Strategic HRM and Environmental Factors in Human Resource Management

This document discusses the use of strategic HRM concepts and how they are changed by the organization. It also explores the impact of environmental factors on HR planning and culture. Additionally, it analyzes HR models and discusses the hiring and firing strategies used by the organization. The document focuses on British Airways as a case study.

Human Resource
Management

Table of Contents
INTRODUCTION.....................................................................................................................................2
MAIN BODY.............................................................................................................................................2
TASK..........................................................................................................................................................2
Use of concepts of strategic HRM and how it is changed by the organisation.........................................2
Impact of environmental factors on culture and HR plan........................................................................3
Use of HR model and how value was created by the firm.......................................................................3
Use of Storey’s 27 points of differences between personnel management and HRM..............................4
Analyze the job design strategies.............................................................................................................6
Hiring and firing strategies......................................................................................................................7
Use corporate examples of firms using good HR practices......................................................................8
Recommendations or suggestions............................................................................................................8
CONCLUSION..........................................................................................................................................9
REFERENCES........................................................................................................................................10
Books and Journals:...............................................................................................................................10

INTRODUCTION
The term human resource management is used to describe as formal system developed
for managing the individuals within the organisation. The HR manager responsibilities fall into
three categories staffing employee, compensation and benefits or defining tasks and activities.
This is a mandate within the organisation and does not like to change in any ultimate way
(ABDOLLAHI, B. and Et.al., 2019). It has been identified by many of the organizations that
without human resource department they can't able to achieve their objectives. They have to
involve all employees from each and every level of management. Every individual is important
for the organisation as the perception is used to create a positive business environment.
Organisation has developed policies and strategies which is related to their employees but have
to update or change as per the demand of the situation. The aim of this report is to consider the
strategies in the context to British Airways which is second largest career in the UK. The
company has it’s headquarter in London, UK and has introduced in 1974. The report comprises
changes in HR strategies models, impact of environmental factors, hiring and firing the strategies
and many more.
MAIN BODY
TASK
Use of concepts of strategic HRM and how it is changed by the organisation.
Strategic human resource Management can be understood as a connection between
individuals and organization’s goals, objectives as well as strategies (Antonova, K., 2019). The
aim of strategic human resource management is to provide innovation, advanced flexibility and
competitive advantage which can be fit to the culture of organisation. It is significantly
considered that strategic human resource management is very essential for the success and
growth of the organisation in order to accomplish the objectives which includes hiring and
selecting, training and development, compensation and succession planning, performance review
and performance appraisal. For the organizations, it is very essential to formulate and update the
strategies in order to compete in the industry. Human resource management plays a very
essential role organisation in terms of achieving the objectives and targets (Caruso, R., 2019). In
context to British Airways, they are always identify and focus on the best strategies that suits
with the human resource in the organisation. Due to covid-19, the situation creates several
problems in every kind of industries even for airline industries too. These companies are
challenged with the situation in managing the human resource capital. Due to the situation
government mandates to stop the airlines and due to the pandemic situation these industries faces
situation of slowdown because of such restrictions. It has to minimize the requirements of human
capital which causes to reduce in job opportunities as well as firing many employees in the
organisation. This was a very typical situation which is faced by every member of the
organisation as they have to lose their job. After the pandemic situation, the organisation is
focused to redevelop the strategies and policies in which they have to follow government rules
and guidelines that is maintaining social distancing after the completion of pandemic situation. It
has been studied that the organisation fired 12,000 employees from the organisation due to the

