Journal Article Review on Business Strategy

Running head: MANAGEMENT
Journal article review on business strategy
Name of the student:
Name of the university:
Author note:

1
MANAGEMENT
Source 1: Gratton, L., Hope‐Hailey, V., Stiles, P. and Truss, C., 1999. Linking
individual performance to business strategy: The people process model. Human
Resource Management: Published in Cooperation with the School of Business
Administration, The University of Michigan and in alliance with the Society of Human
Resources Management, 38(1), pp.17-31.
Own position
My position is that of a researcher, exploring the translation of business strategies
through human resource strategies and people process into individual and organizational
performance.
Views of the author
This article consists the views of Gratton et al. (1999) regarding the contribution of
the business strategies models on the individual performance. The parameter mapped in this
perspective is that of the human resource management. Theoretical consideration of people
process model is apt in terms of understanding the dynamics of managing the human
resources. The main focus of the authors in this case is on the challenge towards achieving
competitive advantage on the contemporary brands. Large share of finance or capital is not
the only key to success for an organization. Instead, it is the capability of the employees to
display performance according to the identified and specified requirements.
Normative form of the models of strategic human resource processes necessitates the
need for mapping the way in which the management of the human resources would progress.
In this, Gratton et al. (1999) opines that alignment with the identified and the specified needs
is crucial for ensuring the feasibility, effectiveness and appropriateness of the strategies.
Drawing conclusion by referencing to the works of other writers

2
MANAGEMENT
According to the arguments of Alagaraja and Shuck (2015), establishing correlation
between the organizational needs and the involvement of the employees, helps in better
understanding of the individual performance, which the employees need to perform. On the
other hand, Dunne et al. (2016) states that involving the people, that is, the human resources
or the employees into the process of decision making is assistance in the formulation of
effective strategies for the betterment of the companies and organizations. Therefore,
synthesizing the ideas of the authors, it can be said that involvement in the organizational
activities is vital for upgrading the standards and quality of the individual performance of the
employees. If the managers involve the employees in presentations, their communication
skills, abilities and competencies are enhanced. Barrick et al. (2015), scoring the performance
enables the managers to make estimates regarding the future courses of action.
Agreement to the views of others by pointing out assumptions
Agreement can be proposed in favour of the fact that conceptualization of the people
process model is assistance for the readers to understand the dynamics of human resource
management. This theoretical consideration seems fruitful in terms of assessing the impact of
organizational engagement on the individual performance of the employees. Within this,
Dunne et al. (2016) is of the view that the role of the managers is vital for ensuring that the
employees take part in the meetings, discussions, talk shows among others. Typical example
of the strategic approach is using balanced scorecards. Making use of balanced scorecards is
beneficial for the managers to track the changes, which come in the performance of the
employees. For this, training is an essential means. Taking post training tests helps the
managers in assessing the capability of the employees to make practical application of the
learnt skills in executing the allocated duties and responsibilities. As per the opinions of
Alagaraja and Shuck (2015), balanced scorecards results in forming notions and perceptions
regarding the provided workplace conditions.