Strategic Human Resource Management

INTRUDUCTION

Human resource management is one of the important departments in business and Company it's helps the
Company to achieving its organizational Objectives.
Human resource managers are also responsible for developing strategies in order to create a work
environment that greatly contributes to achieving the organizational goals.
Strategic human resources management contributes to achieving business goals efficiently and effectively
through the procedures that are taken to establish links between the strategic objectives and the goals of the
organization as it helps in improving and developing the overall performance of the organization, enhancing
its productivity, achieving its competitive progress and other goals.

Task 1: -

Question One:

❖ The organizational structure and culture impact on HR strategies:

● Organizational structure: Define how duties like work allocation, coordination, and monitoring
will help the company accomplish its goals. The organisational structure influences
organisational actions and serves as the foundation for standard operating procedures and
routines.

A. Types:
pre-bureaucratic structure: The pre-regulatory (business visionary) structure needs task
normalization. This structure is generally basic in more modest associations, and it is best not
to address straightforward errands, for example, deals. The structure is totally unified. Vital
pioneers settle on every single key choice, and most interchanges are coordinated discussions.
This is especially valuable for beginning new (business person) business brands since it
empowers authors to direct development and development.

B. Bureaucracy: Weber (1948, p. 214) gave an illustration, that is, "The examination between a
completely evolved administration and different associations is that the equivalent in light of
the fact that the correlation among machine and non-mechanical creation strategies.
Exactness, speed, clarity.

C. Post-bureaucracy: post-organization has two implications in authoritative writing: one is all

inclusive, and the other is more explicit. [8] From an overall perspective, post-administration
generally doesn't portray the different thoughts created since the 1980s, which are in sharp
difference to Weber's optimal sort of organization. This may incorporate all out-quality
administration, social administration and grid the executives in any case, the centre
fundamental of organization has been failed to remember. The progressive structure actually
exists, the authority is as yet Weber's sane and lawful sort, so the association is as yet liable
to rules. Hackscher contended thusly, depicting them as an extreme move away from the
bureaucracy,[9] instead of away from it. Gideon Kunda recognized inside the exemplary
 investigation of social administration inside the "Innovation" Establishment that "the
embodiment of regulatory control-the formalization, normalization and authorization of rules
and guidelines has not changed in principle.... It moved the fundamental objective from the
association to the structure of authoritative culture".

D. Functional structure: The utilitarian association structure can be composed of activities

such as coordination, management, and errand duty. The hierarchical structure determines
how the organisation operates or performs. The word authoritative structure refers to how
people are organised in an organisation and to whom they report. Capability is a traditional
means of sorting out persons. Creation, marketing, human resources, and accounting are
some of the organization's essential functions.

E. Organization of departments: Free offices are used to create division and item structures. A
division may be defined as a collection of capabilities that work together to create a product.
It also employs a strategy to compete and function as a stand-alone business or benefit centre.
Predictable with Zainbooks.com, you can see the departmental structure of the US since it is
the second most basic structure in associations today.

F. Matrix structure: The grid structure bunches workers by capacity and product
simultaneously. Grid associations frequently use groups of representatives to finish their
work to require utilitarian and decentralized types of prevalence, just as burdened structures.

1. The importance of organizational structure:

Build it and achievement will follow: developed an authoritative diagram that reflects your ideal
future association This is usually the organisation you'd envision if you had the resources to fill
every essential role. You'll be better equipped to imagine where you're going if you do this.

2. Organizational culture: Organizational culture refers to any type of organizational culture,

including the culture of colleges, universities.

3. The influence of organizational culture:

A. Competitive points of interest brought by advancement and client service.
B. Consistent and effective worker performance.
C. Team cohesion.
D. Staff resolve is high.
E. Resolutely accomplish goals.

Question Two:
1. Human resource strategy: This is the process of identifying an organization's current and future
human resource needs in order to fulfil its objectives. The human asset strategy should function
as a link between human asset executives and the overall critical arrangement of the firm. The
ageing population in many countries, as well as the growing need for skilled professionals in
expanding economies, highlight the importance of good human asset planning.

2. Financial resources are extremely important to human resource strategy because it affects
the following points:
 A. Equal Employment Opportunity Policy.
B. Classification of employees.
C. Working days, pay days and advance payments.
D. Overtime pays.
E. Meal time and rest time.
F. Wage deduction.
G. Vacation policy.
H. Holiday.
I. Sick leave and leave (bereavement, jury, voting, etc.).
J. Performance evaluation and salary increase.
K. Performance improvement.
L. Termination Policy.

