Strategic HRM: Trends, Factors, Theories, and Change Management

This document provides an overview of strategic HRM in the context of Thomas Cook. It discusses key trends and developments influencing HR strategies, internal and external factors influencing HR strategies and practices, theories and concepts related to the growth and development of strategic HRM, and change management models that support HR strategy. It also covers the monitoring of HR outcomes and evaluation of HR management and development.

Strategic HRM

TABLE OF CONTENT
INTRODUCTION.................................................................................................................................3
Overview of company.......................................................................................................................4
LO1.......................................................................................................................................................4
P1 Key current trends and developments influencing company HR strategies..................................4
P2 External and internal factors influencing HR strategies and practices..........................................5
LO2.......................................................................................................................................................7
P3 Theories and concepts related to growth and development of strategic HRM..............................7
LO3.......................................................................................................................................................8
P4 Change management models support HR strategy in application to company..............................8
LO4.......................................................................................................................................................9
P5 Monitoring of HR outcomes.........................................................................................................9
P6 Evaluation of HR management and development which supports sustainable performance and
growth working company objectives...............................................................................................10
CONCLUSION...................................................................................................................................12
REFRENCES......................................................................................................................................13

INTRODUCTION
Strategic management involves formulation and implementation of major organisation
goals and implementation of various new initiatives which are taken by top management.
Aim of strategic human resource management can be understood as to potentially form
advance flexibility with strong innovation and wider competitive advantage goals which
enhances purposes of cultural working paradigm within company goals. Thomas and Cook is
one of the most globally renowned company within travel and tourism industry, which has
been actively focusing on its internal HRM strategies. It has developed best customer
oriented services and to evolve onto various dynamic competitiveness. The report will be
explaining key current trends within internal and external business environment which
influences HR strategies, theories and concepts related to growth and overall development
with focus on change management parameters. It will further discuss monitoring of HR
outcomes and evaluation of various new strategies which support sustainable performance
and growth working company objectives by bringing forward in depth analysis onto how
strategic HRM practices are the key criteria to be understood among company scenarios
(Colakoglu., Erhardt and Martin-Rios, 2019).
Overview of company
Thomas and Cook is one of the most globally recognised UK travel and Tourism
Company which has been serving people from all around world with various customised tour
packages and holidays and has been actively bringing forward various new innovative
services. Organisation has successfully succeeded various advance talent acquisition goals
and working scenarios within company standards for serving people with various adv
advanced travel and tour services It has been actively exploring varied working domains
among innovation and diverse cultural hemispheres to raise goodwill standards within
functional working standards for gaining higher revenue profits. Strategic human resource
management can be understood as one of the most widely growing concept within company
human resources and its working objectives to work on various strategies, objectives and
goals for gaining parameters which further develop wider advance functional scope among
company standards. Thomas cook HR strategies within company are actively focusing
strategic HRM which is also potentially keeping all employees retrained with high
satisfaction working synergy for longer term (Madera, Dawson and Belarmino, 2017).

LO1
P1 Key current trends and developments influencing company HR strategies
There are various new key trends and developments influencing HR strategies within
working parameters and to evolve varied functional synergy among new governing scenarios
while employing people based on their skills to evolve within demands of changing Travel
and tourism industry. Thomas cook has been focusing to indulge in various new HBR
development trends which are as follows for generating stronger stable turnover and higher
satisfaction among employees (Akter, Ali and Chang, 2018) :
 Workforce diversity and demographics: This is one of the biggest trend where all
employees are recruited based on their varied learning potentialities, skills and
working efficiency diversity and there is also productive enhancement based on their
demographics working synergy. This key parameter development has not only
evolved business functional strengths onto wider levels and to generate new goodwill
standards among wider domains where Thomas cook company will be able to cater to
wide consumers changing demands, within travel and tourism scenario. By focusing
onto building diversity and new technical goals of wider development employees will
be able to keep motivated. This also focuses for gaining stronger HR strategies at
organisation environment, for leveraging stronger fundamental quest goals which
motivates employees.
 Continuous training and development parameters: This significantly explains
importance within continuous training and development scenarios within company
levels for determining various new future potentialities for more diverse efficiency
and to be emphasising onto wider domains. Continuous training and development also
prominently enables management of all employees to be worked on with high
motivation standards, higher functional focused synergy among working goals and to
develop longer working governance within employees. Technology advancement: This is also one of the major parameter where technology
advancement shall be competitively taught to all employees within management
among working paradigms where there is vitally high demand among scenarios for
gaining functional innovation (Pasha, Ab Hamid and Shahzad, 2017). Technology
advancement enables to develop various new skills among employees and also train

