Strategic Planning For HRM And Organizational Strategies: An Essay.

The Process of Developing HRM and Organizational Strategies

Question:

Discuss about the Advanced Human Resource Perspectives.

Strategic planning can be defined as the process to determine a Company’s long-term objectives and goals that are necessary to achieve by that organization. The process of developing successful HRM strategies and Organizational strategies involve in depth analysis of the current situation of the company along with analysis of the anticipated conditions that has the potential to affect the ability of the mentioned organization to achieve its goals. The strategies are developed to maximize the competitive advantage of Johor insurance, to successfully execute the strategies, the HRM strategies and the business strategies should be aligned.

Considering the fact that the HRM activities affect the execution and operation of all other corporate function, some of the corporate areas are more affected by HR strategies than others (Daley 2012, pp. 23). These areas are talent acquisition, training and development of the employees, performance management, employee engagement and retention, employment law compliance, safety and security and compensation and benefits.

For proper alignment of HRM strategies with the corporate strategies, the Human Resource Manager requires to understand the corporate strategies, properly assess current conditions, implement proper HR strategies after planning and finally measure and evaluate the result and provide proper adjustments if needed.

In this era of competitive market, the concept of ‘change management’ is highly familiar to most of the organization. In order to use HRM structures in Johor Insurance to   prompt, actualize and refreeze change, the model of Kurt Lewin should be followed (Dellinger  2017, pp. 40)

Using HRM structures and activities to prompt, actualize and refreeze change

In order to prompt freeze the change in organizational activities, the HR manager of Johor Insurance needs to challenge the values, believes, behaviors and attitudes that currently define the organization (Agboro 2015, pp. 14). With the usage of analogy of building, the HR professionals should examine and change the existing foundations since they might not support add-on story. To bring about a positive change in Johor Insurance, a crisis is created effectively to seek out a new positive equilibrium.

The second step of involves actualization of the changes. This step involves employees to resolve their uncertainty along with looking for new ways to do things. During this stage, both employers and employees of the mentioned organization should act according to the newly implemented changes in order to support the new direction (Anderson 2013, pp. 231). This transformation from prompt to actualize however takes a justified amount of time since employees take time to embrace and participate proactively in the change. After the changes have been done, the managers of the JL Company should concentrate on refreezing the changes. The concept of refreezing mainly involves reinforcing, stabilizing and solidifying the new changes. This step will be highly beneficial for the mentioned company since it will ensure that the employees cannot revert back to the old ways of thinking. However for this, the management of JL Company should put effort to guarantees that the changes are not lost.

Aligning HRM Strategies with Corporate Strategies

During the change in management, several employees of the mentioned organization may find it difficult deal with the changes and as a result may decide to leave the organization. This will obviously implement a negative impact on the organization as lack of employees will result to lack of productivity which in turn will result in decrement in the overall yearly revenue of the organization (Yang, Wan and Fu 2012, pp. 56). In order to retain employees during the time of change, the Human Resource department should implement the following strategies:

• Effective training should be provided to the employees to cope up with the changes.
• A mentoring program along with goal oriented feedback system should be provided for employee retention and growth.
• The remuneration package should be enhanced by implementing Retention bonus to encourage the employee to cope up with the changes.
• Various benefits in the form of casual leaves and work from home facilities needs to be provided to the employees. This will encourage the employees to embrace the changes.
• Reward strategies should be implemented by Johor Insurance in order to appreciate the employees for their performances. This system will keep the employees motivated and help them to adjust with the current changes.

Principles and practice of HRM Ethics, Corporate Social Responsibility, Occupational Health and safety

Sustainability and ethics are distinct but related areas of practice which are gaining significance in this era of HR professional (Armstrong and Taylor 2014, pp. 45). The HRM ethics along with the Corporate Social Responsibility includes various business codes of ethics along with relevant legal as well as regulatory imperatives, whistle-blower protections, ethics training and corporate governance. The Occupational health and safety practices ensure the safety of the employers as well as the employees in the workplace.