Question Three:

1. External Factors:

A. Economic Conditions/Changes: The current situation of the economy is one of the most
significant external influences. In addition to influencing the existing ability pool in the
organisation, it may also effect the overall determination, recruiting capacity, and pay structure of
the association. Satow and Wang (1994) discovered that as the global economy has improved, the
global component of HR practises has grown in size. The 2001 financial crisis resulted in a drop
in interest, resulting in a drop in assembly and business. Furthermore, several firms have reduced
their employees' wages and pay rates. Once again, in 2008, Turkey, like other countries, was
afflicted by monetary crises with comparable effects. The HR practise focus has shifted from
traditional points to broad themes, for example, globalisation and global rivalry. Kane and
Palmer (1995) discuss how Australia's financial collapse has resulted in a shrinking work force.
Mello (2006) discusses how financial trends, such as the unemployment rate, may have an impact
on an organization's success. Rosman and colleagues (2013) concentrated on the significant
impediment of the public economy on HR arrangements. To react to changes in the climate,
HRM must not only execute HR practises while keeping up with what's going on in their general
surrounds, but they must also plan for when there is a financial crisis.

B. Technological Change/ Advancements: Changes in innovation may provide a corporation with

a stronger basis and help it grow. The increase in the number of mechanical other possibilities or
advancement in company capabilities creates a favourable picture for organisations, which
further boosts its earnings and image on the lookout. The approaching new Innovation is
reshaping the way businesses collaborate. Because of the severe level of link between innovation
and HR, innovation has an impact on HRM. Changes in innovation may make it possible to have
better human asset capacities, for example, selection, enrolment, instruction, preparation,
execution evaluation or noticing, pay and compensation determination. HR advancement may be
learnt and implemented more quickly. When new innovations are offered with corporate
expansion, however, it is necessary to enhance representational remuneration and earnings. The
requirement for better educated and competent workers raises labour and preparation costs. To
reduce this increased cost, the HR department should look into ways to reduce existing
workforce and look for ways to save money by modifying its tactics and methods.
 C. Government Regulations: In all organisations, the HR division is constantly limited to stay
within the law and act in accordance with work environment consistency. These kinds of current
norms or new adjustments have an influence on every cycle of the HR office, including hiring,
training, pay, and termination, among other things. The overall human resource strategy for
CEOs should be in accordance with legal requirements. If such requirements are not followed, an
organisation may face significant fines or other legal consequences.

D. Workforce Demographics: Changing worker socioeconomics is one of the most powerful

forces shaping work and associations. Sexual orientation, age, nationality, occupation, rank,
compensation levels, conjugal and family status are all determinants in socioeconomics. The
work force in 2015 will be different from that in 2005. The age distribution, qualifications,
attributes, and assumptions for the new work force are shockingly different from those of the
past. According to Shenhav and Haberfeld (1992), while there has always been diversity in the
work market in terms of age and competence, this diversity has grown in the recent several
decades. The number of women in the labour force has increased significantly, as has the
representation of diverse ethnic groups.

E. Competitors Action: Competitors' activities have an influence on firms' HR strategy and

practises. Human capital is a basic inner asset that may be a source of advantage. Response to
competitor activity is a common occurrence in business. Firms respond viably to salary and pay
increases, greater benefits, enhanced social assistance programmes, and so forth. According to
Barney and Wright (1997), an essential, excellent, efficient, and unrivalled human asset may be a
source of significant benefit.

F. Industry/Sector Characteristics: Industry factors may have an unanticipated impact on HRM

exercises. Manufacturing, retail, development, food and wellness, and so on all have their own
HRM frameworks and procedures. Some sectors may need to be more sensitive to its HR
standards, while others may not, depending on the traits, aptitudes, and capacities of their human
asset. To keep human ability, companies must keep track of the candidates' rehearsals.
Wellbeing, for example, offers a better salary level. However, certain initiatives that rely on
continuous mechanical turn of events and improvement provide greater individual delight.

2. Internal Factors:

A. Organisations Size: The size of the association has a greater impact on HR practises. The more
polished the company, the more explicit the practises. The size of the organisation has an
important role in determining the scope and nature of HR practises inside the organisation
(Gravana et al. 2008). According to McPherson (2008), there are a large number of small
businesses who do not do conventional HR activities. In large organisations, each useful may
need the establishment of a separate HR division and processes (Jackson et al.,1989; Kaynak et
al., 1998). The expansion of the business allows it to add additional metrics to its HR
implementation.

