Analysis Of Innovative Hr Strategy For Developing Healthy Organizational Culture

Dr. Ulrich goes on to support the need for HR in today’s business world. He feels that there are 5 critical challenges that businesses face: Globalization, profitability through growth, technology, intellectual capital, and change (Ulrich 126). Conversely, these things do not matter on a competitive scale. All businesses need these things to survive, but they can be attained and copied. The only competitive weapon left is organization (Ulrich 127). That is where Ulrich believes HR plays its most vital role. The differences between the leading businesses in their respective markets is their organization. Top-tier businesses are run efficiently with good HR relations. For businesses to take the next step towards maximizing their operations, they must change the culture surrounding HR and train their HR teams to become sufficient in promoting higher employee morale. Ulrich is convinced that senior operating managers must value the “soft” matters, define and hold HR accountable for its results, invest in innovative practices, and upgrade HR professionals (Ulrich

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

Business environment is facing a rapid change that reminds the business management to focus on its core competencies to survive and sustain in the competitive environment. The core competencies can be developed by strategic human resource management. According to Armstrong (2006) employees are the valued assets for a company. The strategic human resource management is mainly developed in accordance to the fact that human resources need to be managed strategically for the company to enjoy sustainable competitive advantage.

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

Conducting Significant HR activities: HR departments should reconsider their policies and also offer innovative and creative positions, should offer constant appraisals and career growth opportunities to their experienced staff in order to motivate them more, at same time also offer new positions with

Human Resources often begins as very tactical policies, records, compliance, discipline, compensation, benefits, job descriptions, hiring, performance management (). Taken to the next level, HR becomes strategic, connecting employees to the business mission, values, and vision, in order to drive business results (). Employee goals and metrics align to the business strategy and rewards tie into results. Additionally, careful consideration is given to developing talent pipelines, employee succession plans, and career planning in order to respond flexibly to the inevitable work flow and staffing changes that all businesses experience ().

Human Resources is not known for early adoption or being innovative. Human Resources is known for its compliance orientation and focus on risk mitigation. What has put HR in a innovation zone today, is the new technologies and the potential to increase engagement and productivity and the pull of employee

The role of HR in the present scenario has undergone a sea change and its focus is on evolving such functional strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving the performance of the employees by building a conductive work environment and providing maximum opportunities to

It is important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor because of the involvement of competitive advantages through a company s’ employees. Strategic HR managers need proceed with the professional growth by hiring employees with high potential and giving them opportunity to learn and make lot of experience from their job roles where can access to brightest future in the industry. Secondly, the executive succession where the strategic HR managers will hiring the potential successors and grooming them with experience and advancement to be ready for replacement of the owner of company. A company can be in right direction if proceed with the strategic succession planning. Third is the labor cost efficiency. Strategic HR department mainly focus on their top performers who effort the most to organizational goals and long-term company success. A strategic HR philosophy ensures the employees satisfied perfect where by paid to

However to further align the business to the recommended strategy we need to ensure that the human resource (HR) strategy is aligned to the capabilities that support the positioning strategy and ensure suitable management practices and HR management structure are specified to support it. A distinct new culture will be required to be fostered. Figure 13 below, demonstrates the principle shift required in moving the dominant culture from the Hierarchy culture which focuses on Order, rules and regulation, uniformity to a Market culture that focuses production/service delivery with an emphasis competitive advantage and market superiority. A Market culture is most aligned to the capabilities that support the considerations of the sustainable competitive advantage of risk selection and analytics.

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic

Studies and researches showed the direct and strong relationship between human resource management and a business or organizations performance. In such a tough and competitive industry like retail industry Target is able to reserve a top spot and maintain a very high performance to keep the brand name as one of the best and largest retailer nationwide. Target invest high in its employee to prepare them to be future managers that able and capable of take responsibility and add values to the business. The company HR strategies are keys factors to build a workforce that add values and meet customers and stakeholder satisfaction. The company HR strategies and programs are based on Target’s competitive strategy to help and enable building a brand name and high performance as well as stable workplace.

I am proposing a dissertation that investigates the current HR practices being implemented in the organization to facilitate and retain its employees to attain maximum satisfaction and desired outcome.

Knowledge creation, transfer, continuous learning and innovation as can be seen in figure 3, are key components in for a company to gain competitive advantage over their competitors. In order to achieve the competitive advantage, HRM must view employees as resources and human capital (Boud and Garrick 1999), the objective is to harvest the employee’s potential by offering it an environment and learning resources which help to create new unique ideas.