In order to implement the HR ethics and Corporate Social responsibility practices, the HR department must ensure the maintenance of equality among the employees. Legal actions should be taken by the company in cases where professional ethics are violated. In order to ensure Occupational Health and safety practices, the HR manager of the mentioned organization should develop OHS policies after consulting with the both the employees and employers. Along with that, necessary information and training should be provided to the employees. While the usage of risk control strategy is a must, the organization should promote maintain and continuously improve the OHS System. In order to minimize workplace stress, the HR manager of JL Company should organize employee focused approaches like counseling, training for time management and relaxation training. Besides that, various stress management programs should be held by the HR which will help the employees to cope up with workplace stress.

The CSR principles can be defined as fundamental guidelines that help an organization to maintain positive relationship with the society and the stakeholders. The three chief principles of CSR include sustainability, accountability and transparency. According to the principle of sustainability JL Company and CAUP group should invest on those resources which are regenerated in future. The principle of accountability states that the above mentioned company should act keeping in mind the effect of the action on the society (Hornung et al. 2014, pp. 91). Finally, according to the principle of transparency, should maintain transparency while dealing with its stake holders and consumers. By following the above mentioned principles, the company will be able to enhance its productivity and brand equity.

Implementing Change Management using Kurt Lewin's Model

According to the principle of HR CSR, both JL Retail Group and CUAP Group must maintain the privacy and safety of their consumers. Hence, the above mentioned organization ensures that the storage system of their consumer data has the highest level of security against identity theft, cyber crimes am other breaches of protection (Tai and Shu-Hao 2014, pp. 38). The HR professional must encourage the managers of the mentioned organization to take decisions ethically and maintain ethical usage of data. This will not only save the company from any type of legal dilemma but will also ensure enhanced consumer loyalty.

Job redesigning means changing the plans and structure of the job roles it is required when the productivity of a company is hampered and improvement is required to be implemented. Restructuring the roles and responsibilities of the designations is important from time to time to engage the employees more effectively. The process includes reforming, changing and revising the functions of the employees, which ensures that their interest is focused on the job. The hurdle model comprises of two parts, one of the parts  specifies a process for zero counts and positive counts is done in another process. The idea is that positive counts occur once a threshold is crossed, or put another way, a hurdle is cleared.

The claims teams of the CUAP group as seen in this case study is highly demotivated with their job and specially the call centre and postal staff thus to attain job satisfaction through job redesign they will have to follow the follow the follow steps:

• The content of the job should be revised the reasons why the productivity of the employees are decreasing should be evaluated and actions should be taken accordingly. By evaluating the current situation of the employees and take necessary actions the job satisfaction quotient will increase.
• There should be rotation between the day shift and the night shift staffs so that no one has to continue with the same shift for too long (Anitha 2014,pp. 53). Reshuffling the duties and roles will help the employees in the long run and their performance will also improve.
• Fun activities can be introduced in the night shifts so that the employees feel interested to work in the night shifts, and as the pressure of work is less at night as they can enjoy at night (Kumar and Pansari 2015, pp. 4). The key to keep the employees satisfied is to keep them engaged in the job and these activities will help to do that, the employees will feel more committed to their roles.

While observing the practice of corporate social responsibilities or CSR and Ethics the employees of the organization can be promoted within the organization following the guidelines mentioned below:

• The managers should recognize the employees having high potential and mobilize them within the organization according to their potential.
• Maintaining transparency is an important part of the ethical behavior within the organization, the employees should know in details about the internal staff selection process in details.
• While continuing with the internal staff promotion the management should discuss the agendas and aims that they are trying to achieve with the change, this is an important part of the CSR.

Organizational Level

The changes introduced in the organization have helped it to achieve better revenue and less investment. There have been certain changes which have been introduced within the organization like the creation of a series of groups by the CEO of the company from each of the groups; sales, adjusters, Professional Services and claims (Vratskikh, Al-Lozi, and Maqableh 2016, pp. 15). Two parallel sets of groups have been formed, one that will work for the JI retail sector and another one which will become the CUAP. The money spent on introducing these changes have proved to be fruitful as the changes made at the organizational level has improved the revenue as well as increased the job satisfaction among the employees.