covid-19 disease (Wikhamn, W., 2019). The respective organisation is completely understand
the concern about handling the situation carefully and focus on strategies that help in recovering
the losses. One of the major reason to changes and update the policy of human resource
Management is to recover the losses. Due to such pandemic, British Airway’s chief executive
officer have to resign and to fill the post they replace with the new executive officer.
Impact of environmental factors on culture and HR plan.
As human resource is very essential for the organisation they have to handle it with care
and concern in order to achieve the goals of the organisation. In the organisation only human
resources can make a positive and negative culture (Ciobanu, A., Androniceanu, A. and
Lazaroiu, G., 2019). The culture of business environment gets affected by several factors in the
environment and which also influence the strategic plans and policies of human resource. When
an organisation want to focus on the demand of human resource in the organisation, they make a
typical plan related to human resource. In context to British Airways, they performs every
function very carefully and take every decision after the post pandemic situation with care.
Human resources planning is highly affected by the impact of environmental factors. It can be
understood that the situation of covid-19 which is highly impact on the organisation and their
human resource planning and culture. This affect negatively in the organisation as it reduces the
demand of individuals. Along with this, there are several environmental factors which affect
culture and human resource planning. There are various factors including political, economic,
social, technological, environmental and legal factors which highly impact to the organisation
activities. Pestle analysis helps to analyze the impact on such factors on the human resource
planning and culture. This analysis helps organisation in order to take safety measures and
precautions that can help to overcome the situation. So that it is very essential to critically
analyze those factors that helps HR manager to take right decisions in their planning.
Use of HR model and how value was created by the firm.
Human resource models plays a very significant role as it helps to explain the role of
individuals in the organisation. With the use of human resource model, a company identifies
itself to explain the role of human resource as well as create values to the organisation. This
model influences the individuals of organisation. In context to British Airways, the identifies that
there are various human resource model such as 8 box model by Paul Boselie, standard model of
human resource management, value chain advance model of human resource, Harvard
framework for human resource and human resource value chain. The company identified that all
such models are very useful to add and create value to the HR practices but the most helpful
model they identified is that Harvard framework of human resource model.
As the company uses a HR model of Harvard framework which essentially includes five
elements that is stakeholder interest, situational factors, HRM policies, long-term consequences
and HRM outcomes. It is a model which universally approached in the organizations that on the
outcomes of various levels of organisation. This model helps HR manager to motivate and
encourage the employees towards goals and objective as it significantly boost the interest in all
the stakeholders. With the help of Harvard framework of HR model, the organisation is focused

on to give adequate importance to human resources that will enables to make appropriate
strategies of management.
This model also helps in making the HR policies in which a company is focusing on the
interest of each and every member. In context to British Airways, they identifies it is a very
useful model which help to create and value to the HRM. The Harvard framework of human
resource model encompasses several reward system. The organisation also comprise with bonus
schemes tax free shares, discounting and free shares in their report system. British Airway’s
human resource activities was organized by organisational bureaucracy embraces rule bound or
strict behavioral boundaries (Ouafky, I. and Alzoubi, H. M.). The company identifies that they
are moving towards success with the help of this model also encourage various stakeholders in
order to satisfy their needs and expectations.
Use of Storey’s 27 points of differences between personnel management and HRM.
Storey’s model can be understood as an ideal type of HRM and that can be used by
researchers and analyst of the organisation. Many investigators find out that it is just a change of
name and some of them has different perspectives that they understand personnel management
and human resource management as distinctive. In 27 points of differences by storey it has been
identified that personal management based on rules and procedures and can be considered as a
distinct function from other managements (Davies, J. and Et.al., 2019). While HRM, relates with
the requirements of organisation and fundamental to the corporate plan and the responsibility of

all managers. The differences between personnel management and human resource management
by the use of storey’s 27 points are mentioned below:-
Serial no. Dimensions Personnel
Management
Human Resource
Management
1 Contract Careful delineation of
written contracts.
Aim to go “beyond
contract”.
2 Rules Importance of devising
clear utility or rules.
“Can do” Outlook
impatience with rule.
3 Managerial tasks Monitoring Nurturing
4 Nature of Relations Pluralist Unitarist
5 Behaviour referent Practices, customs and
norms
Values and mission
6 Conflict Strategic
aspects
Institutionalized De-emphasized
7 Guide to management
action
Procedures Business requirements
8 Initiatives Piecemeal Integrated
9 Key relations Labour Management Customer
10 Speed of Decisions Slow Fast
11 Corporate plan Marginal to Central to
12 Key managers IR/Personnel
specialists
General/business/line
managers
13 Management Role Transactional Transformational
leadership
14 Standardization High Low
15 Communication Indirect Direct
16 Prized Management
Skills
Negotiation Facilitation
17 Pay Job evaluation (fixed
grades)
Performance related
18 Conditions Separately negotiated Harmonization
19 Labour Management Collective bargaining
contracts
Towards individual
contratcts
20 Selection Separate /marginal
task
Integrated/ key task
21 Thrust of relations
with stewards
Regularised Marginalized
22 Conflict handling Reach temporary Manage culture and
climate
23 Foci of attention of
interventions
Personnel procedures Wide ranging structural,
cultural & personnel
strategies
24 Job design Division of labor Teamwork
25 Training and
Development
Controlled access to
courses
Learning companies

