Strategic Human Resource Management

This report discusses the current trends and developments influencing HR strategies of an organisation, analysis of internal and external factors influencing HR strategy and practice, application of relevant theories and concepts related to growth and development of strategic HRM to specific organisational examples, evaluation of how appropriate change management models support HR strategy in application to relevant organisational examples, and more.

Strategic Human
Resource Management

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
TASK 1............................................................................................................................................3
P1. Determination of current trends and developments influencing HR strategies of an
organisation..................................................................................................................................3
P2. Analysis of internal and external factors influencing HR strategy and practice...................5
TASK 2............................................................................................................................................6
P3. Application of relevant theories and concepts related to growth and development of
strategic HRM to specific organisational examples.....................................................................6
TASK 3............................................................................................................................................7
P4. Evaluation of how appropriate change management models support HR strategy in
application to relevant organisational examples..........................................................................7
TASK 4............................................................................................................................................9
P5. Explanation of how HR outcomes can be monitored and measured, application to an
organisational situation................................................................................................................9
P6. Discussion and evaluation of how effective HR management and development can support
sustainable performance and growth to meet organisational objectives....................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Human resource management is a process that facilitates in hiring, maintaining and inspiring
human resources of an organisation. This process is associated with the employee retention in an
organisation in order to improve productivity and performance of manpower. In this report, Easy
Jet is taken into consideration as an airline organisation for demonstrating different aspects of
this report. The respective organisation is a UK-based airline company founded in the year 1988
by Stelios Haji (Bonilla-Chaves and Palos-Sánchez, 2022). This company makes use of the
process of strategic human resource management for fostering friendly as well as morale
working relationships among its workforce in order to attain the objectives and goals of the
organisation. This report includes current trends and developments that impact HR strategy of
organisation and along with it, there will be an analysis of internal and external factor that affects
HR strategy and practice. Additionally, there will be application of theories and models of HR
development and concepts associated with strategic HRM growth in context to organisation.
Furthermore, there will be description on change management and its models along with process
of measuring HR outcomes. The process of effective HR development and management will also
be discussed in this report which facilitates in sustainable performance of organisation.
MAIN BODY
TASK 1
P1. Determination of current trends and developments influencing HR strategies of an
organisation
There are several current trends and developments that influence strategies of human
resource management of a business (Boocock, Page-Tickell and Yerby, 2020). Some of these
trends include technology advancements, compensation and benefits, economic conditions,
globalisation, government regulations, training and professional development, etc. EasyJet is
concentrating on trends as well as developments which facilitate it in knowing and understanding
warnings that state what is wrong and right in business. The aspect of trends and developments
help the chosen organisation in creating a reliable system to display sources of change. Influence
of above trends and developments is given as follows in context to EasyJet:
 Technology Advancements: Advancements in technology modify the ways of
interacting HR department together with human resources for analysing their

performance. Within EasyJet, technological advancements impact the department of
human resources of company. This facilitates business in improving its internal
processes, relevant markets, competency level and company as a whole. With the support
of advancements in technology, the effectiveness and efficiency of the employees of
chosen organisation got enhanced.
 Compensation and Benefits: The monetary as well as non-monetary benefits that are
passed on to the human resources of an organisation refers to compensation and benefits
(Boxall, 2018). In relation to EasyJet, the managers of the organisation provide
compensation and benefits in the form of bonus and incentives, performance appraisal.
These kinds of benefits provide assistance in motivating the manpower of the
organisation.
 Economic Conditions: It is one of the major trend and greatest external factor that
influence strategic human resource management within the workplace. The condition of
economy not only affect manpower talent but it also impacts abilities as well as
capabilities to hire at all. Economic condition includes inflation, economic recessions,
economic booms and many more that impact the requirements of a person in EasyJet.
Another factor is rate of unemployment that impacts strategic human resource
management of an organisation affecting market rate for the salaries and wages of the
manpower of the company.
 Globalisation: It is a process of enhancing the flow of services, capital, products, human
resources, ideas and so on across the global world. This kind of process is another kind of
current trend that affects HR strategies as its department within the chosen organisation is
needed for supporting its existing manpower because they transfer overseas to new
locations (Colakoglu and et.al., 2019). Globalisation process enhanced the way for
advancing technologies and their use at an increased rate.
 Government Regulations: UK government has framed various rules and regulations
such as employees benefit law, workplace discrimination and so on. Such laws impact the
strategies of workforce. The rules and law that are made by the government of the
country facilitates EasyJet in stopping the discrimination on the basis of gender, age,
origin of country and many others. This helps in providing rights to the human resources