them further for various new techniques and fundamental parameters of varied skills
which is also potentially important for gaining new advanced goals.
P2 External and internal factors influencing HR strategies and practices
There are various internal and external factors which influence HR strategies and
practices within working skills which enable to develop competitive functional strength. In
longer run there is also functional scope built up wider domains where Travel and tourism
industry is actively heading among corporate scenarios.
Internal factors:
 Expansion of goals in company structure: One of the major key parameter within
company internal structure which demand to pool on wider influencing HR strategies
and practices is the wider shift within company parameters where Thomas cook if
plans to expand internal structure by planning varied new segments to fundamentally
grow there shall be high focus built towards developing mew governing ethics where
various new parameters of diverse skilled employees need to be recruited. HR
strategies shall be factored on by focusing on internal shift in goals and to focus onto
various new paradigms where company aims to reach on within dynamic growing
travel and tourism industry.
 Training and development goals: Another major key factor within internal paradigms
is the demand for wider effective results and targets where focus needs to be
functionally put onto governing higher focus onto employees skill enhancement and
wider new technical goals which further generate stronger performance goals.
Training and development is highly important when focused to be input among
management for gaining wide competitive results and to focus onto larger new
scenarios where company potentialities have to be factored on growth.
External factors
 External competitive competition: The various new external competitive goals
coming within external travel and tourism external industry has been also understood
as major factor among changing HR strategies within various domains and to bring on
more investment of capital and time for generating wider competitive HR strategies.
This can be understood as also major factor for generating new functional
potentialities among working scenarios where various new external paradigms such as

larger technical goals formulation and active evolving new technical structure has
high impact for creating new HR strategies. Thomas Cook company aims to be one of
the most actively growing travel and tour industry company for serving consumers
with best customised tour packages and employ widely diverse skilled employees
who are able to develop various skilled working services
 Higher shift in consumer demands and preferences: Another external factor which
is influencing Strategic HR strategies and management among new technical goals
forming within dynamic travel and tourism industry is widely growing consumer’s
preferences. The external changing business environment has also brought wide
changes within varied new consumer demands where there are various paradigms
such as various new travel and tour services, leveraging higher focus bring on various
higher target sales for company to potentially focus. With rising competitive factors
businesses have to bring on new effective HR management where all employees have
to be given various new working criteria and also focus onto wider domains by
enhancing their wider thinking potentialities (Paauwe and Boon, 2018).
LO2
P3 Theories and concepts related to growth and development of strategic HRM
Strategic human resource has been evolve as one of the major parameter explaining
connection within strategies, business objectives and goals which enable improvement. Im
business performance among employees and develop company culture to foster with
innovation, flexibility and competitive growth.
 Two factor Herzberg theory: The two factor of Herzberg theory can be stated as one
of the major innovative HRM theory where it can be stated that certain two factors
within workplace which causers job satisfaction to be enhanced widely within factor
which can also cause dissatisfaction. This is developed as one of the major component
where factors of satisfaction are based on motivators such as strong financial rewards
and non monetary recognition which enables to deliver wider new functional records
of effective performance avenues. The factors which may cause dissatisfaction among
employees are based on hygiene factors and performance recognitions where
responsibility and job opportunities which come in hand with work within company is
one of the major factor impacting new learning potentialities.

