Organizational Success From Three Different Perspectives

HR must enact its own strategies which can aid the organization in meeting its goals and mission. They are referred to as strategic human resource management (SHRM). SHRM is “a pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals” (Noe et al., 2002, 55). The following are examples in which HR strategies can positively impact an organization in meeting its desired outcomes.

Westminster Company is a giant Global manufacturer of health products whose brand has been recognized by the world. As the company they have three different operations which produce and distribute different product lines. Their main strategy on which they are working and which is a major success for them is decentralized management. Now they are re-evaluating their traditional supply chain strategy because the company is getting too much pressure from their large domestic’s customers and global customers. Now the company has to study on

|organisation |customers and will increase the profits. The difference from the other two sectors is that customers are |

1. The losers in the global distribution and supply chain dynamic are particularly those with:

The use of 4 P’s, on the other hand, ensures maximizing the resources of the company. When considering price, place, product, and promotion, all aspects of the product/service are considered. Both distributors and customers are emphasized. Equally important, the company’s perspective is taken into account, especially in finding cost-effective ways to make, distribute, and promote products and services. The sales philosophy, which “engages an organization to seek out customers aggressively and persuade them to consume existing offerings,” is part only of the promotion part (Morgan 1996, p.20). This sales philosophy must be combined with cost philosophy, “The only way to improve our profits is to reduce our marketing and production costs,” to safeguard the profitability of products also.

Martell and Carroll (1995) stated that there are two types of human resources: strategic and operative. They went on to describe four characteristics of human resource initiatives: (1) They are long-term oriented; (2) They are connected with the corporate strategies; (3) They are connected with the organizational performance; and (4) The line managers are involved in the details of decisions regarding human resource management. Too often, both operations managers and human resource mangers forget that they are working toward the same goal. Often, human resources will adopt policies and procedures that are hard for line managers to implement, and line managers expect human resources to have an inherent understanding of the processes taking place on the plant floor. The relationship between the best human resource practices and organizational performance must always

In addition to this, whilst there is a growing body of evidence supporting an association between HPWP and organization performance, there is not much on why the association exists with most research to date only examining the direct relationship between a set of management practices and performance outcomes (Guest, 1997). The mechanical links between these practices and outcomes are currently a “black box” with empirical and theoretical gaps (Luthans & Sommer, 2005).

This case presents a company, known as Westminster and currently considered as one of the biggest manufacturer of health products. It consist of three separate companies, in which each of them manufactures their own and unique products, with a decentralized management that allows for an overall outside view of what is for best the future of this enterprise. Top managerial personnel is currently re-evaluating and assessing the company’s supply chain and how they could develop a strategies that would facilitate revamping such system.

Using the CHRM Decision-Making Framework, consider an organisation’s actual or potential SHRM response to influential factors and link them to the organisation’s internal HRM.

ReferencesJoansson,J2008,http://bsminfo.com/index.php?option=com_content&task=view&id=625&Itemid=147, accessed 15/05/2009Li, Y, Yu, J & Xu, L 2006, 3PLs in supply chain management, http://www.globrand.com/2006/18441.shtml, accessed 12/05/2009Rudnick, M 2008, Best Buy, Super-Regional See Major Gains in White Good, http://www.allbusiness.com/company-activities-management/sales-selling-sales/9341175-1.html, accessed 14/05/2009Weng, D 2006, 3PLs-The Breakthrough of Supply Chain Innovation, http://ww

Low sales numbers, fraudulent sales data, and improved employee communication methods were several big issues plaguing the organization and the HR Department. PAC 's reliance on one customer for the majority of sales leads to low sales as the company cut back on purchases. In light of these sales, PAC should work to increase marketing activities in its present markets while working towards expanding to new potential ones. This course of action benefits PAC as it collectively helps generate more contracts and a stronger customer base for sales.

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Received: 26 January 2010 / Accepted: 29 September 2010 / Published online: 20 October 2010 # Academy of Marketing Science 2010

Received: 26 January 2010 / Accepted: 29 September 2010 / Published online: 20 October 2010 # Academy of Marketing Science 2010

“HR strategy, policy and practice can assist organisations to achieve competitive advantage. Critically analyse this statement using one or more theoretical perspectives that explain the link between strategic HRM and performance outcomes.”