...organizational landscapes, since managing in a global marketplace, introducing new technology, developing organizational knowledge, improving customer service or product quality, requires considering the “human equation” (Pfeffer, 1998). The management of organization human resources is an integral part of how an organization is going to achieve its mission goals. Without people, there is no one to do the work. Therefore, integrating HRM into the organization strategic plan is important step in Establishing an HR Strategy. The function of building human resources management strategy requires analyzing the current strategies of the organization and its goals which means Because of the globalization, the competition is very intense to get competitive advantage. Globalization represents the structural making of the world that is characterized by the free flow of Information technology and human resources across national boundaries as well as the spread of Technology and mass media presenting an ever-changing and competitive business environment. Global business is characterized by the free flow of human and financial resources especially in the developed economies of European Union (EU), the North American Free Trade Agreement (NAFTA), other...
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...Integrating Strategy and Human Resource Management Name Institution Affiliation Integrating Strategy and Human Resource Management Introduction The integration of the two aspects of human resources has enabled the organizations to address the issues that they face both internally as well as in their respective industries. Therefore, this is an indication that organizations ought to integrate human resource planning with human resource management so as to adjust in the ever-changing markets. “This makes the roles that human resources play within an organization to be very imperative, and which ought to be managed properly” (Davila & Marta, 2009). Integration Strategy The Human Resource Management plays a crucial role in all organizations (Davila & Marta, 2009). In the cases of People’s Bank, Maid Bess, as well as Ingersoll-Rand, there is a unifying theme in relation to the significance of the Human Resource Management in all these organizations. The unifying theme is that HRM integrates the process of human resource planning in all the aforementioned organizations with the strategic planning process, strategies that will help them in surviving in the ever-changing business world. For instance, in the case of People’s Bank, HR planning was integrated with s strategic planning process by means of synchronization of all its scanning process with that of the bank’s entire environmental scanning process. The strategic role of HRM that has been adopted by the U...
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...Consulting MAY 2009 CSR and HR Management Issue Brief and Roadmap 2 ISSUE BRIEF AND ROADMAP OBJECTIVE • To understand the foundational elements that need to be in place to foster a high performance CSR (corporate social responsibility) organization and develop a framework or roadmap for firms wishing to become a high performing CSR organization. AT A GLANCE • Human resource professionals have a key role to play to help a company achieve its CSR objectives. Employee involvement is a critical success factor for CSR performance. Human resource managers have the tools and the opportunity to leverage employee commitment to, and engagement in, the firm’s CSR strategy. • High performing CSR organizations foster a culture of CSR and fully integrate CSR throughout their operations, rewarding and incentivizing CSR decisions and initiatives. • Employees prefer to work for organizations aligned with their values; thus, incorporating CSR into the employee brand can enhance recruitment and retention, particularly in tight labour markets. • CSR can be applied to the HR toolkit, resulting in a roadmap or pathway for human resource practitioners to follow who wish to contribute to the achievement of their organization’s sustainability and business aspirations, thereby improving social and environmental conditions locally and globally. CSR and HR Management Issue Brief and Roadmap 3 CSR and HR Management Issue Brief and Roadmap 4 CSR and HR Management Issue Brief and Roadmap ...
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...MODULE: HUMAN RESOURCE MANAGEMENT TABLE OF CONTENTS 2.1....................................................................Introduction 2.2....................................................................Corporate Strategy 2.3.....................................................................Strategic human resource management and human resource strategies 2.4.....................................................................Conclusion 2.5.....................................................................Recommendation 2.6......................................................................Bibliography LITERATURE REVIEW ON THE STRATEGIC FIT/INTEGRATION BETWEEN BUSINESS STRATEGIES AND HR STRATEGIES 2.1 INTRODUCTION This chapter presents a review of the relevant theoretical and empirical literature from books, referred journals, research projects and the internet. The achievement of any set of corporate objectives requires deployment of the two most important basic resources, namely, people and money. Deficiency in either of the two can reduce the best laid strategy to a valueless pipe dream. Organisations seem to find it more difficult to develop human resource strategies which are linked to business strategies despite a widespread recognition that this is important (Hussey, 2000). For Press Trust to achieve its strategic plans, it is only by having the right quantity and quality of management and non-management personnel on board. People that...
