Strategic Human Resource Management: Role, Strategies, and Best Practices

Analyzing the Context and Role of Strategic HRM

1. Analyse the context and role of strategic HRM including the use of a balanced scorecard as part of a strategic framework.

2. Analyse how HRM strategies relate to broader management strategies and organisational capability and performance.

3. Identify and review the functional aspects of managing people that underpins a strategic approach to HRM.

4. Determine how strategic HRM policies must be adapted to suit different situations such as declining markets, innovatory organisations and international contexts.

• An excellent analysis of the factual or conceptual understanding of HRM and its role with a link to balance scorecard in the context of modern business organisations.

• An excellent analysis of the HRM strategies linking to wider management strategies and organizational capabilities and performance.

• A well-structured essay which will include a brief introduction, short paragraph each dedicated to one key conclusion, all structured around the main argument

• Correct use of in-text citation and end-referencing using Harvard Referencing Style

A good conceptual analysis of HRM and its role with a link to balance scorecard in the context of modern business organisations

• A good analysis of the HRM strategies linking to wider management strategies and organizational capabilities and performance

• A clear structured essay which will include a brief introduction, short paragraph each dedicated to one key conclusion, all structured around the main argument

• Correct use of in-text citation and end-referencing using Harvard Referencing Style with some minor mistakes in the presentation or referencing.

After reviewing the literature on strategic human resource management (SHRM), Thite (2004) concludes that successful organizations follow certain common high performance/ high involvement work practices:

· The HR function in these organizations establishes business partnership with line managers who have direct interest and involvement in delivering HR. The HR functionaries become an integral part of the strategic business units (SBUs) and customize HR solutions to provide fast and efficient service. It is their attitude to internal and external customer service that distinguishes their work from traditional HR delivery

· They identify, operationalize and implement the competencies and characters that they believe are at the core of their organizational culture.

· They leverage intellectual capital in and around the organization by institutionalizing a lifelong learning culture.

· They aim to recruit the best talent available in the market by carefully cultivating the image of a preferred employer.

· Their remuneration system is timely, performance-based and profit sharing. It rewards and reinforces the competencies and characters valued by organizational members.

· Their commitment to employees is demonstrated in several ways, such as continuous training and the opportunity to work on challenging tasks.

· They develop organizational structures that revolve around autonomy, self-leadership and team-based learning and problem-solving

The most potent symbol of AlphaWay is the incorporation of performance metrics. According to the Global Head of HR, ‘metrics is the most common communication tool at Alpha’. Designed in line with a similar system at General Electric (GE), Alpha’s key business partner, the metrics are built around five outcome measures (5 R’s) and six built measures (6 P’s).

The outcome measures ask the questions: ‘is your business doing’

· Better (aiming for zero defects),

· Larger (that results in repeat business),

· Faster (reduced turn-around-time),

· Cheaper (reduced resource cost) and . Steadier (adherence service standards).

In order to produce these outcomes, the built measures ask the questions about

· People (do you have the right technical skills?),

· Process (how process oriented is your job in demystifying knowledge?),

· Product (how much of your work processes are automated?),

· Proliferation (are you aware of and benchmarking against best practices, inside and outside the organization?),

· Patent (how innovative are you in cost management?) and

· Promotion (do you motivate people by appreciating and celebrating team achievements?)

From the case study above, you are required to attempt the following questions from Strategic Human resource management viewpoint

1. Identify and review functional aspects of strategic human resource management applicable to the employees of Alpha in the case discussed

2. Determine the strategic human resource policies that must be adapted to suit different situations such as declining market, innovatory organizations and international market.

When submitting your assignment, you must include:

An Assignment Submission Sheet/Assignment Front Cover

Other documents required by your lecturer as evidence of achievement.

All assignments should be handed in via TurnItIn.