B. Organisational Structure: Organizational structure is a framework used to construct a pecking

order inside an organisation. It defines each task, its capabilities, and who reports to whom inside
the organisation. A company's strategy and structure are crucial elements in shaping its HR
practises. With global competitiveness on the increase and a fast-changing business environment,
HR practises are becoming more adaptable and integrated. There are many basic distinctions
across organisations that influence how HR rehearsals are planned and implemented. (Garwin,
 1986; Tomer,1995; Hudson et al.,2001).

C. Business Strategy: Firms use unique serious strategies to get an advantage. These methods are
more profitable when they are practised with human assets by executives. According to Katou
and Budhwar (2008), when business tactics and HRM approaches are developed through time,
they have a significant impact on hierarchical execution. HR strategy is a key predictor of both
the power and variety of HR practises (Gravan et al., 2008).

D. Organisation Culture: Organizational culture is made up of guiding principles, values, and

assumptions that are largely embraced by members of an organisation. It satisfies a variety of
purposes, including articulating what the organisation "believes in" and "represents," providing
workers with the capacity to distinguish east from west and anticipated behaviour, and
influencing representatives' mentalities about themselves, the organisation, and their function.

E. Power and Politics: Tsui and Milkovich (1987) discovered that hierarchical power and
governmental concerns as practised by various voting groups are key predictors of HR practises.
While implementing new ideas and techniques in the association, the impact of intensity and
legislative concerns is considered. HR supervisors must understand the fundamental component
of HR practises and properly determine their source of intensity. Kane and Palmer (1995)
discovered that the HR chief has a role in recognising the partners of basic elements of human
resource procedures.

Task 2: -

● Federal rules assist ensure that job seekers and representatives are treated fairly and are not
mistreated. Recruiting, preparation, and job placement should all be objective. Execution should
be the basis for advancement and salary decisions. These rules benefit all Americans who have
the talent, the preparation, and the desire to move ahead.

● Laws Impacting Human Resource Management:

1. Social Security Act (1935): Accommodates retirement pay and mature age wellbeing care.

2. Wagner Act (1935): Gives laborers the option to unionize and disallows boss unjustifiable work
practices.

3. Fair Work Principles Act (1938): Sets the lowest pay permitted by law, confines youngster work,
sets additional time pay.

4. Taft-Hartley Act (1947): Commits the association to deal in accordance with some basic honesty
and precludes association unreasonable work practices.

5. Equal Pay Act (1963): Takes out compensation differentials dependent on gender.

6. Civil Rights Act (1964), Title VII: Restricts business segregation dependent on race, shading,
religion, sex, or public origin.

Task 3: -
Question one: -

A. Harvard model: The Harvard model is one of the most well-known and important models in
human resource management. It was founded in 1984 at Harvard University by a group of
experts led by Michael Beer. The functioning of the Harvard model is comprised of five
important components: contextual factors, stakeholder interests, HRM policies, HRM results, and
long-term goals of the firm. The Harvard model promotes collaboration and incentive
mechanisms while also allowing the general manager to be involved in corporate human
resources. Employees should be considered as assets rather than liabilities, with the notion that
human resources may bring significant competitive advantages to any organisation.

B. Warwick model: Chris Hendry and Andrew M. Pettigrew of the University of Warwick created
the Warwick HRM model in the early 1990s. This human resource management framework,
based on the Harvard model, presents an analytical approach to human resource management.
The Warwick framework is divided into five main components:
● External environment (political, technical, and competitive considerations); Internal
environment (structure, leadership, culture, mission technology); Business strategy content
(reflecting business aims, product markets, and overall strategy).
● The history of human resource management (containing roles, definitions, organisation, and
human resource output); Human resource management content (covering human resource
flow, reward system, employee interactions, work system, and other elements).

C. 5P's model: 5P's HRM model is a form of strategic HRM, developed by Randall S. Schuler in
1992. He is a praised scholar who specializes in global HRM, strategic HRM, and organization
HRM functions and business interface strategy and human resource management. 5P model
definition;
● Purpose is the vision, mission and main goals of the organization.
● Principles are defined as operating agreements aimed at achieving goals.
● Process includes organizational structure, system and operation method.
● Personnel is an important task of human resources in accordance with the specified principles
and procedures.
● Performance is ultimately a result that can be measured by appropriate standards.

