Executive Summary of High Performance Working Essay

In today’s competitive and ever changing economy, the challenges of Human Resource Management (HRM) is becoming more demanding of strategic responses to its functions as the new era unfolds. The primary function of human resources is to use strategic goals and objectives in order to improve performance outcomes and develop organisational culture that foster innovation and flexibility. Staffing, training and performance management are important functions of human resources, if carried out effectively the success of a setting becomes imminent.

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

The HRM policy of a firm is looked as a most important strength which needs to be taken care of all the time to have a competitive advantage within the industry they operating in. Multinational corporations (MNCs) seek to transfer their home-country human resource management (HRM) practices to their overseas subsidiary as to them it is just another approach towards globalisation. It can be an element of success for MNCs if they manage to transfer these HRM practices across their subsidiaries in an effective manner. An effective transition of these policies depends on the organisational, cultural, social and relational factors (Bartlett & Ghoshal 1998; Evans, Pucik & Barsoux 2002; Poedenphant 2002). The transition of these policies

Despite the link between HPWP and organisational outcomes, there is a lower level of sustained and effective adoption than would be anticipated. Godard and Delaney (2001) cite multiple studies that suggest that HPWP are hard to implement and sustain and Pfeffer and Veiga (1999) argue that many organizations have failed to adopt a full suite of these practices despite research indicating that these practices are most effective when they are implemented together as a practice or bundle of complementary, highly-related and overlapping practices. From this evidence we can conclude that many organisations may not be maximising the net benefit from HPWP.

Schuler and Jackson (1987) propose the model of Human Resource Management as the business strategic policies and practices of the organization. This framework is to achieving competitive advantage in different industry condition. They argue for fit in different industry condition and business strategic. It includes innovation, quality enhancement and cost reduction. This business strategic associated with particular employee role behaviors and HRM policies and practices.

Comparing and contrasting the HRM strategies and practices of Microsoft Corporation with those of three other organizations in the same industry.

In an era of increasing competitiveness, globalization, economic rationalization, deregulation, technological revolution and changing workforce there is an ever-increasing need for human resource management to be able to capitalize on the special challenges that this changing environment brings. For a company to be able to successfully keep ahead of the competition, human resource management is seen to be a significant contributor.

Human Resource management has a high impact on the overall organization being managed. HR management makes certain that human talent is used successfully and resourcefully to accomplish organizational goals. As an organization core competency, human resources has distinctive competencies that generates high value and sets apart an organization from competitors in areas such as productivity, quality and service, employee skills, and innovative changes. HR management activities can be grouped into categories which include strategic HR management; equal employment opportunity; staffing and talent management; compensation and benefits; and employee and industry relations. This paper will

inimitable and non-substitutable (Wright et al., 1994). Management of human resources is all the more

This paper has been submitted at the University of Gloucestershire in partial fulfillment of the Masters in Business Administration course module ‘Strategic Human Resource Management,’ under the able guidance of Dr. Xiaoni Ren and Jocelyne Fleming. Today’s competitive environment demands companies to pay serious attention to its human resource management because of the important role it plays in realizing a company’s mission,

Dynamic change in the business environment, technology advances, and increased worldwide competition have dramatically changed the role of human resources (HR). Recruiting and retaining talent has become a key initiative as human capital and knowledge have become recognized as an organization’s top asset and avenue for creating a competitive advantage. More than ever before, chief executives officers (CEOs) and other organizational leaders are relying on HR to play an integral role in the strategic planning process. For this reason, successful HR professionals must have a thorough understanding of all stages of the strategic planning process, engage and contribute at every opportunity, ensure that HR strategic planning is in alignment, and have a strong understanding of the factors impacting workforce motivation.

High performance organizations are consistently outperforming their competitors on a number of human resource factors, including the level of teamwork and openness between co-workers, the training and development opportunities they offer to employees and the degree of pro activity in HR planning. Developing this capability begins with the realization that effective human resource management underpins the competitiveness of

The role of the Human Resource Professional is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources.

It has been already been accepted both in domestic and international markets that employees can be an important source of competitive advantage for corporations (Peteraf, 1993). Therefore, it is critical that corporations adopt Human Resources Management (HRM) policies and practices that utilize the particular employees‟ potential to the fullest (Boxall & Purcell, 2000; Grant, 1996). Thorough recruitment and selection