of the respective company and joining the unions of employees along with creating
organisational management responsible to deal with union family.
 Training and Professional Development: Programs that are associated with training as
well as development of the manpower within a workplace provides a lot of benefits to
them (Collou, 2020). In context to EasyJet, training and development program like
trainings for making use of the machines that assist employees of organisation to enhance
performance level as well as productivity. This helps in minimising the turnover of
employees within the business and also facilitates in improving the culture of the
organisation.
P2. Analysis of internal and external factors influencing HR strategy and practice
Internal factors:
 Financial strategies: It impacts the strategies as well as practices of HR in a way that
employees of EasyJet has decided to minimise the costs by outsourcing training that
brings modifications in training sessions due to influence of such kind of factor.
 Marketing strategies: This is another internal factor that influence HR strategies and
practices through developing a new service within EasyJet and entry into new market
segments require modifications in organisational structure.
External factors:
 Social changes: Customer taste and preferences change frequently and by understanding
their perceptions, EasyJet is providing services which favourable influence business
operations of the respective organisation.
 Political and legal changes: These factors include employment rights, government
guidelines, overtime working and many more (Emeagwal and Ogbonmwan, 2018). The
changes in these laws and rules impacts HR strategies and practices within organisation
in adverse manner as manager of company has to adopt such changed policies in a short
period of time which will create difficulty for them as it takes time to understand such
policies and rules.

TASK 2
P3. Application of relevant theories and concepts related to growth and development of strategic
HRM to specific organisational examples
Strategic human resource management includes enhancement in the competency level of
the manpower and this concept is evolved from people management through different levels of
human relations, scientific management, etc. In relation to EasyJet, there are several theories and
concepts that are available for growth and development of strategic HRM. These concepts and
theories include general systems theory, contingency theory, transaction cost theory and many
more (Haque, 2020). Some of these the theories of growth and development of strategic HRM
are discussed as under:
Universalist theory to HRM:
Such kind of theory states that some practices and strategies of employees have
favourable and unfavourable impacts on the business performance. In relation to EasyJet, the
universalist theory states that the policies of the human resource management as well as
strategies of the organisation are mutually independent in the process of ascertaining and
examining whole business performance. Such kind of theory also claims that actions and
operations of employees are always effective in comparison to other people within the
organisation. These types of activities facilitate in developing output of manpower at top level
within the respective organisation. This will provide assistance to the organisation in creating
more better an effective outcomes on the performance of business as a whole.
Strategic Contingency Theory:
This theory is based on
two perspectives and these consist of strategic as well as contingency concepts of such theory.
Contingency is essential for the different tasks of a sub-department in an organisation in which
the task of other sub-departments generate an effect. Such kind of contingency gets turned into
strategic at time when another sub-units begin to control more occurrence and become strong
within the business (Lengnick-Hall and et.al., 2021). As per this theory, leaders or managers of
EasyJet become a key part of business as they have innovative and unique skills and attributes
for solving disputes in comparison to other people within the workplace. Leader inside business
are not interchangeable because there are more dependencies that are lied on it. Managers of the
respective organisation follow such kind of model because it provides them a real view of

administration and business concern. Within the chosen airline company, the application of this
model will provide assistance to the leaders of the organisation in recognising techniques of
leadership that are against to relying on the personalities. Such kind of model is easy and simple
and use only co-variants that impact the power in contingency control by sub-department of
organisation (Malik, Budhwar and Srikanth, 2020).
TASK 3
P4. Evaluation of how appropriate change management models support HR strategy in
application to relevant organisational examples
The concept of change management is said to be a systematic approach that provide
assistance in dealing with the transformation as well as transition of the procedures and methods,
technologies along with the objectives of the organisation. The key goal of the change
management is to execute several strategies which facilitate in effective change, adaptation of
change and controlling of change. There are different change management models which
facilitate management of EasyJet in executing new changes within the business. In relation to
respective organisation, there are some of the change management models which are explained
as under:
Kotter's Change Management Model
This model of change management is introduced by John Kotter in 1996 and includes
eight crucial steps for implementing the strategies within the business. The eight steps of this
kind of model are described as below:
 Increasing urgency is the initial stage within the model and consists of a sense of urgency
that can be developed by the management of EasyJet among its manpower that facilitates
in giving motivation as well as involvement of the employees.
 Team building is another step within this change management model in which the high
level managers of the chosen organisation are needed to identify the appropriate and
effective skills and abilities for the purpose of developing the teams.
 The third step includes that the administration of EasyJet is required to consider project
objectives, creativity, human resources emotions along with the strategy (Reade,
McKenna and Oetzel, 2019). The leaders of the respective organisation is required to also

