...HR AND BUSINESS STRATEGY ALIGNMENT ON JOB PERFORMANCE AND EMPLOYEE SATISFACTION Abstract A company’s success is determined to a large extent by the nature of its employees as well as the level of devotion that employees demonstrate. Due to this, the top managers and executives are given the responsibility for maintaining control on employee’s activities as well as the employee’s management policies through the development of the Human Resource Management Department. This shows that how important role HR plays in maintain the employees satisfied within any organization. This research study is focused on studying the impact of HR and business strategy alignment on job performance and employee satisfaction. This research used deductive approach as this study find out the impact of aligning HR with business strategy and effect of job environment on employee satisfaction. The survey questionnaire method is used to get reliable and valid results based on close ended questions having a 5-Likert scale to measure the attitude of employees and employers towards the impact of aligning HR with business strategy and effect of job environment on employee satisfaction at Siemens. The research used SPSS for analysing quantitative information by using descriptive analysis and inferential analysis. Research shows that Siemens align HR practices and business strategy. From regression analysis, it is found that alignment of Human Resource practices with the business strategies of Siemens has...
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...A CLOSE ALIGNMENT OF ORGANIZATION STRATEGY WITH HUMAN RESOURCE DEVELOPMENT (HRD), AS A WAY TO IMPROVE INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE There is increased need of human resources development to meet today’s organizations’ needs, which are ever changing due to globalization that has resulted into more competition in the global markets (Garavan, Heraty, & Barnicle, 2002). According to Hyland (2005), human resource development (HRD) refers to the process of enhancing human resource capability through strategies and development, organization development and career development in order to boost their performance, which in turn boosts an organization’s performance. Therefore, HRD functions can be described as a set of organized and systematic activities, which are planned to provide opportunities to an organization’s members to acquire skills necessary for meeting their present and future job requirements (Chien-Chi & Gary, 2008). In today’s competitive markets and ever changing external environmental factors, HRD has become of great importance since it ensures productive and successful management (Du Plessis, Nel, Struthers, Robins, & Williams, 2007). Many organizations have therefore adopted the strategy of integrating their organization’s strategy into their HRD functions (Schuler, 1992), in addressing the changing external environment. Hyland defines organizational strategy as a plan of activities that an organization needs to undertake in order to meet...
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...Strategic alignment Strategic Alignement: A model for organisational transformation through technolgy By: J. Henderson N. Venkatraman Outline What is strategic alignment ? Strategic alignment mode Four alignment perspectives What is strategic alignment ? Strategic Alignment Model external internal Business Strategy Business Scope • Covers that affect the business environment e.g. markets, products, services, customers/clients etc. • Make business a success in market place i.e. core competencies like brand, research, manufacturing and product development • Covers relationships between the stockholder of the company and senior management Distinctive Competencies Business Governance Business Infrastructure Administrative Structure •Covers how organization runs its business e.g. questions regarding centralization, decentralization, matrix, geographic and functional organization type. Business Process •Covers all activities and how they operate e.g. value added activities and process improvement Human Skills •Hire/fire •Motivation •Train and education Information Technology Strategy Technology Scope • Covers all the essential information applications and the technologies that business uses • Capabilities that set IT services apart from the rest i.e. how much access business has to information that is important to business’s strategies. • Make up the authority and how resources, risks and responsibility, are distributed between...
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... Significance of Alignment Family Name of student | Student ID | Email | Mobile # | 1. | TAWFIK | 4113032 | waleedtawfik77@gmail.com | 0507214854 | Subject Code: MGMT 915 Subject Name: Management of Change Session: Autumn 2012 Table of Contents | | The Concept of Alignment and its Importance | 3 | Models and Different Views to Alignment | 4 | Discussion | 8 | References | 10 | | | The Concept of Alignment and its Importance There is no doubt that ‘alignment’ became more significant now than ever before, due to the recurrent changes occurring to the business environment in terms of technology, market demand, and even the customer preferences, which always lead to regular changes to organization strategies, systems, and processes, as noted by Schreyogg and Kliesch-Eberl (2007), that firms today are experiencing significant changes, and in response, many are significantly changing their strategies. In this rapid-paced changing business environment; alignment process becomes an even greater challenge, (Higgins, 2005), and more important and significant for successful change implementation process. The process of alignment shouldn’t have a start or end point, where it is an ongoing process of ‘fitting’ all organization’s functions in the right direction toward achieving the vision and the strategic goals of the organization. The same as Miles and Snow (1984) suggest that rather than viewing ‘alignment’ as a state, because...
