Assignment: Connecting Strategy and HRM

CONNECTING STRATEGY
AND
HRM

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Contents
INTRODUCTION....................................................................................................... 3
Background of the organisation..........................................................................3
Method of investigation...................................................................................... 3
Limitation of the report....................................................................................... 3
Scope of the report............................................................................................. 3
Literature Review........................................................................................................ 3
Meaning of organisational culture................................................................................ 3
Link among organisational performance and culture.........................................4
Human Resource management practices.........................................................................6
Findings................................................................................................................. 10
Recruitment practices...................................................................................... 10
Selection practices........................................................................................... 11
Induction practices........................................................................................... 11
Training and development practices................................................................11
Performance appraisal practices......................................................................11
Recognition and reward practices....................................................................11
Analysis and Evaluation....................................................................................... 12
Recruitment practices...................................................................................... 12
Selection practices........................................................................................... 12
Induction practices........................................................................................... 12
Training and development practices................................................................12
Performance appraisal practices......................................................................13
Recognition and reward practices....................................................................13
Recommendations............................................................................................... 13
Recruitment practices...................................................................................... 13
Selection practices........................................................................................... 13
Induction practices........................................................................................... 13
Training and development practices................................................................14
Recognition and reward practices....................................................................14
Performance appraisal practices......................................................................14
Conclusion.............................................................................................................. 14
References.............................................................................................................. 15

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INTRODUCTION
Background of the organisation
Company X is an Australian supermarket that is specialised in doing grocery business. This
company specialises in selling vegetables, packaged and fresh fruits. In the fiscal year 2019,
this firm employed 196,000 workers in the fiscal year (Harzing, 2017). They have their major
operations in Australia and New Zealand. Company X is having higher diversity ratio as the
percentage of the females in the executive team have 34%.
Method of investigation
The research design considered in the report is primary as well as secondary research. In the
study the research plan is to analyse all the secondary sources of Company X and then the
report has tried to extract qualitative information about the company regarding human
resources policies and practices of the Company X. The secondary method included
information from the organisation’s page and in the primary method I took use of the
interviews with two employees and an HR manager.
Limitation of the report
The limitation of this report is that it does not provide the factual data about the company and
at the same time it does not have access to the internal report of the company.
Scope of the report
The scope of the report is to addresses the HRM practice of the firm that is aiming at
developing and maintaining a desired organisational culture which includes company’s
training and development initiative, Recruitment practices, Selection procedures, Induction
practices and appraisal system as well as rewards and recognition system.
Literature Review
Meaning of organisational culture
Akanda, (2016) has a view point that organisational culture is also understood as the culture
within the firm. Organisational culture defines the practices and beliefs of the organisation on
the basis of the goals and values they have defined for them. Company’s product might

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change but the belief, core values and principles might not change. Organisational culture
plays a greater role in the defining of the goals that is followed by the employees and
management. Values of the organisation are defined by basic belief considering which
organisations will work in the future. The vision of the company is generally defined by the
values of the firm. It helps organisation to move in a particular direction which helps in
achieving the objectives made by the brand. There are major four types of organizational
culture which are Clan culture, Adhocracy culture, Market Culture, Hierarchy culture.
As per Anne-Wil Harzing, (2014), the clan culture can be defined as the culture which is
more like a family. The culture major features includes friendly and respectful environment
toward the managers and colleagues. Clan culture organizations emphasize in team building
and engagement of employees towards organization goals. The major value is loyalty and
commitment towards the organization. It is seen that the small organizations are the good
example of Clan culture.
Edward & Lawler III, (2015) suggests that the Adhocracy culture is an innovative and
dynamic type of culture as this promotes innovation and freedom among the employees. The
aim is to encourage employees to achieve and redefine goals. To observe Apple Inc. is the
best example for this culture. The Market culture focus is on the goal attainment of the
company. The competitive nature prevails in the culture of the organization. This culture can
be defined as competition and rivalry can be the highest motivator among the employees to
achieve goal. The one example which can be quoted in this organization culture is oracle.
Aral, (2012) argues that the hierarchy culture is the most accepted culture in all the
companies which can be defined as following the orders from the higher management. This
culture can be explained as the approach where the systematic approach is taken to solve the
problem in the organization. In the Company X there is market culture where higher focus is
on the attaining goals and meeting the demands of the market. With the improvement in the
team culture, they have been able to achieve most of their goals. However, it is seen that due
to this culture there is higher pressure on the employees to perform better and due to this the
attrition rate within the firm is on the higher side. For the company that aims to achieve
sustainability, this is the biggest challenge that they are facing.
Link among organisational performance and culture
Battaglio, (2014) suggests that organisational culture has a deeper impact on the performance
of the individual and hence on the performance of the overall organisation. It is critical that