Human Resource Management
Human Resource Management (HRM) has today been linked with strategic management both at formulation and implementation phases of the company’s strategies. Both have reciprocative mutual impact on each other. Companies are duty bound to attract the best talents that should further be developed within the company to suit the needs of the company. Motivation of the employees is also important for effective production and a tool to acquire competitive advantage in the market place. Most important is the retention of the vital talents in the company for the benefits of the company’s future survival.
Organizations are responsible to maintain their ability in the market and ensure that their policy implementations end up in profit maximization. The needs of the shareholders in form of expected returns should be met. HRM should be addressed from the point of view of individual employ and collective dimension alike (Tate, 2007). Strategic Management: Activities Two broad categories of these activities have been outlined as strategic formulation and strategic implementation. Formulation exercise include decision of the business nature, visions, values and general strategy, the objectives setting and the plan to act through.
Implementation entails the development and implementation of the right actions as laid down in the strategic
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The mission highlights the business the company is transacting and the required accomplishments as expected by the customer. The mission calls for a particular behavior in the organization calling for some practices of HRM. Values entail beliefs and norms held dearly by the company, creating a distinction between the company, and any other existing company and also significantly impacts HRM (Jackson, Susan, & Schuler, Randal, 1999). The second activity involves coming up with ‘Strategic Business Issues” SBIs, and laying down the Strategic Business Objectives”, SBOs (Schuler, Randall, & Jackson, Susan & Story, John, 2001).
This becomes important to managers because it is a guide and a measure of what requires to be managed. SBOs should be communicated to the entire workforce of the organization. The implications associated with HRM and entire functional areas in the company are addressed by the use of SBOs. Company’s taskforce are squarely addressed by the use of SBOs as well as SBIs, such as headcount, competencies and productive levels (Schuler, Randall, & Jackson, Susan & Story, John, 2001).
The third Activity Involves the means of achieving what has been formulated above the economy of the competitive market, the strength of the company, its weakness and the competencies are analyzed (Schuler, Randall, & Jackson, Susan & Story, John, 2001). Developing and Implementing HR plans: To achieve employee management the following are the duties of the company’s managers:-Assignments as well as opportunities involving the required number of people, specific place and time, peoples qualifications, their growth needs, development and rewarding the employees.
Competencies involving the skills relevant the inherent knowledge, the workers ability for a successful performance. It involves the already existing, what competencies are required for the future, those that can be avoided and whether the company will hire or develop the needed talents. Behaviors reflect attitudes of employees, the organizational values what behaviors are detrimental to the company, whether there is need of behavior elimination or behavior modification and the behaviors that affect the customer.
Motivation address the employee should work longer hours, work in a more smatter way or be more hardworking, motivation is important towards retention of the worker and the degree of reliability (Schuler, Randall, & Jackson, Susan & Story, John, 2001). The fourth activity entails a revision a review and focus of results achieved. The results serve as a guide for required corrections and setting future paces of duty and task performance.