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...A Literature Review of Business/IT Alignment Strategies. This journal is about a literature review which is useful for evaluating different alignment approaches, with the aim of discovering similarity, maturity, and capability to measure, model asses and evolves the alignment level existing among business and technological assets of an enterprise. The top research issue for currently is the alignment between business processes and supporting software system. For the first time the issue was mention in the 1970 and then several studies and researches were conducted focused the alignment concerns. Actually this paper is aiming to review a proper analysis which considering the alignment topics. From the view of the business and technological alignment, it focuses on the degree of the information technology mission, objectives and plans, support and is supported by the business mission, objective and plans. To looking how the organization can achieve alignment, the traditional approaches have been used, however only a little contribution about how to identify and correct misalignment. To complete the alignment strategies, the modeling and measurement is a must. The phase of modeling is about the various entitled the alignment concept and the links between business and IT entities. Measurement of the alignment degree existing between the chosen assets for establishing if there is any improvement. The alignment is supported by an automatic support where it’s all the processes. There...
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...Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study Qing Hu Florida Atlantic University, qhu@fau C. Derrick Huang Florida Atlantic University, dhuang@fau Follow this and additional works at: http://aisel.aisnet.org/cais Recommended Citation Hu, Qing and Huang, C. Derrick (2006) "Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study," Communications of the Association for Information Systems: Vol. 17, Article 8. Available at: http://aisel.aisnet.org/cais/vol17/iss1/8 This material is brought to you by the Journals at AIS Electronic Library (AISeL). It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact elibrary@aisnet.org. Communications of the Association for Information Systems (Volume 17 2006) 181- 204 181 USING THE BALANCED SCORECARD TO ACHIEVE SUSTAINED IT-BUSINESS ALIGNMENT: A CASE STUDY Qing Hu C. Derrick Huang Department of Information Technology & Operations Management Florida Atlantic University qhu@fau.edu ABSTRACT High levels of investments in IT and related products and services by firms over the last several decades produced only mixed results. Research shows that one of the most significant determinants of successful IT investments is the alignment between IT and the competitive strategies of a firm. Yet it is largely unclear to both researchers...
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...Aligning Information Technology With the Business Presented by: Paul Osborn Page 1 Discussion Objectives • Define what we mean by “Aligning IT with the Business” • Discuss why alignment is important • Share ideas regarding how to establish and maintain alignment • Provide a framework for establishing alignment Page 2 Aligning IT With the Business Creating and managing a business driven IT organization for which the primary focus is implementing information oriented solutions that are most important to meeting the business goals, objectives, and strategies of the enterprise. Page 3 Why is this an Issue? • IT organizations do not have a clear understanding of what’s important to the business. • The value of IT is not understood by business executives (and some IT executives). • Opportunities to use information technology are not identified, authorized, prioritized, and implemented, based on importance to meeting business objectives and goals • The business does not participate, from an enterprise-wide perspective, in decisions regarding IT direction and priorities. Page 4 What is necessary to align IT with the Business? • Assure that all IT activities contribute to the goals, objectives, and strategies of the business. • Encourage Executive Business Management to become continuously involved in plans and decisions regarding the use of information technology. • Position the IT organization to best address the needs of the business • Create a customer focused culture...
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...Alignment - Using the Balanced Score-card to create Corporate Synergies By Robert S Kaplan & David P Norton, Harvard Business School Press, 2006 Introduction Most large organizations are divided into business units. The challenge is to coordinate the activities of these units and leverage their skills for the benefit of the organization as a whole Alignment is multidimensional in scope, involving financial synergies, cross selling of products and services to deliver unique solutions to customers and sharing of knowledge and expertise across the organization. Alignment needs to be planned and executed carefully to maximize shareholder value. Generating Synergy When an organization aligns the activities of its various business and support units, it creates additional sources of value in various ways. Corporate financial synergy revolves around issues such as where to invest, where to harvest, how to balance risk and how to create an investor brand. Customer synergy means enhancing customer relationships by offering a range of complementary products and services from different business units. Internal process synergies can be created by generating economies of scale in activities such as procurement, logistics and infrastructure. Learning and growth synergies can be generated by developing and sharing critical intangible assets including people, technology, culture and leadership. Despite various innovations in organization design, there is nothing like the best...
