Alignment Of Hrm And Business Strategies

Explain why the human resource function should be aligned with an organization’s strategic plan (use ideas from the Module One discussion on this topic).

Critically compare and contrast the ‘best fit’, BP and RBV models of HRM strategy – explain how EACH approach is argued to contribute to improve organizational performance.

On the next line down, draw a line of boxes, one for each person directly reporting to the Department Head. Those are the supervisors of staff.

Organizations can use internal recruitment and external recruitment activities to find the best employees for a position. Describe these two approaches and provide one advantage for using each approach. (4 Marks)

The Human Resource Function should be aligned with an organizations strategic plan because an organization has a vision of what they want their company to be and in what time frame they would like to achieve it in. By aligning the human resources with the plan they (Human Resources) can make sure that the organization has the right people with the right skills in the right place at the right time. (Snell, 2015) For example Harvey Building Products recruits in their slow season (winter) to have the candidate trained in all aspects of the position before their peak season. An example would be a warehouse person would need to be certified in driving a forklift, learning the scanning system and knowing about as much of the product as they can. For someone being hired in the inside sales office they would need to be fluent in SAP by the peak season, get to know the customers and how they prefer things, as well as know as much about the products as they can. Another example would be that existing employees go to sessions to be updated on new product, colors and software.

The importance of HRM’s role is not debated and some key characteristics of its influence have been identified. The degree of ‘fit’ between HRM policies and the wider organisational strategy for knowledge sharing, integration and creation must be analysed. Placing emphasis on individual experience or on collective knowledge bases has dramatic implications for the kinds of selection, career development and reward policies that will be effective for the organisation. There are also longer-term effects from HRM policy which have an impact on the quality of trust and relationships through which knowledge is shared. Newell et al (2002) note that there is something that emerges in an organisation ‘bottom-up’ out of informal interaction, which

Motors & More, Inc. will be using the prospector strategy to ensure success of their business. The role of this strategy is extremely rocky, but if effectively executed correctly will be limitless. A prospector strategy is on growth, innovation, and new product development. Human Resources strategy within any organization is to also be concerned about “the organization’s customers, competition, cost structure, and regulatory environment, on a short note jobs” (Lee, 2013, para. 2). The reason these fundamentals are important when focusing on the Human Resource department, is because it creates the creation of jobs, allows jobs to show equal growth with a strong performance level and job retention. We need to ensure every employee has the support

Chong, Patricia. _Servitude with a Smile: An Anti-Oppression Analysis of Emotional Labour._ Global Labour Universit

Internal sourcing often lies at the core of an organization’s recruitment system and a lot of times current employees are usually considered first when a job becomes available particularly for organizations whose talent philosophy supports promotion from within, such as the company I work for, therefore making internal sourcing more effective than external sourcing. Due to the fact that current employees can quickly grasp the concept of the skills and information needed for the position once hired, a lot of companies try

An effective human resources (HR) strategy is the complete design, or strategic plan, that directs the engagement of specific HR functional areas. Subsequently, HR strategies will guide decisions about company personnel to make sure they are best suited for the company. For this to be successful, all of the functional areas of HR strategies must be directly compatible with the entire business strategy of the company (Wright, Snell, & Jacobsen, 2003). One such company that has been very successful in developing an HR strategy to support the overall business strategy, is the United Services Automobile Association, or more commonly known as USAA.

1. Executive Summary (if you use a number 1., then you must have a number 2.)

CRITICALLY COMPARE AND CONTRAST THE 'BEST FIT', 'BEST PRACTICE' AND 'RESOURCE-BASED VIEW', MODELS OF HRM STRATEGY AND EXPLAIN HOW EACH APPROACH IS ARGUED TO CONTRIBUTE TO IMPROVED ORGANISATIONAL PERFORMANCE.

In this paper, we will be looking into Westport Fuel Systems Inc. Corporate strategy and the alignment of HR strategy. The HR functions, the company growth, innovation and talent management. We will discuss in details how Westport implement its strategies and how effective these strategies are to the growth and development of both the company and employees. Also whether these strategies help in employee retention and general business productivity or not. Business success highly depends on these mentioned key areas. The result of business success depends on how effective corporate strategy is implemented. Recommendations and conclusions will be drawn from our findings after discussing the key points in details.

What are the Human Resource practices that one could consider value creating and that are useful and helpful for both the administration of an organization and the individuals who work in that organization? Why do these practices create value? These issues will be presented in this paper.

By recognizing that HRM must be an integral part of the business plan, OCBC has allowed it to be as much of a priority as any other aspect of their organization. When it is written at the top and is allowed to become a part of what the business stands for, when all management is included, it becomes a powerful tool. Delmotte, De Winne & Sels (2012) state “HRM is no longer the exclusive responsibility of the HR department, but rather the responsibility of a mix of actors inside and outside the organization, such as top managers, line managers, and external HR service providers (Valverde, Ryan and Soler 2006)” (p. 1502). OCBC uses a strategically planned approach to managing and developing their staff, its uniqueness is refreshing. They are always in the “recruit” mode, actively seeking viable employees. Once hired, they focus on the employee’s professional needs, offer extensive training and cross-training across their different entities and product offerings, even those in other countries. OCBC (2015) states “We want you to enjoy and take pride in your work, be passionate, driven and have fun - after all, joy does bring out the best in people. And we want nothing less. At OCBC, we believe that everyone should have the opportunity to succeed. No matter where you see yourself in the future, we want to help you get there” (www.ocbc.com, 2015). OCBC has a structured 3 year training program for each employee. In addition, they offer on-the-job training, in-house training and