Managing People and Organization Behaviour

Running head: MANAGING PEOPLE AND ORGANIZATION BEHAVIOUR
MANAGING PEOPLE AND ORGANIZATION BEHAVIOUR
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1MANAGING PEOPLE AND ORGANIZATION BEHAVIOUR
2.1) a)
Strategic Organisational Planning
Studies of Santulli (2017) have revealed that one of the significance of relationship of
Strategic Organisational Planning and Human Resource Planning practices in developing people-
centric approach primarily accomplishes the needs of workforce diversity in Westpac. With an
effective alignment of both the practices tends to condense labour expenses to a large extent by
upholding a balance between demand for and supply of the HR demands and organizational
planning (Cikaliuk, Erakovic, Jackson, Noonan et al., 2017). For examples, Westpac has been
connecting varied ideas and opinions with abilities and experiences which drives innovation and
facilitates its clientele to carry their whole selves to work by being valued and respected
(Westpac.co.nz, 2019). Westpac is aware that effectual leaders have been recognized as key
players to the company’s ongoing achievements.
Human resource planning practices
Human resource planning practices have been identified as a vital process of anticipating
and supporting people centric approach within the organization. Human resources planning has
been executed in order to effectively achieve the most advantageous use of HR and to constitute
most skilful and appropriate workers to acquire organizational goals (Nankervis, Baird, Coffey &
Shields, 2016).
Relationship between SOP and HRP
Strategic planning aims to attain an orderly evolution from the present position to the
arrangement of a future target incomparable value as well as unparalleled ability to deliverFrom

2MANAGING PEOPLE AND ORGANIZATION BEHAVIOUR
the given case study it can be noted that the strategic planning of the organization has the ability
to direct the decisions with resources and creates structural foundation for the planning of human
resources in order to efficiently provide HR practices the potential direction to organize efforts
for accomplishing the strategic objectives of the organization.
Alignment
The relationship of SOP and HRP has been support leaders in addition to all Westpac
employees with training and knowledge development through induction programmes in its
business along with off-site learning opportunities.
Reason 1- Westpac’s strong alignment of SOP and HRP can be seen from the instance taken
from the given case study where by evaluating its people centric approach, a constructive impact
can be identified on organizational performance with affirmative relationship between manpower
planning and Westpac’s planning and performance (Nankervis, Baird, Coffey & Shields, 2016).
Reason 2- The company has proficiently evolved from a work environment where command and
control has been highly dominant whereby teams and groups work collaboratively to align
Westpac’s Strategic Organisational Planning and Human Resource Planning practices in
developing people-centred workplace (Westpac.co.nz, 2019). Another example taken from the
given case study shows the outcome of Westpac’s strong alignment where, the company’s
leaders have been serving a decisive role along with the shifting organizational change.
b) Challenge 1 relevant to alignment of SOP and HRP-
Challenges encountered by HR experts while planning to implement strategic initiatives often
result from incompetence to comprehend the strategic needs of the business with the outcome