HRM Practices for Organisational Performance: A Case Study of Deloitte

This report discusses the HRM practices for organisational performance with a case study of Deloitte. It covers the differences between HRM and personnel management, impact of national and corporate culture, job design strategies, and good HR practices. It also provides recommendations for employers to maintain organisational performance.

Human resource
management

Table of Contents
Introduction......................................................................................................................................3
Main Body.......................................................................................................................................3
Drawing on strategic HRM models and concepts, discuss the differences between HRM and
personnel management and the ways in which your chosen organisation’s HR strategies
should align with the demands of labour market....................................................................3
Analyse the impact of national and corporate culture on the management of staff...............5
Critically evaluate the organisational levers available to manage human resources in such a
way as to contribute to sustainable competitive advantage....................................................6
Analyse the job design strategies of the chosen firm.............................................................7
Use corporate examples of local and transnational firms to illustrate good HR practices and
relate your discussion to relevant HR literature to justify your stand....................................8
Based on the discussion and debate what suggestions / recommendations would you make to
employers regarding HRM practices to maintain organisational performance?....................8
Conclusion.......................................................................................................................................8
References........................................................................................................................................9

Introduction
The practice of HRM have shown a greater importance when being integrated with other
operational activities of the business firm while working in current business environment. The
stated term defines better working of the corporative firm when being engaged with variety of
business tasks. In the provided report document operational working at Deloitte will be taken
into consideration (Ashton, 2018). The provided company is one of the largest multinational
professional service network company that provides services of management consulting, audit,
tax, legal and many more. The respective firm was founded in 1845 by William Welch Deloitte
and is being headquartered in London, UK. The provided report will evaluate HRM models with
interrelated concepts, impact of corporate culture and relative areas for working of HRM
department of the chosen company with supported literature (Bailey and et. al., 2018).
Main Body
Drawing on strategic HRM models and concepts, discuss the differences between HRM and
personnel management and the ways in which your chosen organisation’s HR strategies
should align with the demands of labour market.
There is a variety of HRM models and concepts that are taken into consideration while
regulating the effectiveness of business operations in a complex business environment. Such
models and concepts deliver effective terms on the basis of which human was the most valuable
resources working in the business firm can be managed at its best potential. The respective
models of HRM configured better terms for which coordinated efforts can be extracted at the
workplace enabling productive outcomes (Bratton and et. al., 2021). In context to the HRM
department at Deloitte managers of the firm takes key considerations to Victor Vroom’s
Expectancy Theory. The model when integrated with operational tasks of the firm is being
explained below;
Valence: This is the first element of the model for which special attention of the
management team working in the corporate are held with emotional orientated employees
working at the workplace. It includes depth of the want of an employee for extrinsic including
promotion, money, benefits, time-off or intrinsic rewards such as rewards.
Expectancy: For this element of the model differential levels and expectations of
confidence are being taken into consideration. In the process being management of the respective

firm discovers several requirements to supervision, training and relates resources that will be
needed by an employee to work effectively at the workplace (Jang and Ardichvili, 2020).
Instrumentality: It is being stated in this element that an employee working at the
workplace assumes that promises made by the management of the firm should be completed with
due respect. Therefore, managers at the respective company take key considerations to respective
promises being made to their staffs and ensure its completion at the desired period of time and
with effective use of resources.
HRM VS personnel management
Basis Personnel management HRM
Meaning This is the element of
management strategy of the
business firm that is concerned
with the workforce and
relationship with the entity.
This is the branch of
management which focuses on
effective use of human as a
resource enabling effective
attainment of goals and
objectives of the operational
firm.
Approach Traditional Modern
Decision-making The decision-making process
through respective
management techniques is
slow.
The decision-making process
through respective
management techniques is
fast.
Focus Hiring of employees, training
and remunerating.
Integrating human as a
resource with other
operational activities of the
business firm.
Aligning HR’s strategies with the demand of labour markets
The HR strategies at the workplace have their greater importance when being engaged in
a variety of business tasks being produced in a complex business environment. Taking key
considerations to the presented scenario for which key strategic planning determinants of the
business firm are related to external factors that impact on productive workings of the business