Areas Affected by HR Strategies

Job descriptions and performance: the job roles need to be described so that the employees know what exactly the role demands from him/her. The descriptions of the job roles should be detailed for the benefit of the employees (Gatewood, Field and Murray 2015, pp. 32). The performance of the employees should also be evaluated so that the poor performers can be motivated and the good performers are appreciated.

Flexibility: Flexibility is admired by all employees whether it is the working hours or salary.
Introducing changes in the pay scale and improving the benefits will remarkably improve the performances of the employees (Hughes and DeVaughn 2016, pp. 13). There will be an emotional change in their attitude.

Regular Feedback: Most of the HR tools support 360-review system to assess the contribution of multiple stakeholder at the same time. Such reviews can be conducted in anonymous manner as well. This kind of feedbacks help the employees to judge their own gaps and determine ways to overcome them (Kumar and Pansari 2015, pp. 4). This assessments will help the employees to understand about their areas of strength and weaknesses.

Mentoring Colleagues:The employees should help each other and this will increase co-operation at operational level (Goetsch and  Davis 2014, pp. 26). There should be effective and positive communication among the different employees of the organization the employees should work as a single unit and help each other overcoming each other’s shortcomings, there should be training sessions within the teams and if a person has knowledge about a particular thing he/she should share it with his/her colleagues (Agboro 2015, pp. 17). The employees should be encouraged to work in groups and co-operate with each other for better performance.

Conclusion

Thus to conclude it can be said proper organizational policies are very important for bringing a huge change in the structure of the company. There are several steps to manage the employees and to move the human resource within the company in a proper manner so that the deserving candidates can get their rewards. There are different ways to motivate the employees as well which includes the skill development of the employees, the rewards and recognition schemes and others, by following the above mentioned points the company can flourish in every respect.

References

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Anderson, Valerie. Research methods in human resource management: investigating a business issue. Kogan Page Publishers, (2013).

Anitha, J. Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management 63, no. 3 (2014): 308.

Armstrong, Michael, and Stephen Taylor. Armstrong's handbook of human resource management practice. Kogan Page Publishers, 2014.

Daley, Dennis M. "Strategic human resources management." Public Personnel Management (2012): 120-125.

Dellinger, Kristin G. Addressing Excessive Hospital Readmissions Using Kurt Lewin's Change Theory: Improving the Discharge Process in Emergency Departments by Observing Health Literacy Guidelines. Gardner-Webb University, 2017.

Gatewood, Robert, Hubert S. Feild, and Murray Barrick. Human resource selection. Nelson Education, 2015.

Goetsch, David L., and Stanley B. Davis. Quality management for organizational excellence. Upper Saddle River, NJ: pearson, 2014.

Hornung, Severin, Denise M. Rousseau, Matthias Weigl, Andreas Müller, and Jürgen Glaser. "Redesigning work through idiosyncratic deals." European Journal of Work and Organizational Psychology 23, no. 4 (2014): 608-626.

Hughes, Claretha, and DeVaughn Stephens. "Use Value and HRD and HRM Flexibility: Implications for HRD Practice." In Bridging the Scholar-Practitioner Gap in Human Resources Development, pp. 181-199. IGI Global, 2016.

Kumar, V., and Anita Pansari. "Measuring the benefits of employee engagement." MIT Sloan Management Review 56, no. 4 (2015): 67.

Tai, Fang-Mei, and Shu-Hao Chuang. "Corporate social responsibility." Ibusiness 6, no. 03 (2014): 117.

Vratskikh, Ivan, Musa Al-Lozi, and Mahmoud Maqableh. "The Impact of Emotional Intelligence on Job Performance via the Mediating Role of Job Satisfaction." International Journal of Business and Management 11, no. 2 (2016): 69

Yang, Jen-Te, Chin-Sheng Wan, and Yi-Jui Fu. "Qualitative examination of employee turnover and retention strategies in international tourist hotels in Taiwan." International Journal of Hospitality Management 31, no. 3 (2012): 837-848.