D. The Ulrich model: is an innovative HRM that focuses on arranging all HR services into four
main roles: strategic partners, change agents, administrative specialists, and employee champions
(or employee advocates). The approach focuses on people in the company and their roles in the
broader strategy, rather than procedures and functions.

E. Strategy Diagram: The strategy map illustrates how each department's success contributes to the
company's broader strategic goals. It can assist managers in understanding their department's
position in assisting with the execution of the company's strategic strategy. It is a graphical tool
that highlights a sequence of actions that lead to the firm's success, providing employees with a
summary of how their performance adds to the overall success of the organisation.

F. HR Score Card: Many organisations quantify and computerise strategic mapping operations.
The HR scorecard can assist them in doing so. The HR scorecard isn't actually a scorecard. It
refers to the process of assigning financial and non-financial goals or indicators to the chain of
 activities related with human resource management that are required to achieve the company's
strategic goals. HR scorecards may also be used to manage employee performance and align all
staff with important goals. It monitors and analyses performance and responds rapidly to
remedial measures by setting financial and non-financial goals.
Question Tow: -
1. Budget Control: The HR department develops strategies for managing labour-related expenses for
executives, thereby controlling unnecessary spending and assisting in the long-term financial
planning of the organisation. These strategies may include negotiating lower rates for employee
benefits such as medical care coverage. Furthermore, the HR department investigates and dissects
company trends, the labour market, and pay rates based on occupation capacities to ensure that the
organization's salaries are serious and practical. Because some independent businesses must adhere
to strict expenditure restrictions, the HR office's capabilities are very beneficial.

2. Employee Satisfaction: The HR department is responsible for determining whether or not

employees are satisfied, together with their administrators, as well as their job and associated tasks.
Because it is difficult to evaluate fulfilment because it is a subjective estimate, HR professionals
should carefully prepare representative research, lead centre gatherings, and implement a post-
employment survey approach to see how the business may improve in comparison to its workers.
Overall, the HR division determines the sources or prospective causes of worker dissatisfaction for
current or previous representatives and tackles those concerns in the best way possible to encourage
assurance and inspiration all through the organisation.

3. Training and Development: Human resource specialists conduct assessments for the organization's
representatives to determine if workers have the requisite preparedness and skills to carry out their
obligations in an acceptable and productive way. Regardless of whether guaranteeing that all
representatives have the competences and talents necessary to perform the duties of a position, new
organisations or organisations in the growth stage may benefit particularly from establishing training
requirements for current workers. Organizations typically transfer this job to the human resources
department since it is less expensive for these experts to handle training and growth than it is to
acquire more qualified competitors or workers. Furthermore, this practise may improve
representative retention and, as a result, minimise turnover.

4. Performance Improvement: The HR department is also responsible for improving the execution of
the executives' frameworks. Representatives may find up in positions that aren't a good fit for their
skills and abilities if an HR professional doesn't develop a strategy that takes worker execution into
account. Not only will this create employee unhappiness, but employees who repeatedly fall short of
the company's execution goals may fall between the cracks, costing the organisation money on low-
performing reps who aren't helping the firm to thrive.

Task 4: -
Question One: -
 1. The Macro Environmental Factors:
A. Economy: The predominant monetary conditions have an impact over human asset arranging.
An economy (like India) with high Gross domestic product development rate, a gigantic
developing business sector will mean more positions (request). While by and by upset economies
like US (as of late lost its AAA credit score), Greece with high obligation load, extremely low
Gross domestic product development confronting two-fer downturn may mean lesser positions
(request) and more partition programs.

B. Labour Market: The accessibility of work, work cooperation rate into the labour force,
expertise levels and ability accessibility of the work, all by implication affect human asset
planning.

C. Demographic Elements: The segment factors like normal age of the working populace, sex mix.

2. The Micro Factors:

A. Industry Development: The majority of the initiatives have seen extraordinarily strong growth
over the preceding decade or so, owing mostly to strong consumer interest in the domestic
market. As a result, the need for human resources has increased in the majority of industries.

B. Industry Engaging quality: A few firms, for example, IT and retail, have had the opportunity to
attract more talent as they have grown more desirable in light of their growth plans, practises, and
contributions, and so on. There have been others who have been a steady thread in attracting
personnel.

C. Technology: For all intents and purposes, innovation has swarmed into every industry today. We
live in an information economy, and almost everything is computer-driven.

