 'superior work frameworks ' (HPWS) in light of collaboration and representative contribution. In any case, a great part of the exact exploration has been overwhelmed by huge scale overviews of assembling commercial enterprises. This contextual analysis of New Zealand Post investigates the methodology of planning and actualizing a fruitful HR change project in view of elite work frameworks. It shows how HR activities can make huge changes to business execution furthermore recognizes discriminating achievement variables, for example, cautious arranging, maintenance and enrollment process, arranging and execution evaluation assessment and methodical engagement of key partners.