Developing People and High Performance Organizations

Added on - 30 Oct 2019

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Running head: DEVELOPING PEOPLE AND HIGH PERFORMANCE ORGANIZATIONSDeveloping people and high performance organizationsName of the StudentName of the UniversityAuthor note
2DEVELOPING PEOPLE AND HIGH PERFORMANCE ORGANIZATIONSIn the widely popular industries, it is seen that a competitive ambience within theorganization is somewhat intensifying and various organizations should develop some corecompetencies resources and innovative capabilities to facilitate them to compete in today’sever-changing business setting. It can be said that, Globalization in the form of greater thanbefore dissemination of technology and access to the akin resources make traditional sourcesof competitive advantage easier to replicate, and thus making it harder for variousorganizations to distinguish themselves from the competition (Katzenbach and Smith 2015).It is a matter of fact that, as the speed of change and the level of uncertainty increases, thestrategic thinking becomes more vital. Thus recognizing those challenges some organizationsare increasingly emphasising human resources as one of the key sources of competitiveadvantage in their organizations. The main focus of transforming the human resourcemanagement’s role from a reactive function, focussed by the operational needs of theorganization to a specific strategic function wherein a systematic approach is engagedtowards the coordination of employee management that aims to be allied with and conductiveto accomplish the organization’s strategic objectives.The strategic human resource management is when the organizations take strategicaldecisions in their human resource practice along with targets of attainment of the economicgoals of their shareholders, the satisfaction of workforce as well as their social legitimacy.Thus to effectively make parallel Human resource management with such strategies, theorganizations should assess how their contemporary HRM policies, practices and initiativesare configured as well as how these are all connected to and can add some value towardsachieving strategic objectives (Boso, Story and Cadogan 2013). The management of suchorganizations must consider the fact that which human resource practices and resources arecritical to their company’s performance, and identify the gaps stuck between available andrequired human resources and determine Human resource management strategies to resolve
3DEVELOPING PEOPLE AND HIGH PERFORMANCE ORGANIZATIONSthose gaps and contribute to generate competitive advantage. It is also seen that somespecialists in this field, defined strategic human resource management as making the HRdepartment aware of the organization’s business strategy and structuring the HR practices tosupport these (Blackman et al., 2012).Many scholars stated that some organizations increasingly depend on the effectivemanagement of human capital for success of the organizations. Through partaking is strategydevelopment and considering the resulting operational consequences, HRM can effectivelyalign, plan and design actions to best fit the goals and thereby better contribute to theorganization’s competitive abilities. Being conscious of the company’s human capital,education, knowledge and other proficiencies, HR managers can decide whether this capitalwould require enhanced abilities through training and development or via recruitment andselection of new employees (Spreitzer and Porath 2012).The available knowledge within an organization’s human capital is most possibly thesignificant root of all the competitive advantages. The challenges for the companies must beto transform the implicit knowledge found in employees into explicit knowledge of theorganization.Primarily, human resource development is a function of strategic HRM expanded onfor various organizations that operate in a more multifaceted and unpredictable environments.Additionally, some areas of strategic human resource development and performance appraisalin strategic HRM are interlinked with HRD in a way that they overlap and complement eachother. It is a matter of fact that, human capital as well as other resources can be easilygenerated inside the company or else can be acquired from various external suppliers(Parmenter 2015).
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