How The Strategic Application Of Hr Practices Improves Corporate Success

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 an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

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

Over the past 25 years, Great Places to Work Institute has complied a list of the 100 businesses with the greatest workplace practices worldwide. Great Places to Work Institute combines the research of thousands of business operating in 43 countries and evaluations from over a million employees to create a model that any business can use to create a successful environment (2015). Companies ranging from small to big, private to non-profit sectors, look to the assessment tools, trainings, advisory services, conferences, and workshops from the institute to incorporate in their business practices as their clients are able to deliver outstanding business performances year after year (2015). Great Places to Work Institute states that the best investment any business can make is establishing workplace trust. Businesses with a strong workplace trust tend to have lower turnover, greater innovation, higher productivity, more loyal customers, higher profits, and over better recruitment (2015).

Great workplaces learn how to offer benefits that increase employee satisfaction, which affects customer satisfaction, in hopes of ultimately increasing profitability. These workplaces enjoy lower turnover, better staff, and preferable performance. According to the text, “a great workplace is a place of trust - the credibility in knowing that what is spoken can be believed because management has the integrity and competence to accomplish fulfillment.” Employees set standards and still enjoy their peers. Management accomplishes trust by communicating, being available, tackling challenges, honoring their word, saying thank you, and emotional intelligence. In observations by Lolly Daskal’s, she states: motivation should start with the

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

This paper will analyze two strategic initiatives of an organization and how they match up with the HR approaches. Many organizations realize that it is their people who bring them a competitive advantage in the marketplace. Well planned HR management policies and practices are one of the common denominators of successful organizations. Let us take a look at how two strategic initiatives of an organization play a role in HR management. First initiative is diversity. Most American companies embrace and encourage diversity amongst their employees. These companies believe that diversity brings different approaches to

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)

Instead, human resource practices of ‘best fit’ are more effective when they are designed to fit certain contingencies in the organization’s specific context. Consequently, ‘best practice’ is perceived to improve performance within an organization when a select bundle of policies is implemented and the employees are managed more efficiently. Jeffrey Pfeffer’s (1994) work under this conception offers a list of seven practices assumed to be most beneficial to an organization for achieving competitive advantage ‘through people’. (1) The importance of employment security is emphasized because it is unrealistic to expect such hard work and commitment from employees without some expectation of security on their part. (2) Selective hiring is a source of sustainable competitive advantage through its “capturing” of particularly exceptional human talent (human capital). (3) Self-managed teams require efficient teamwork, and are seen as a route to achievement of more creative solutions. Employees deserve to be rewarded for

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

In this changing world, our global business theories and literature have implications toward the future. The future of this growth and success depends largely on the key component which is Human Resource Management. So, we as researchers hope to enlighten and inform you as employers the significance of an effective solution that both understands your employees and is beneficial to your company. That is why we offer our recommendations in the end of this article based on our findings.

Great Place to Work Institute is an organization that has been around for over 25 years. During this time they have surveyed millions of employees and have studied thousands of businesses. Through their research they have established the definitive standard on what a great workplace is. The key factor in common the relationship between an employee and manager is trust. “There are nine practice areas where leaders and managers create an environment of trust. Those areas are inspiring, speaking, listening, thanking, developing, caring, hiring, celebrating, sharing”. (Greatplacetowork.com, n.d.)

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.

Aim: This research will help us understand the role played by Strategic Human Resources Management in Organizational success, what role a HR manager plays in improving organizational efficiency and how it differs from traditional Human Resources Management.

There is now a growing importance shown to the role that employees play in an organisation, as people, if managed well, can be a vital asset in helping to achieve organisational goals. People form the majority part and are essentially one of the key resources that aids the organisation in achieving its success. Inarguably, organisations would never be able to operate, yet alone flourish, without human resource. It is therefore imperative for organisations to put in place a comprehensive system that will exploit the knowledge, skills and abilities of employees to their benefit. This system is widely regarded as the Human Resource Management (HRM) system. Boxall and Purcell (2003) suggests that a comprehensive and synergised HRM system plays an important role in providing sustainable competitive advantage for an organisation by enhancing organisational performance. Indeed, many literature reviews and past research done investigating the relationship between HRM practices and organisational performance show that firms who utilise HRM practices do generate a higher level of performance. More so, some studies indicate that there are specific HRM practices that are evidently more efficient than others, giving name to be ‘best practices’. This brings about the notion of the Universalist theoretical perspective, which identifies a set of HRM policies and practices that is universally associated with improved performance for all types of organisations and all types of employees