Contents. Introduction 2. HR Models 2. HR Strategies an

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ContentsIntroduction.................................................................................................................................................2HR Models..................................................................................................................................................2HR Strategies and insights to increase Organization Performance..............................................................4SWOT Analysis.........................................................................................................................................5PESTLE Analysis........................................................................................................................................5Porter’s five forces model........................................................................................................................6Factors affecting HR Function and Organization........................................................................................7Internal factors........................................................................................................................................7External factors........................................................................................................................................8Stages of Strategy Formulation.................................................................................................................10Methods to measure business performance...............................................................................................12Role of HR in change Management...........................................................................................................13Sources of business and contextual data....................................................................................................14References.................................................................................................................................................16
IntroductionThe HR department plays an important role in an organization. This department can producebetter ideas and increase productivity. The goal of the HR department is to produce strongworkforce, which can achieve the goals of the organization. There are external and internalforces that shape up the HR agenda in the organization. External forces are Competition withother companies which encourage firms to practice best HR policies. Other internal forces arethe decision to excel in performance, ethics and accountability.HR ModelsHR Models provide an analytical framework for studying HRM practices like situational factors,competence etc. They help to select best selection and training methods. These models will helpto understand the key HR policies thoroughly.HR Models are as follows:The Fombrun, Tichy and Devanna ModelThis was the first model which was invented in 1984, it laid stress on the four functions of HRand how are they interrelated. These functions were selection, appraisal, training andcompensation. These four components of human resource management are the best elementswhich contribute to the organization’s development. This Model is incomplete as it ignoresenvironmental factors[ CITATION Neh15 \l 1033 ].
The Harvard ModelThis Model is complex as it consists of six elements of human resource management. Theelements included in the models are: stakeholders, interests, HRM policies, HR outcome, HRsituational analysis, HR long term results and feedback approach. These functions will contributeto the overall effectiveness of the organization.The Guest ModelThis model was designed in 1997 and this model explains that HR manager can apply fewstrategies which can increase overall performance of the organization. The outcomes will be seenin the form of behavior and financial outcomes. The logical sequence of six components, shapeup this Model[ CITATION Bee09 \l 1033 ]. The components are HR strategy, practices, results,behavioral changes, performance and financial rewards. Although it claims to be the superiormodel, but people dynamics are so difficult that no model can analyze it deeply.The Warwick ModelThis model also revolves around five elements which are external factors, micro factors, businessstrategy, HRM context and HRM content. This is a different model as considers externalenvironmental factors impacting HR practices. Organization aligning between external andinternal factors excels in performance[ CITATION MMo17 \l 1033 ].
HR Strategies and insights to increase Organization PerformanceHR strategies are made to increase overall performance of the organization. All functional areasof HRM strategies need to match overall business goals. Few of these strategies and insights toincrease performance are:-Top leaders and managers affect the success or failure of an organization. Successfulleaders will guide their team in a positive direction and make them accountable for thegoals of the firms[ CITATION MMo171 \l 1033 ]. By conducting effective research, leadersarebeing recruited who can give better results. HR professionals need to become a leaderto guide others to achieve goals.-The next strategy is to select the best talent in the company. HR analysis the staffingneeds and plans, recruiting, training talent. This strategy includes identifying jobresponsibilities like skills, knowledge required. Job Descriptions are being developed forcompetencies and responsibilities[ CITATION JSu11 \l 1033 ].-HR also makes strategies to build high performing culture. Organizations which are highperforming define the performance measures properly. Top leaders shape up the bestculture which motivates employees to change their behavior and adapt to high performingculture for best results.-HR tools are being used to understand employee’s reviews like employee satisfactionsurveys. Employees are being asked about work culture, opinions, rewards,compensation. Strategies are being made on feedback of employees. Feedback fromcustomers is another source of HR strategies[ CITATION TCo17 \l 1033 ].
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