The Strategic Goals Of An Organization

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HR practices are the main instrument from which a company can draw on to alter the workforce as well as attempt to modify and reorganise cultural behaviours which can lead to organisational success. The behaviour, attitude and skills of employees must fit the strategic requirements of a company for it to develop a competitive advantage. However, maintaining a focus specifically on the strategic goals of an organisation has been criticised through some studies which suggest this may be detrimental to employees (Van Buren, Greenwood & Sheehan 2011) In recent years there has been growth in the research of literature around SHRM and according to Youndt & Snell (2004), this can be broadly divided into two main theories – Best practice, Contingency/Best Fit. Contingency / Best Fit Theory Contingent or best fit SHRM is well-supported through recent studies (Andersen, Cooper & Zhu 2007). It supports a concept in which HRM is considered a ‘second order’ strategy, utilising HRM activities to complement and assist in achieving the organisation’s overarching strategy. This works on the assumption that the firm has a deliberate, realistic strategy; a supposition that may not be the case given the complexity and financial imposition that developing such an overall plan can incur. However, in lieu of an over-arching company strategy it is hard to comprehend how coherent second order strategies in HRM or anything else may exist. In the contingency theory described by Youndt & Snell (2004),
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