 Vroom expectancy theory: This theory can be understood as one of the major theory
of motivation which proposes employees to act in certain way within company which
keeps on their new creativity and working operational innovation skills to be active
and formatively focused onto how various new paradigms can be adopted. This
enables us to evaluate that expectancy, performance related outcome expectancy are
highly focused by building high potential focus onto three components which are
expectancy, instrumentality and valence. It will wider new competitive domains onto
which Thomas cook will be able to keep strategic HRM at growth into new diverse
scenarios. This theory is also one of the most highly innovative working HRM theory
which keeps on working performance among employees to be focused onto higher
innovation and wider new creative thinking opportunities where platforms such as
brainstorming sessions enable to deliver stringent motivation among all employees.
Application of this theory is done by making sure promises align with company
policies and creating challenging working goals and ensuring employees have clear
connection among performance, where varied focus needs to be built onto new
relative goals.
Concepts of HRM
 Fostering innovation: This concept enable us to understand that Thomas Cook
company should focus onto integrating stronger innovation, fostering productive
growth synergy within longer run and to yearn focus onto working paradigms for
generating new functional effectiveness within longer run (Ramezani, Salari. and
Mashhadi, 2017). Fostering innovation has been recognised as major concept where
various new functional focus is given within global levels competitive industry
scenarios where it can be understood as major factor for strengthening working
paradigms and to keep employees also visionary active to built on major new
strengths among major new scenarios. Overall company culture is progressed widely
when all employees are focusing to bring on wider new innovation among their
thinking and new working potentialities within new evolving industry growth
paradigms in travel and tourism sector (Kaufman, Wilkinson and Gomez, 2019). Flexibility and competitive advantage: This concept can be understood as another
key concept within variably growing new flexible competitive advantage goals where
strategic HRM focuses to generate wider functional focus onto building functional
skills among employees for best working scenarios where they can learn active key

decisions. This is also potentially widely important for conducting new skills and
technical innovation among working parameters where there is also potential growth
of employees morale, wider focus onto their creativity and new synergy to keep them
retained for longer working synergy.
LO3
P4 Change management models support HR strategy in application to company
The change management models can be understood as highly important and widely
functional growth parameter which enables company for gaining new functional effective
functional synergy onto various new scenarios which in proportion with HR enables Thomas
Cook to develop wider effective targets. Kurt Lewin change management model can be
understood as one of the most advanced innovative change management model where there
steps have enabled company to significantly function with new creativity and implement old
techniques where investments need to be restructured (Kaufman, Wilkinson and Gomez,
2019).
 Unfreezing: At this step Thomas Cook will be analysing what new parameters and
strategies shall be planned within old techniques which are lacking innovation, focus
onto context with HRM strategies which old functional paradigms are unable to
monitor and motivate employees. This will also focus onto programming new
strategies where training should be given and enhance employees working skills
which will also focus onto leveraging wider domains to be actively integrating
innovation (Roy and Devi, 2017).
 Freezing: This step is focusing onto training employees and implementing all further
techniques, working strategies where innovation and diverse thinking creativity within
employee’s performance growth will be focused onto working scenarios through
which stringent focus is built on. Freezing enables to build stronger effective
formulation of new technical goals and potentialities where it is also actively focusing
onto bringing on active evolving functional growth scenarios where Thomas Cook
company aims to reach on.
 Refreezing: This step will be focusing onto monitoring, evaluating how new
strategies and concepts of strategic HRM implemented among management for
gaining new functional growth scenarios within longer term. Refreezing will also

potentially enabling building new technical goals among Thomas Cook employees
which will develop wider functional growth and also plan further new dynamic
investments to be monitored among management scenarios (Alomari, 2020).
LO4
P5 Monitoring of HR outcomes
HR outcomes are focused onto monitoring within functional scenarios where
performance monitoring, resource management and effective goals accomplishment are the
main goals onto varied focus is built on where Thomas cook, widely growing within travel
and tourism sector which is widely competitively growing. The monitoring of HR outcomes
is done by HR department through strategic planning how variable growth is built on,
strategies are as follows (Antonacopoulou, 2016).
 Reviewing all employees: HR monitoring is focused by bringing on strategies where
all employees skills and new potentialities shall be reviewed among management and
for gaining new competitive goals to be achieved within set time periods. This shall
also focus onto propagating various new tools and techniques for gaining analysis of
how all activities are done by bringing on quality standards for monitoring. This will
also enable all employees to be motivated within their functional parameters and also
to potentially also monitor wider new scenarios for gaining new profitable goals in
longer run. Reviewing all employees activities will also deliver quick growth among
working criteria among management where various new working scenarios needs to
be actively worked on for bringing on diversity.
 Ask for feedbacks: This is focused onto working parameters where HR needs to ask
for feedbacks from employees to seek their satisfaction level and is they wish to gain
new working criteria with creativity and innovation for longer term. Asking for
feedbacks can be done by focusing onto building various new scenarios and tools
where all HR strategies should be focusing to generate wider dynamic skills, which
will also motivate them within future. Thomas Cook HR management will also be
able to develop strategic scope among parameters by bringing on new potentialities
among management where varied new skills can be enhanced more actively (Lehto,
2018).