firm. In relation to operational working at Deloitte, managers of the firm take use of Victor
Vroom’s Expectancy Theory. This model guides the effective working of the corporate firm
while being indulged in the present scenario of pandemic times (Jia and et. al., 2018). The
managers at the respective firm integrate coordinated working of the business firm, as COVID-
19 has changed the perspective of workings in the operational firm. The operational working of
the business firm is integrating with labour markets that guides efforts being produced at
operational firm towards the betterment of workplace productivity (Ma, Lin and Wei, 2020).
Analyse the impact of national and corporate culture on the management of staff
The term corporate culture refers to a belief as well as behaviours that determine the
effective course of action for the company’s management and employees and handling daily
business transactions. Through deriving an effective workforce culture better standards of
working in the corporate firm can be derived on the basis of which professional workings can be
integrated. In relation to operational working at Deloitte managers of the firm takes effective
considerations to corporate and national culture on the management of staff (Margherita, 2021).
This allows them to maintain coordination of activities being produced at the business firm and
determines the effectiveness of working when being engaged in a variety of business tasks.
Following are the impacts of national and corporate culture on the management of staff at
Deloitte; Productivity: Through adopting effective corporate and national culture at the workplace
managers at Deloitte are able to derive effective productivity of the business firm. Under
its evaluation, it can be stated that better coordination of operational activities can be
performed while opting for an effective national and corporate culture at the workplace. Decision-making: By taking into consideration the effective corporate and national
culture at the respective workplace better decision-making process can be enabled. This
will be done through filtering large complexities related to coordinating with different
cultural groups at the organization and avoiding unwanted delays in the process of
communication.
 Motivation: Another impact of the national and corporate culture at Deloitte includes
providing effective motivation to the management of staff within the operational firm.
This allows the business firm to integrate core working of the operational firm and derive

effective advantages of motivation when ensuring benefits of motivation to employees
working in the workforce.
Critically evaluate the organisational levers available to manage human resources in such a way
as to contribute to sustainable competitive advantage
The term organisational levers refer to methodology or a tool that is used by managers of
the business firm to effectively implement changes. Through this managers of the corporate firm
can define better standards of working in the corporate firm and enable productive standards on
the basis of which operational tasks are produced at the workplace. In light of the fact that
businesses have to work in the business environment that consists of the major influence of
internal as well as external constraints of environment that affects effective workings of the
business firm (Muisyo and Qin, 2021). With regards to working at Deloitte following are the
organisational levers available to manage HR in such a way as to contribute to sustainable
competitive advantage at the workplace;
Personnel quantity
For this element of organisational levers foremost element i.e., personnel quantity HR
managers of the firm takes key considerations to the right number of employees are working at
the right roles and at the correct employment conditions. Under its evaluation, it can be stated
that better terms can be established on the basis of which coordinated efforts can be produced
that help the business firm to derive sustainable competitive advantage. This could be the result
of managing staff working at the business firm and integrating with the business operation at the
corrective position in the company departments. In the context of operational working at
Deloitte, the process of staffing is being integrated with the provided element that aid business
firm to acquire better productive outcomes with an investment of business resources (Turulja and
Bajgoric, 2018).
Personnel costs
Under this second element of the organisational levers, it is being believed that an
effective HR department of the business firm will extract better financial implications at the
workplace. This integrates with the productive working of the firm and delivers coordinated
actions at the workplace when being engaged with the core productive operations of the business
firm. This equips with effective abilities for the business firm through which financial
undertakings at the workplace can be productive. The managers at the chosen company i.e.,