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...Resource (HR) planning is the formal process of linking business strategy with human resource practices. Approaches to human resource planning can be arrayed along a continuum ranging from an "add-on" to business strategy to a separate planning process (Figure 1). At one end of the continuum, HR planning is little more than a postscript to a business planning process. After engaging in an extensive business planning process in which business product, market, and technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document, these isolated HR plans add little value to the business because they are separate from the business planning...
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...laws based in Title VII of the 1964 Civil Rights Act as amended. HR consultants serving as strategic partners are giving access to sensitive information consequently, the client expects the consultant to act professionally and ethically concerning distribution of information that is the property of the client (Stewart, 2011). When an HR consultant departs one client and joins another client it is understood that the knowledge acquired at the previous company is not only sensitive, it is also valuable if shared with the new client. It is worth mentioning that all information is not sensitive. For instance if the overlap is an issue such as workplace violence and the HR consultant devised a training module that reduced the occurrence of violence by 20%, then this information can be rightly shared with the new client. Conversely, if the HR consultant was present during strategic planning session with the previous client and learned information that would give the new client a competitive edge, doing so would be an ethical violation and could led to criminal prosecution. Overlapping issues require the HR professional to use good judgment in addition to following the ethical guidelines outlined by the Society of Human Resource Management (SHRM code of Ethics). SHRM requires all of its members and highly recommends all nonmembers to follow the ethical guidelines posted on the SHRM website. These guidelines admonish HR professionals to adhere to the highest standards of ethical and...
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...A. Huselid Rutgers University Brian E. Becker State University of New York at Buffalo In this article, the authors focus on the challenges and opportunities associated with integrating the macro and macro domains of the strategic human resource (HR) management literature. Their specific focus is on the development of a differentiated HR architecture in support of strategy execution as a key organizing theme. A focus on strategic capabilities and strategic jobs as the focal point of workforce management system design represents a significant potential source of value creation for most firms. But, also, differentiation by strategic capability instead of hierarchical organizational level represents potential implementation challenges for managers, and theoretical and empirical challenges for academics. Keywords: high-performance work systems; workforce differentiation; strategic human resource management; strategic capabilities A significant divide between the micro and macro levels of theory and analysis is evident in many areas of the organizational sciences. While increasing levels of specialization are often associated with disciplinary growth and maturity, the consequences of this trend can be unfortunate, as answers to important questions in an increasingly global and complex business context will require scholars to draw on the strengths of both perspectives. Corresponding author: Mark A. Department of Human Resource Management, School of Management and Labor Relations...
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...Alignment of HRM and Business Strategies Assignment 1 Strategic Human Resources Management- HRM 530 Ford Motor Company believes it is one of the greatest automobile manufacturers of all time. One Ford, One team, One Plan, One Goal is the mission and vision for its company, which is an American diversified global automobile industry, and that was founded in 1903, by Henry Ford (“History of Ford Motor Company”, 2015). These vehicles have changed how the world view and drove automobiles. Their core values are putting people first, pursuing excellence, embracing the change, acting with integrity and serving our world. They have always worked on the base of founding principles and their heritage. Propose how you would ensure the HR strategy is in alignment with the business strategy. According to the OPM, HR (1999), alignment means to incorporate decisions about people with decisions about the results an organization is trying to obtain. Companies that successfully align HR with the business mission accomplishments do so by integrating HR with the planning process and activities that support the mission and goals of the company, while building a strong relationship. Aligning Human Resources (HR) Strategy with the Business Strategy, Ford is committed to ever changing upgrades and developments to help ensure the company can realize its goals. This company’s values and vision will provide the groundwork for everything it does to include its employees, what’s right for the customer...