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...A Summary of “Strategic alignment: Analysis of perspectives” by Tiago Reis de Almeida Preston Coleman and Raymon Papp’s paper hub on strategic alignment model. Furthermore, how it has been operationalized to enable assessment of an organization’s business and technology strategies into one of twelve defined alignment perspectives using a web-based model. The authors emphasise that the first concept of strategic alignment remains actual and usable to corporate executives looking to achieve alignment of their business and technology strategies. This model is presented as a combination between four quadrants, which one constituted by three components and it’s divided into two distinct areas: business and information technology (IT). Each area has two quadrants that define that part of the business. Focusing on the business area, the two quadrants are business strategy and organization infrastructure. Business strategy has three different components: business scope, distinctive competencies and business governance component. The first component links everything that might effect the business environment, such as markets, products, services). Distinctive competencies cover all items responsible to create market’s success, like brand, research, value chain. The last component is Business governance that relates to the existent relationships between stockholders and the directors board, governmental regulations and relations with other strategic partners. The other quadrant...
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...CC-307-017 Dynamic Strategic Alignment This reference note was prepared by Professor Steven White to introduce basic concepts and a framework for discussing strategic management. Copyright © 2009 by CEIBS (China Europe International Business School). No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the permission of CEIBS The CEIBS Case Centre is sponsored by McKinsey & Company. Dynamic Strategic Alignment CC-307-017 Dynamic Strategic Alignment This note introduces the concepts and frameworks that are commonly used in strategic analysis, integrating them within an on-going process of creating and improving strategic alignment. 1. FUNDAMENTALS The objective of strategic management is to create alignments—within the firm and between the firm and its environment—that give the firm competitive advantage and enable it to achieve its goals. Strategic change, therefore, is fundamentally a decision about what changes to make in order to create or improve alignment that moves the firm closer to its goals. Managers may increase alignment and performance by a) changing elements of the firm, b) changing features of the environment in which operate, or c) shifting to another environment. There will usually be multiple options, and managers must decide which changes are necessary, possible and worth the effort required. When making...
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...Chapter 2: Strategy: The Totality of Decisions Multiple Choice Questions 1. (p. 39) “Everyone wears several hats” and “succeed by working together” are examples of which of the following? A. Objectives B. Internal alignment C. Externally competitive D. Employee contributions Difficulty: Medium 2. (p. 41) “Putting some skin in the game” refers to: A. employees paid entirely on commission B. being paid as a contract vs. a regular employee C. below market base pay with stock ownership D. above market base pay with low benefits Difficulty: Medium 3. (p. 41) A compensation system that pays employees such that “some skin is in the game” means that A. a portion of employee pay is at risk B. employers risk high labor costs C. level of base pay is below competitors D. base pay is low while benefits are generous Difficulty: Medium 4. (p. 41)______________ changed its compensation strategy as the company grew and matured? A. SAS B. Google C. Microsoft D. CNET Difficulty: Medium 5. (p. 42) At the corporate level, a strategic compensation perspective addresses the question: A. What business should we be in? B. What is our desired return on assets? C. How can our total compensation help gain competitive advantage to achieve organization success? D. How can job analysis help us select the most appropriate certain compensation technique(s) for our organization? Difficulty: Medium 6. (p. 42) What level of strategy is the...