Deloitte are able to derive effective business costs in a variety of operations of the business firm.
This enables the workforce to deliver an effective basis of working for which various
departments of the business firm are coordinated and can be worked effectively. Therefore,
sustainable competitive advantage can be obtained in the workforce when engaged relating to
given element i.e., personnel cost (Nosalska and et. al., 2019).
Personnel quality
For this element of the organisational levers, dedicated efforts are being produced with
respect to development of the workforce’s competencies and skills. Under the element better
terms at the workplace are being defined on the basis of which proper certifications and defining
of tasks can be taken into consideration. With regards to the operational working respective
company, managers of the firm take consideration of this element on the basis of which better
actions could be taken with regards to proper monitoring function of the business firm. In
addition to this, a sustainable competitive advantage to the given firm is ensured by delivering
effective training and development platforms to the respective staff of the workforce (Yusoff and
Nejati, 2019).
Management and transformation
For this last element of organisation levers arrangements for effective techniques of
innovation and managing changes process is being taken into consideration. This is one of the
essential levers for bringing in sustainable competitive advantage at the chosen firm as it derives
better terms on the basis of which strategic innovations and roles can be performed in the
workforce. In relation to the chosen company, managers deliver effective rules for which HR can
centrally plan the workforce using objective criteria. The provided element derives a critical path
to success when being engaged with better coordination of efforts within the operational firm.
For the purpose being such activities can enable coordinated efforts when being engaged with the
contemporary business environment and deriving better advantage of sustainability at the
workplace (Podgorodnichenko, Edgar and McAndrew, 2020).
Analyse the job design strategies of the chosen firm.
The term job design refers to research and analysis of a job consultation with managers,
peers and management to compile the entire job data as well as outline the responsibilities, duties
and expertise in a particular job role (Westerman and et. al., 2020). In the context of chosen
company i.e., Deloitte job design strategies relates to discussions over relationship between

employee’s needs and job design dimensions. Being in the process factors of job characteristics
dimensions, personal and work outcomes, critical psychological states and employee’s growth
operations (Salas-Vallina, Pozo and Fernandez-Guerrero, 2020). The managers at the chosen
company takes into consideration following job design strategies on the basis of which effective
recruitment and staffing techniques are to be followed at the workplace; Job Enlargement: In this technique of job design used by Deloitte, various activities with
regards to making jobs larger in scope by combining additional tasks activities into each
job through expansion can be taken into consideration. This helps the business firm to
develop better effort towards deriving coordinated terms of working at the workplace and
coordinating changes being observed in the business environment of the respective firm.
 Job rotation: Under this strategy employees of the business firm move from one job to
another at the same level. It is being believed at the workplace that this strategy will serve
as an effective motivation to its employees when engaged with numerous individuals.
Use corporate examples of local and transnational firms to illustrate good HR practices and relate
your discussion to relevant HR literature to justify your stand.
The term good HR practice refers to factors that guide better working in the corporate
firm when being engaged with various operational tasks within the business environment.
According to Jane Courtnell, (2019), the concept of HR management had a very old existence in
terms of integrating with business management practices. For the same good practices are related
to considering key factors such as; maintaining organisational culture, increases satisfaction of
employees, training and development etc. For the same example of company like Salesforce with
performance index of 9.575, Delta Airlines with performance index of 9.425 have provided basis
of development with taking relevance of effective HRM practices (HR Best Practices: What
They Are and How You Can Implement Them, 2019). Through the analysis it can be stated that
better terms within the workforce can be established by countering with various factors of
business environment through effective HRM practices (Warner, 2020).
Based on the discussion and debate what suggestions/recommendations would you make to
employers regarding HRM practices to maintain organisational performance
From the analysis of the above discussion made in the report document, there are several
recommendations that can be made to HR managers of the respective company. These

recommendations are subjected towards bringing in improvements at the workplace and derive
better advantage of operational working in the business environment.
 The leaders can make use of talent management practises in order to bring more
opportunities at the workplace and along with it the employees must be provided the
employment security so, that it will help the company in retaining the people.
 Various tools and appraisals can also be used to enhance the capabilities of the employees
and the management can make use of pay for performance as per their work that will
boost the level of productivity of the employees.
 The company can also make sure to align the activities of the workforce with the growth
of the company. It is also important to monitor the activities of the competitors so that the
better opportunities can be attracted by adopting new trends of the market.
 The company can also align the business strategies with both the internal and external
factors of the market because there are various economic factors that can create a major
impact on the performance of the company .
Conclusion
From the analysis of the above report document, it can be concluded that the process of
HRM plays a vital role in planning activities of the business firm. It can be said that business
firms can enable better terms on the basis of which sustainable competitive advantage can be
provided to the workforce. In addition to this, it can be stated that effective HRM strategies are
adopted by the business firm when evaluating the productive basis of working being integrated
with various departments of the business firm.

References
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Online

HR Best Practices: What They Are and How You Can Implement Them, 2019. [Online].
Available at: <https://www.process.st/hr-best-practices/>