26 Job categories and
grades
Many Few
27 Communication Restricted flow Increased flow
Analyze the job design strategies.
Job design is significant to any company that should be design with proper planning and
strategies that all the stuff can be comprises which helps to define the job to the applicants. Job
design strategies, critical psychological states, relationship interpretation concepts, personal and
work outcomes, job characteristic dimensions, original implementation concepts, job design
dimensions and employees requirement for growth (Onimole, S. O. and Adebusoye, A. B.). Job
design strategy comprises with four types that is job enlargement, jobs amplification, job rotation
and job enrichment.
Job rotation:
Job rotation is a systematic practice of moving from one job to another job within the
organisation which includes training employees, orienting new employees, preventing job
burnout, improving career development in order to achieve several objectives of human
resources (Kanki, B. G., 2019). It helps to determine the right talent of employees in which he or
she is most capable of doing. It helps to increase motivation and skills in which any employee
can experience different learning which make them specialist and new job roles.
Job enlargement:
The term job enlargement defines putting additional duties within the same level of a
employees existing role in which he performed extra work but in different activities. It helps to

increase motivation among the employees and employees may learn their own planning where it
can be formally done by senior authority.
Job enrichment:
It considered as a method of motivation in which dimensions are add to the existing jobs
of employees in which they are challenged with multi-task in order to put meaning to their jobs,
increasing their skills, giving feedback, creating autonomy and many more.
Job simplification:
Job simplification or work simplification is a process in which task are removed with the
existing roles which helps employees to be focused (Wenzelburger, B. and Lipiec, R.). The aim
of job simplification is to maximize the output by developing improved job methods. It is also
focus on minimizing the cost and expenditure which helps to increase the efficiency in
operations as well.
Hiring and firing strategies.
Every organisation must consider an effective hiring and firing strategies in order to
maximize the performance level of employees within the organisation. When these strategies are
effective for the organizations it helps to achieve the objectives. In context to British Airways,
after the situation of covid-19 it becomes very difficult for the organisation to fire employees
from the organisation because of the heavy decline in the industries and becomes very tough and
competitive for the organisation to recruit new candidates because the situation is not stable that
employees can give physical interview due to the impacts of disease is still continue
(Hosseinzadeh, J., 2019). British Airways adopted some of the strategies regarding hiring of
firing the employees which are described below:-
Hiring strategies: It is concerned with the hiring or recruiting of employees in the
organisation. In context to British Airways, it is very difficult situation that to recruit new
employees for the organisation during the situation of pandemic. So some of the recruiting
strategies are adopted by them which are describe underneath:
 The company is focusing on virtual interviews and try to reduce physical contacts, in
order to this that try to adopt online hiring process.
 Appropriate advertisements regarding jobs are delivering to several job websites so that
people may know and apply for the job profiles.
 After providing advertisements of job they take interview virtually and selecting
candidates through online for procedures.
 Even in online hiring process they consider referrals and cross check the information
about candidates.
Firing Strategies: Firing strategies define those strategies in order to eliminate or
terminate the existing employees from the organisation (Heikkinen, S., Kangas, E. and Lämsä,
A. M., 2019). In context to British Airways, it is very difficult and tough to fire employees due to
the pandemic situation and it has been studied that around 12,000 jobs lost by many of the
employees. The company completely understand the fundamental role of employees in the

organisation and they does not want to hurt the sentiments of employees but they have to face
these situations in pandemic.
 It has been communicated by the organisation in order to terminate the employees so that
they will be agree and understand with the decision.
 The company analysis the whole situation and then they take strict and right action which
is suitable.
 A strategy has been determined by the organisation in order to retain the dignity of
employees and trying not to hurt the sentiments of employees.
Use corporate examples of firms using good HR practices.
In order to describe the effectiveness of HR practices to the business there are many
popular examples through which a company can take competitive benefits and accomplish their
objectives and aims for the organisation. Using best HR practices organizations lead the industry.
The best HR practices which shows effectiveness for the organisation are highly apprehensive
with human resource policies and several other functions that must be effective in order to
achieve the goals and objectives for the organisation (Whysall, Z., Owtram, M. and Brittain, S.,
2019). Every organisation understands the significance of HR practices because they not only
accomplish their objectives for organisation but they become the best example for other leading
companies as well.
Recommendations or suggestions
In the current scenario, every organisation is deal with challenges and problems in order
to this they have to face various complexities and competitions. In context to British Airways,
they understand completely that they can handle all the situations with the right and talented
employees. Most of the organizations including British Airways faces issues due to the situation
of covid-19. It is a very typical situation that flips the complete scenario and the impact of virus
(Flaming, L. and Mosca, J., 2019). During this tough time the organizations find out that human
resource is the most significant asset and cannot be loose in any cost. Most of the situations are
not under control and they have to terminate or eliminate the employees that is why it is also
very important to understand the issues organizations and must consider all the issues with
effective HR practices. Due to such reasons there are some recommendations or suggestions
which must be followed by the organisation:-
 It is recommended to the organisation that they must consider the employee satisfaction
because during tough times if employees are satisfied with their work and environment
they help and give their significant contribution to the company.
 As company identifies that human resource is one of the significant asset for the
organisation, they should include and give significant value to each individual in the
organisation by creating opportunities and make them participate in the decision making
process (Figueroa, C. A. and Et.al., 2019). If employees feel involved and motivated
towards actions by the company it will be very fruitful to both of them.
 It is also recommended that organisation to encourage and motivate in order to increase
the performance level and production level of each individual in the organisation which
can be done by reward system which includes effective performance review program that