 Self monitoring tools: The self monitoring tools are focused onto providing self
monitoring tools and wider efficacy standards where Company enables employees to
self monitor and evaluate their performance among projects within new working
scenarios and parameters. Self monitoring tools can be understood as active
enhancing working synergy growth paradigms which form motivation growth goals
for employees to analyse their varied working domains and to also indulge in
evolution of various new innovation. Self monitoring tools also play an active role to
bring on wider new technical innovation within longer run and also on for gaining
new working efficiency within longer run for gaining new functional working synergy
within longer run (Reade, McKenna and Oetzel, 2019).
P6 Evaluation of HR management and development which supports sustainable performance
and growth working company objectives
The evaluation of HR management and development within Thomas and Cook
enables us to analyse that there are various new functional measures taken within strategic
management for reaching onto wider profitability company objectives within competitive
industry. Evaluation of HRM strategies is also focusing to widely integrate new functional
goals and wider efficiency among employees strengths and working parameters, to analyse
workforce strength for new working domains. These can be understood by analysing various
factors which are as follows:
 Thomas Cook as one of the most advanced travel and tourism company has been
actively focusing to develop integration of new working standards among employees
by training and smarter innovative brainstorming sessions. This has not only
improved various service standards and widely built organisation working standards,
but also there is new horizons among employees which are explored (Dewantara,
Haerani and Hamid, 2019). By focusing onto training employees with high
specialisation based on dynamic growing tourism industry levels, there is rise of
goodwill and revenue standards within global levels. Thomas Cook company is also
world renowned for serving consumers with various new innovative tourism facilities,
where all employees are talented and highly skilled making it one of the most
competent brand name within travel industry.
 Thomas cook as diverse organisation is also been productively exploring change
management models and technically bringing on faster working innovation among

varied aspects which is also technically building new advanced growth among
consumers services. The company is also strategically implementing effective
recruitment procedures from diversified demographic parameters which is one of the
major strength. All employees have been also widely focusing on serving customers
with latest travel and tourism services and integration of new innovative business
standards. Leveraging higher focus onto organisation strategic HRM policies it has
been able to cater to wider goals and new pertaining functional opportunities where
company new business technical paradigms are explored (Ndikumana and Bokka,
2016).
It has been understood that by implementing strategic HRM within organisation
Thomas Cook is focusing to develop stronger employee’s strengths and new potentialities
which train them for continuous new functional productive growth. This is also highly
important for gaining resourceful employees who are not only diversified and skilled but
also there is productive goals formulation to pertain higher working synergy of innovation
developed within company standards.
CONCLUSION
The report can be concluded with detailed analysis of strategic human resource
management within Thomas Cook company which is one of the most globally renowned
company within travel and tourism industry. The reports concludes workforce diversity and
new training , development as one of the major parameter within key trends of strategic HRM
where new integration of creativity learning potentialities are focused on. Report will be also
concluding theories and concepts of strategic HRM, which is widely important within HRM
goals for gaining productive working hemispheres. Report has also concluded that Lewin
change management model is one of the most informative for bringing on diversified change
within company functional scenarios onto wider levels and for gaining new technical
efficiency. Monitoring of HRM functions within company will be done by analysing
feedbacks, keeping track record and further evaluation of all activities at Thomas Cook
concludes effective functional goals which will enable longer goodwill (Pande, 2016).

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