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...sustained competitive advantage (Wright and McMahan, 1992; Boxall and Purcell, 2008). And that this has led to the evolution of strategic international human resource management (SIHRM), which not only acknowledge the need of balancing global integration and local responsiveness (Evans et al., 2002), but to seek strategic fit between HR policies and business strategy in order to achieve superior business performance. The researcher’s paper focus upon China with reference to foreign MNCs’ operations and the challenges faced from the dual pressure of balancing globalisation and localisation. Arguing that by combining the concept of SHRM with IHRM it identified a new research area of SIHRM which addressed the HRM issues and activities resulting from, and impacting on, the strategic activities and international concerns of MNC’s, that the universality, contingency and configurationally approaches in SHRM provides a theoretical foundation and development of HR practices and firm relationship that have been reflected in the substantial number of empirical studies, The research concludes that HR practices must be combined with specific business strategies to enhance organisation performance, that foreign MNC’s are seeking...
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...11 Elimination of competition 11 × REASONS WHY MERGERS AND ACQUISITONS CAN FAIL 12 No common vision 12 Weak leadership and poor governance 12 Poor strategic fit 12 Cultural and Social Differences 13 Incomplete and Inadequate Due Diligence 13 Poorly Managed Integration 13 Overpaying the target company 13 Changing market condition 13 ARTICLE STATING REALITIES OF M&A for HR 14 SUCCESS MANTRA for M & As 15 Cultural integration 15 Change Management 16 Management resources 16 Role of HR in M&A’s 18 Three Stage Model of Mergers and Acquisitions 21 Stage 1-Pre-Combination (HR Issues): 21 Stage 2-Combination and Integration (HR Issues): 22 Stage 3: Solidification and Assessment (HR Issues): 22 Role of the HR Department in M&A Activity 23 INDUSTRY EXAMPLE – Schnieder 26 Challenges due to acquisitions 26 Industry Example – MTS 29 Conclusions 30 At the Company Level 30 At the HR Level 31 REFERENCES 33 EXECUTIVE SUMMARY Mergers and acquisitions, as a means of rejuvenating and restoring business, have become increasingly popular phenomena for quite some time. Instead of starting from scratch for expansion into new territories, companies are spending more on merging with and acquiring existing companies in the target territory. The reality is always not as simple as it seems, and this is true in case of M & As. Merely acquiring a firm isn’t enough. All the operations, functions and facilities of...
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...organizational espirit de corp that aligns the hearts and minds of your staff with the aims of the business”. (Boar 1997, p. 196) Acronyms used in this paper: HR Human resources HRM Human Resources Management SCA Sustainable Competitive Advantage SHRM Strategic Human Resources Management Student: Jason D Bingham Student no.: Unit: GSN406 HR Management Issues Assessment: 1 (15% weighting) Word limit (( 1000) 1047 (excl. list of references etc.) Lecturer: Due date: Friday 25 May 2001 Table of contents 1.0 Introduction 1 2.0 Definitions 1 2.1 Human Resource Management 1 2.2 Strategic management 1 2.3 Competitive advantage 1 3.0 Strategic approaches to HRM 1 4.0 How SHRM can provide competitive advantage 2 5.0 Validation of SHRM: Case studies of successful firms 3 5.1 SAP (Australia) 3 5.2 Delta Airlines (USA) 3 5.3 Pepsi-Cola International 3 5.4 Apple Computer (USA, Europe, Pacific) 3 6.0 Conclusion 3 7.0 List of references 5 8.0 Bibliography 6 Appendix I - Equal status organisational chart 7 Introduction Human resources management in contemporary business is significantly different...
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...Ramroop Strategic Human Resource Management June 2010 Question 3 It has been claimed that the primary role for the HR function is to help businesses to become ‘High Performance Working’ organizations. a) Define the phrase ‘High Performance Working’. (5 marks). b) Identify and justify the HR strategies which need to be implemented in order to develop an organization as a High Performance Working business. (15 marks) c) Outline the competencies required by senior HR professionals if they are to be taken seriously as agents capable of promoting high performance working in the organizations by which they are employed. (10 marks). The high performance working (HPW) model is often the model used by researchers investigating the people management/performance link. It aims to make an impact on the performance of the firm through its people in such areas as productivity, quality levels of customer service, growth, profits and ultimately, the delivery of increased shareholder value. Significant levels of employee engagement, commitment and involvement, with participatory mechanisms in place, so that employees are not merely instrumental in their orientation. HPW is a holistic, integrated and bundled set of HRM policies and strategies which cumulatively deliver high performance from the workforce. b) Implementing High Performance Working into HR Strategies there are certain measures that need to be considered: * Getting top management’s commitment, particularly to resource...