helps to boost the morale of the employees and to analyze their performance level in the
organisation.
 The company must be focused on to create opportunities for the employees so that they
can look forward to their career growth with the respective organizations (Rice, C. M.,
2019).
CONCLUSION
It has been concluded from the above report is that human resource management is the
fundamental department of any organisation that have to deal with every situations which is
related with human resources and human capital in the organisation. A HR manager has to
understand the concept that every individual has different perceptions and sentiments which may
create conflicts and issues in the environment of company for which they have to create and
update the policies regarding HR which must be effective for the organization. It is very essential
to enhance human resource strategies that will be helpful to accomplish the goals. This report is
based on British Airways which is completely identified and understand that human resource
strategies and policies must be improved in order to lead the industry and gain competitive
benefits with the talented employees. This report comprises with job strategies, hiring and firing
strategies and many more and all of these are very important for the growth and development of
any organisation because all of this is focusing on to enhance the level of performance for both
employees and organisation.

REFERENCES
Books and Journals:
ABDOLLAHI, B. and Et.al., 2019. Designing a HR Risk based model for Developing Human
Resource Strategies.
Antonova, K., 2019. Model For Sustainable Management Of Human Resources In
Organizations. SUSTAINABLE HUMAN RESOURCE MANAGEMENT IN THE
CONTEMPORARY ECONOMIC REALITY, pp.48-59.
Caruso, R., 2019. Human resources as social capital. In Human resource management: People
and performance (pp. 142-149). Routledge.
Ciobanu, A., Androniceanu, A. and Lazaroiu, G., 2019. An integrated psycho-sociological
perspective on public employees’ motivation and performance. Frontiers in Psychology, 10,
p.36.
Davies, J. and Et.al., 2019. A good practice guide to managing human resource s in regional
SMEs.
Figueroa, C. A. and Et.al., 2019. Priorities and challenges for health leadership and workforce
management globally: a rapid review. BMC health services research, 19(1), pp.1-11.
Flaming, L. and Mosca, J., 2019. Should Accounting Majors Have Human Resource Training in
Compliance, Coaching, Team-Building and Mentoring Skills?. Journal of Higher Education
Theory & Practice, 19(5).
Heikkinen, S., Kangas, E. and Lämsä, A. M., 2019. Responsible Human Resource in Practice:
Towards a Family-friendly Workplace. Responsible Humane Strategies for Gender Equality,
Empowerment and Leadership.
Hosseinzadeh, J., 2019. Population Window, Human Resource Management and Sustainable
Economic Growth in the Second Phase of the Islamic Revolution of Iran. Ijoss Iranian Journal of
Official Statistics Studies, 30(1), pp.121-154.
Kanki, B. G., 2019. Communication and crew resource management. In Crew resource
management (pp. 103-137). Academic Press.
Onimole, S. O. and Adebusoye, A. B., Human Resource Development Strategies for Corporate
Entrepreneurship Survival in Nigeria.
Ouafky, I. and Alzoubi, H. M., IMPACT OF HUMAN RESOURCE STRATEGIES AND
PRACTICES ON ORGANIZATIONAL PERFORMANCE.
Rice, C. M., 2019. Human resource strategies and sustainability in small businesses (Doctoral
dissertation, Walden University).
Wenzelburger, B. and Lipiec, R., Investigating the impact of human resource development
management on increasing human productivity.

Whysall, Z., Owtram, M. and Brittain, S., 2019. The new talent management challenges of
Industry 4.0. Journal of management development.
Wikhamn, W., 2019. Innovation, sustainable HRM and customer satisfaction. International
Journal of Hospitality Management, 76, pp.102-110.