Case Study : Human Resource Management

Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

In order to develop a human resource strategy; there must be a linkage of the entire human resource function with the firm’s business strategy in order to improve business strategy execution. The first recommendation

Contemporary globalization of businesses and growing global market competition has made effective human resource planning as one of the major strategies to forge ahead and remain proactive. It can be said that an organization 's success lies to a great extent to the knowledge, skills, creativity, and dedication of its workforce. Every aspect of an organization needs human capital to drive its activities or operations to achieve individual strategic goals and objectives towards its purpose of existence, growth, and competitive status. Companies can compete at all levels of the marketplace through improved commitment not only through creativity, innovation, and research, but also human resource development (Truong, Heijden, & Rowley, 2010). In this regard, the human resource planning is needed to ensure a systematic analysis of human resource needs so that the right quantity and quality of employees are always available when required. Fundamentally, organizations are looking for the best people that would help drive them to their desired destination of achieving their missions. Therefore, it is important to develop human resource strategies to support organizational strategies, through measures such as forecasting human resource requirements, and effective strategic staffing. Technically, an organization 's mission, goals, and objectives drive its strategy and human resource (HR) and staffing strategy in an interactive manner. The purpose of this

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.

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

‘HR strategy, a ‘people plan’, that will help you ensure you have the right people in your business, at the right time with the right skills to ensure you achieve your business goals’.

The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.

Schuler (1997) summarises Strategic Human Resource Management as expressing how people are to be treated and valued in the workforce as well human resource management's responsibility for articulating the processes which encourage behaviour which is consistent with the organisation's business. In this context strategic human resource management also includes the development of guidelines for the implementation of people-related programs and, the more complex area of co-ordinating and facilitating change.

HUMINT as a collection discipline differs from its more technical counterparts in many ways as the previous chapters have proven, and while the changing nature of targets has highlighted the need for case officers from more diverse ethnic backgrounds and language skills it was focused on the clandestine HUMINT collection as a process and as such did not delve into the modern requirements of a case officer conducting clandestine HUMINT collection. Therefore, this chapter will analyze three factors that are paramount to developing highly skilled clandestine HUMINT case officers that can operate successfully in the modern security environment, these three factors

There are several important reasons of human resource planning that business organisation carry out regardless their size and it is important for the continuity of any business organisation to plan. However, in many business owners may not include human resource planning at the beginning of their business but later realise the importance of human capital and no business can survive without having competitive human capital.

The term Human Resource Strategy is well defined as - “Human Resource management (HRM) is a strategic approach to managing employment relations which emphasises that leverage people 's capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices.” [ Bratton and Gold,4e,p3]

Fast and accurate digital tools, wider clouds, speedier analytical tools, mobility technology, big data, social media, robotics, and artificial intelligence are not the technologies involved in space research or automobile engineering but these are dynamic tools of HRM that are going to shape organizations in 2018 and beyond. Enhanced employees engagement and productivity is the ultimate goal of every successful organisation but employers who are equipped with cutting-edge HR technologies have an edge over traditional companies in achieving these objectives. That’s why cloud-based HR has become an essential aspect of every smart organisation in the digital era. The year 2018 will be a great

According to research, broad banding refers to where the numbers of salary grades are consolidated into fewer, but broader, pay ranges (Kovac 2006). In broad banding, the spread of the pay ranges is wider and there is less overlap with the other pay ranges. Broad banding came about because organizations wanted to flatten their hierarchies and move decision-making closer to the point where necessity and

Many people across the globe prefer to travel with airlines that offer little fare. As a result, a significant number of airlines have adopted a low-cost strategy, and some of them have been very successful. In developed markets such as Europe, low cost airlines have a competitive advantage over premium airlines in that the premium airlines are unable to lower the operating expenses to a point where they can remain profitable at low fares.Ryanair Ltd., an airline company based in Ireland is one of the low-cost airlines operating in Europe. The company was founded in 1985 with a single 15-seater aircraft that ferried passengers on a daily basis from Waterford, Ireland to Gatwick, London

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