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...said about the literature on diversity in an international setting. Indeed, from a diversity management perspective we know surprisingly little about how multinational firms are responding to the increasing globalization of their workforce. This study seeks to contribute to this underresearched area through an in-depth longitudinal case study of TRANSCO, a well-known European MNC, which has been attempting to integrate diversity management globally throughout its worldwide operations. Adopting a Finnish host-country perspective, the study investigates what TRANSCO has been integrating, how it has tried to facilitate this and the challenges that have arisen throughout the process. The results indicate that TRANSCO has committed a considerable amount of resources to the global diversity management integration process, reflected in the myriad of integration mechanisms utilized. In terms of their integration strategy, it was evident that TRANSCO was able to achieve global consistency at the level of diversity philosophy, but was forced to rely on a more multi-domestic approach to implementing diversity policies and practices. The challenges encountered served to highlight the demographic, cultural and institutional embeddedness of diversity management when transferred into a non-Anglo-Saxon host context. Keywords Diversity management; multinational corporation; institutional theory; Finland. Introduction Although increasing workforce diversity and its...
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.............. 4 OVERVIEW ..................................................................................................................... 5 HR AS A STRATEGIC PARTNER .................................................................................. 5 A GLANCE AT STRATEGIC HUMAN RESOURCE MANAGEMENT ............................. 7 VARIOUS HR STRATEGIES EMPLOYED BY ORGANIZATIONS ................................. 7 Fig 1 Strategic Framework for Human Resources .......................................................... 8 LOYAL SOLDIER (INTERNAL/COST HR STRATEGY) .............................................. 8 BARGAIN LABORER (EXTERNAL/COST HR SRATEGY) ......................................... 9 COMMITTED EXPERT (INTERNAL/ DIFFERENTIATION STRATEGY) .................. 10 FREE AGENT (EXTERNAL/DIFFERENTIATION HR STRATEGY) .......................... 10 ALIGNING HR STRATEGIES WITH COMPETITIVE BUSINESS STRATEGIES ......... 11 Table 1 Compitetive strategies and HR strategies ........................................................ 11 SHRM & ORGANISATIONAL PERFORMANCE ........................................................... 12 DEVELOPING & IMPLIMENTING A HIGH PERFORMANCE WORK SYSTEM (HPWS) ...................................................................................................................................... 14 Fig 2 Integrating Core functions to create a HPWS ....................................................... 14 Fig 3 Achieving HPWS...
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...Phida HR OUTSOURCING The Human Resources department or support systems are responsible for personnel sourcing and hiring, applicant tracking, skills development and tracking, benefits administration and compliance with associated government regulations. A human resources department is a critical component of employee well-being in any business, no matter how small. HR responsibilities include payroll, benefits, hiring, firing, and keeping up to date with state and federal tax laws. Any mix-up concerning these issues can cause major legal problems for your business, as well as major employee dissatisfaction. But small businesses often don't have the staff or the budget to properly handle the nitty-gritty details of HR. Because of this, more and more small businesses are beginning to outsource their HR needs. HR outsourcing services generally fall into four categories: PEOs, BPOs, ASPs or e-services. The terms are used loosely, so a big tip is to know exactly what the outsourcing firm you're investigating offers, especially when it comes to employee liability. A Professional Employer Organization (PEO) assumes full responsibility for your company's HR administration. Business Process Outsourcing (BPO) is a broad term referring to outsourcing in all fields, not just HR. Application service providers (ASPs) host software on the Web and rent it to users--some ASPs host HR software. E-services are those HR services that are web-based. Both BPOs and ASPs are often referred...
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