Impact of Contemporary Theories and Practical Knowledge on HR Development

Table of Contents
INTRODUCTION...........................................................................................................................2
PART 1............................................................................................................................................2
KEY EXTERNAL AND CONTEEXTUAL DEVELOPMENT THAT AFFECTS THE HR
STRATEGIES..................................................................................................................................2
Generic HR Strategies ................................................................................................................2
Key external and contemporary issues that influence HR strategy.................................................4
IMPACT OF CONTEMPORARY THEORIES AND PRACTICAL KNOWLEDGE ON HR
DEVELOPMENT............................................................................................................................6
Best fit approach and best practice approach to HR strategy......................................................6
How Unilever is using the theory in their HR practice...............................................................7

INTRODUCTION
The level of competition has risen to the global growth of the company’s number. To
survive in this highly competitive business environment, a new approach has been adopted by
the company, in order to maintain a well-known SHRM service organization. This service is
a new way of working better for a company. Workers of the basic pillars of a particular plant.
Therefore, human resource management service to try to get their hands on efficiency, staff,
and help improve their performance. It has the company's British brand, its international
business and large population, making it the world's most successful member, in more than
190 countries with more than 400 products in its product line and providing more than
1,67,000 employees worldwide. Each organization, which was their strategy and
organizations and their goals, should be maintained by business personnel and Strategic
Human Resource Management adopted by the company, which is an integrated approach to
employee policies and organizational policies and functioning as a beneficial environment for
physical growth. Therefore, following implicated study highlight the external and the
contextual development which are affecting the HR strategies based on the generic HR
strategies. Even so, some external and contemporary issues like globalisation and the
workplace diversity along the technological implication are discussed. Also, the impact of the
contemporary theories and the practical knowledge on HR development with a brief overview
of the Best fit and best practices approach to HR are being examining in contrast to the
concern business organisation (Adero and Odiyo, 2020).
PART 1
KEY EXTERNAL AND CONTEEXTUAL DEVELOPMENT THAT
AFFECTS THE HR STRATEGIES
Generic HR Strategies
Human Resource Management to maximize the efficiency of employees, depending on
the role of each employee in the organization. To achieve the goals of the people, therefore,
the company chose to define the category dedicated to caring for the financial needs of the
people. The Department of Labour, managers must deal with all personnel matters, for
example, conflict and policy changes, communication, currency fluctuations, etc. The three
main methods can be summarized as follows.

High performance
High performance or high efficiency aims to make a significant impact on the organization in
terms of productivity, quality, service, growth and profitability. High performance
management practices are key recruitment and selection processes, comprehensive and
appropriate development and management functions, promotion of the payment system and
performance management system (Almond and et. al., 2021). These methods are often
referred to as the "High-Performance Work System (HPWS), which incorporates an
approach, which can reduce staff commitment, skills development and motivation. Unilever,
to achieve the highest level of strategic performance objectives are as follows:
 Communication of equipment and business vision, in the context of the
communication of the organization's purpose and the scope of the employee and
determining their role in supporting that purpose.
 The exchange of information practices, which to date information about the operation
of the organization, as well as any other information that may affect the work, is a job. The implementation of compensation policies based on salary linking practices and /
or bonuses for the successful implementation of the organization to support the
objectives. Examples of profit-related payments, profit sharing and offering bonus
Unilever more productive employee. .
High Commitment
One of the feature of strategies of human resource management is the emphasis on the
need to strengthen the commitment of others. Managerial commitment is defined as a system
of Management, which aims to create a commitment so that behaviour becomes self-
governing rather than controlled by punishments and pressures without personal relationships
within the organization that underpin a high level of trust (Almond and et. al., 2021).
Unilever with a high level of employee commitment is often seen by the employer assigned
to its employees, depending on the development of assets, there are available production
features, integrated use of certain employee practices, such as job redesign, job creation in
problem-solving teams, teams, forces, and a small state difference. Strategies for achieving
high commitment are as follows-
• A skills development ladder and emphasized that they make money while working at
Unilever.
 Dedication, the most valuable features of employees at all levels of Organization.
 A high level of performance does not come from a strong job description.
• Reduction of management, and the end of the state is the difference.

 Reducing variability in performance, emphasizes the balance of workload. An
example of policy and making support and open communication in all areas.
High Involvement strategy
HR manager of Unilever believes that higher levels of participation approach work best,
because they work as a result of collaboration, it has a repetitive effect. It’s all about
communication, and participation. Hence this strategy aim is to create an environment in
which discussions between managers and their team members continue, in order to determine
expectations and to share information on the organisation's mission, values and objectives
(Anttila and Jussila, 2021). This approach is a part of the high level of participation in the
system sometimes expanding beyond its original concept, and includes high-performance
approaches. It is the most participatory approach is as follows:
• An approach, which includes the coordination of leadership development resources in
organizational strategic direction. An example of using key mode function and / or
goal setting, managing access to educational, training, assessment and feedback
processes
• Staff participation in decision-making, supporting our employees' ability to influence
decision-making, which means "through, such as Quality Circles, process and project
management in city hall meetings, and / or programs.
• Safety policies and procedures to ensure that employees are the main safety function
in their positions. Unilever have policies in place to support the freedom of impact of
program communication, problems, and practices that support, in general, stable
employment (e.g., avoidance of retrenchment).
Key external and contemporary issues that influence HR strategy
This contemporary business environment is not standing still, it changes constantly, day by
day. The organization wants to explore the most relevant issues and strategies, related to the
organization, this can help, over time (Binns and Kempf, 2021). There are various trends of
modern business which are affecting the business performance and the HR strategies which
will be discussed below.
Globalisation
Today, the Unilever operates not only in the developed country, but also in the developing
world and expands its business operations. Expansion of the company is increasing in various
fields of international business, creating the necessary human resource managers. The growth
of cross-border trade, as well as the use of information and communication technology aims