D. Competition Environment: The incredible development that the majority of the ventures have
found in India has implied a ferocious rivalry in a large portion of the enterprises of piece of the
pie and market-initiative. Today the greater part of the organizations is attempting to consider
that to be much as their main concern develops, their top-line develops as well.

Question Tow: -
1. Human capital management: gathering, investigating, and disseminating information to educate the
leadership on the importance of adding executives, crucial, speculative, and operational choices.

2. Corporate social responsibility: a vow to conduct business in a moral manner in order to make a
positive impact on society and the environment.

3. Organization advancement: the planning and implementation of programmes aimed at improving

the adequacy with which an organisation adjusts and responds to change.

4. Engagement: the sequence of events and implementation of plans designed to increase

representatives' commitment to their work and the organisation.

5. Creating, securing, capturing, distributing, and using information: to improve learning and
performance.
 6. Resourcing entails attracting and retaining top-tier talent.

7. Talent the board: how the organisation ensures that it has the talented people it needs to succeed.

8. Learning and development: creating an environment in which representatives are encouraged to learn
and grow.

9. Reward: defining what the organisation has to do in the long run to develop and implement reward
systems, practises, and cycles that will stimulate the achievement of its business objectives and meet
the concerns of its stakeholders.

10. Employee relations: defining the association's expectations for what should be done and what
should be altered in the ways in which the association interacts with its associations with employees
and their exchange unions.

11. Employee prosperity: addressing the requirements of representatives for a sound, protected and
steady work environment.

Task 5: -
Question One: -
1. Resourcing:
A. Recruit and hold great individuals with inventive abilities and a decent history in innovation.
B. Use refined choice methodology to select individuals who are probably going to convey quality
and significant degrees of client service.
C. Develop centre/outskirts work structures; enrol individuals who are probably going to add
esteem; if unavoidable, design and oversee scaling back humanely.

2. Learning and development:

A. Develop key capacity and give consolation and offices to upgrading inventive abilities and
upgrading the scholarly capital of the organization.
B. Encourage the advancement of a learning association, create and actualize information the board
measures, uphold absolute quality and client care activities with centred training.
C. Provide preparing intended to improve efficiency; introduce without a moment to spare preparing
which is firmly connected to quick business needs and can produce quantifiable enhancements in
expense effectiveness.

3. Reward:
A. Provide monetary motivating forces and rewards and acknowledgment for effective innovations.
B. Link prizes to quality execution and the accomplishment of elevated requirements of client
service.
C. Review all prize practices to guarantee that they offer some benefit for cash and don't prompt
superfluous expenditure.

Question Two: -
1. Lead to reaching the required point in achieving the cost optimization and achieve the company
strategy.
 2. Increase the employee satisfaction level and employee loyalty and this will lead to good sales results
due to high employees' performance and achieve the company strategy.
3. Lead to reaching the required point in achieving the cost optimization and achieve the company
strategy.
4. Increase the employee productivity and this will lead to high sales revenue and achieve the company
strategy.
Question Three: -
1. The business technique may not be unmistakably defi ned – it very well may be in an emanant or
developmental state, which would imply that there would be nearly nothing or nothing with which to
fi t the HR strategy.

2. Even if the business procedure is clear, it very well might be Diffie religion to decide unequivocally
how HR methodologies could help in explicit manners to help the accomplishment of specific
business goals – a decent business case must be made on the off chance that it tends to be shown that
there will be a quantifiable connection between the HR methodology and business execution in the
zone concerned.

3. Even if there is a connection, HR experts don't generally have the essential ability to make the
association – they should have the option to see the 10,000-foot view, comprehend the business
drivers and appreciate how HR arrangements and practices can effect on them.

4. Barriers exist between top administration and HR – the previous may not be open since they don't
accept this is vital and HR isn't fit for convincing them that they ought to tune in, or HR needs
admittance to top administration on essential issues, or HR needs believability with top
administration as a capacity that knows the slightest bit about the business or ought to try and have
anything to do with the business:
1. An execution program that beats these obstructions should be based on.
2. A thorough starter investigation of the essential necessities of the business and how the
procedure will assist with meeting them.
3. a correspondence program that illuminates what the technique is, the thing that it is required
to accomplish and how it is to be introduced.
4. The association of the individuals who will be worried about the methodology, e.g., line
supervisors, in distinguishing usage issues and how they ought to be managed with.
5. The readiness of activity designs that show who does what and when.
6. Project dealing with the usage in a way that guarantees that the activity plans are achieved.