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...Strategic planning process Part A 1) Explain the Strategic Planning Process For a firm to survive and prosper in this highly competitive business environment, a firm must engage in strategic planning process that could define its objectives and assess both the internal and external situation; allowing the company to formulate strategy, implement strategy, evaluate progress and able to make adjustment as necessary to stay on track. There are many approaches to strategic planning but typically a three-step process may be used: * Situation - evaluate the current situation and how it came about. * Target - define goals and/or objectives (sometimes called ideal state) * Path / Proposal - map a possible route to the goals/objectives The Strategic Planning Process Mission & Objectives Mission & Objectives Environmental Scanning Environmental Scanning Strategy Formulation Strategy Formulation Strategy Implementation Strategy Implementation Evaluation & Control Evaluation & Control Mission and objectives It describes the company’s business vision. It includes a firm values, purpose and goals that help to pursue future opportunities. Having a business vision helps firm’s leaders to define measurable financial and strategic objectives. Financial objectives involve measures such as sales target. Environmental Scan It involves the following components: * Internal analysis of the firm * Analysis of the firm’s industry (task environment) ...
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...proactively. This problem was mitigated soon through its competencies in strategizing and manufacturing potentials as well as the expansion of its product diversification, i.e. the establishment of new brands which were the “classic” and the Audi brand group so that the focus is not just on the traditional mid-sized vehicles of a particular segment. Moreover, given the high quality of cars they manufacture, good service, focussed marketing and well-organized stock rotation gives Volkswagen a competitive edge over the other automobile manufactures. The highlight of this case study is to analyse Volkswagen’s business and IT strategies and the importance of process prioritization in executing and aligning these strategies with enterprise goals. With more in-depth analysis of the case, the major challenge faced by Volkswagen during the time was the poor strategy to comprehend the importance of the projects which led to the supply flow project to not be funded entirely. The NRG goals locally in the US were not met because the project’s value was more concentrated on other redundant aspects such as the benefits of data warehouse. The outsourcing of its IT by signing a contract with Perot Systems reduced...
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...INSTITUTE OF PUBLIC ADMINISTRATION AND MANAGEMENT (IPAM) UNIVERSITY OF SIERRA LEONE RESEARCH PROPOSAL PROPOSED MASTERS-MPA PROPOSED TOPIC THE IMPACT OF STRATEGIC INFORMATION SYSTEM PLANNING AND IT’S ALIGNMENT WITH THE STRATEGIC PLAN OF THE ORGANIZATION A CASE STUDY: PARLIAMENT OF SIERRA LEONE (STRATEGIC PLAN 2009-2013) SUBMITTED TO: THE DEAN OF POSTGRADUATES STUDIES SUBMITTED BY: JOSEPH CONTEH INTRODUCTION Strategic information system planning (SISP) is consistently identified as the most critical issue facing the Organization. Leaderer and Sethi define strategic information systems planning as the process of identifying a portfolio of computer-based applications to assist an organization in executing its business plans and realizing its business goals. Strategic information systems planning also include the search for applications with a high impact and the ability to create- an advantage over competitors. The use of Information Technology associated with proper planning would increase business success within the organization. SISP is considered to be the best mechanism that would support the organization to assure that IT activities are attuned with those of the rest of the organizational needs. The paper will focus on such factors that will assist the organizations to success in the strategic information systems planning. Background Information to the Research area Over the years, some organizations have made technology decisions and acquisitions...
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...IT Alignment Through Business Capabilities & Governance September 21, 2010 Thrivent Financial for Lutherans • Not-for-profit, Fortune 500 financial services membership organization • Largest fraternal benefit society in U.S. • Help approximately 2.6 million members achieve financial security and give back to their communities • Offer a broad range of financial products and services • More than $67 billion in assets under management • Ranked 342 on Fortune 500 list based on 2009 revenue of $6.514 billion Confidential – For Internal Use Only -2- Agenda • Creating Alignment with Business Capabilities • Case Study • Optimizing Investments: Governance -3- Agenda • Creating Alignment with Business Capabilities • Case Study • Optimizing Investments: Governance -4- Creating Alignment with Business Capabilities Evolution not Revolution Strategy Capability Process Capability Capability Capability People/ Organization People/ Organization Strategy Process Skills/Training Framework/Methodology Framework/Methodology 2006 2007 2008 2009 Developed Thrivent Capability Map Used capabilities to communicate common needs and project overlaps to achieve reuse savings. Defined roadmaps relevant to Thrivent Create a business architecture practice -5- Creating Alignment with Business Capabilities Business Capability Planning Strategies Vision 2011 Comp Redesign Member Access Points Service Strategy Integrated...
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