be transparent at time of implementing the changes as well as communication with
people to execute change.
 In the fourth step of Kotter's change management model, the higher authorities of the
organisation requires to get assistance from their employees through reducing the
roadblocks along with accumulation of the feedbacks of employees.
 The fifth step of this model is to eliminate the obstacles and for this the managers of
company ensure that processes and structure of company are in place as well as aligned
with the entire vision of organisation (Shukla and Shukla, 2022). They continuously
check for the obstacles or the employees who are resisting the change. Implementing
proactive actions for eliminating barriers that are included in change process are also
involved at this step.
 The sixth step is to create short-term wins early in the process of change which can
provide a feel of victory in early stages of changes. It also include rewarding the
contributions of people who are engaged in meeting the objectives of organisation such
as EasyJet.
 The next step is to consolidate the gains through achieving regular improvement by
analysing success stories as an individual along with improving from the individual
experiences.
 The eighth step is to anchor the change within the organisational culture through
discussing successful stories which are associated with the change executives on every
effective opportunity.
McKinsey Change Management Model:
This methods helps management of organisation in implementing long-lasting
modifications. There are various categories which must be recognised as well as understand by
the managers of EasyJet to implement change within workplace (Turner, 2020). There are seven
elements within this model and these are mentioned as under:
 System refers to the processes that are used by the organisation for purpose of
accomplishing daily operations. In context to EasyJet, company is using Management
Information System that helps company in managing its data.
 Structure refers to the organisational structure in which a company is divided its
structure which is to be followed by the human resources of organisation. In relation to

EasyJet, the organisational structure of company is hierarchical in which all the
commands and instructions are flowed in a systematic top to bottom chain.
 Shared Values are considered as core values of organisation which include mission,
vision and objectives which are to be attained by human resources that are engaged in
performing business operations.
 Style is concerned with leadership style in which an organisation adopts changes in its
strategies, structure and operations (Waseem, ur Rehman and Haq, 2021). In context to
EasyJet, the company should follow autocratic leadership style that helps the business in
making fast and effective decisions in a short period of time.
 Staff refers to people who are are presented within the workplace and are involved in
performing different business operations for meeting organisational objectives. In relation
to EasyJet, the staff of company has effective skills and abilities for overcoming difficult
situations.
 Skills are competencies that are possessed by human resources of organisation for
performing multiple functions.
 Strategy refers to the plans of the organisation that are made for building as well as
maintaining a competitive advantage over the competitors within the market place.
EasyJet is following effective business and management strategies that help the company
in chasing competitive advantage.
TASK 4
P5. Explanation of how HR outcomes can be monitored and measured, application to an
organisational situation
HR outcomes can be monitored and measured in a number of ways that are explained as
under:
 Return on Investment: It is a strategic HR metric that facilitates in reflecting financial
value added by the manpower as a result of the amount that is spent on the human
resources (Zehir, Karaboğa and Başar, 2020). The managers of EasyJet can use this
metric to measure performance for evaluating efficiency of an investment or compare
efficiency of a number of various investments.

 Employee satisfaction Index: It is another metric that provide assistance in measuring
and monitoring outcomes of HR. The respective indicator measures the level to which
human resources of targeted organisations are satisfied with their employment. In relation
to EasyJet, the administrators of the company use such kind of technique in the form of
survey that helps them in measuring the level of satisfaction of its human resources
within the workplace. Through conducting a survey of employee, the managers of the
respective organisation take care of the employees by getting a better and effective
understanding of their daily life as well as attitude towards the job.
 Absenteeism rate: This is a good approach to measure the overall effectiveness of the
labour within the workplace which is a key performance indicator that helps in measuring
the utilisation, quality as well as performance of the human resources along with its
impact on the productivity.
 Employee productivity rate: It is another kind of metric which is estimated on the basis
of the amount of the output on a project against the quantity of time it takes. This helps in
measuring and monitoring the outcomes of human resources against a standard or the
ground of productivity for a group of the employees that are performing similar kind of
tasks.
P6. Discussion and evaluation of how effective HR management and development can support
sustainable performance and growth to meet organisational objectives
In the functioning of a business, human resource management plays an important role in
the growth and development. It is major role of a business to focus on HRM operations for
achievement of systematic approach. The business entity should hire professional and experts
employees in the human resource management for focused practices. Most of the international
and national companies should focus on development of human resource management related
operations and functions to increase competitive strength. It is one of the major roles of
management of a company to take assistance and help of human resource management in order
to develop systematic approach. The key major efforts developed by human resource
management in order to develop sustainable performance and growth are mentioned below:
 Focus on employee management- The main emphasis of a business entity should be on
managing employees with help of major policies and plans. The management of
employees is also essential for the company in order increase productivity and

satisfaction of employees. The management should be developed with the help and
support of different rules and regulations which are formulated in a professional manner.
 Culture and conflict management- The conflict and management of culture is the
primary task of management of a company. It is key role of a business entity to set up
precise approach in managing the conflicts for development of better approach. The
business should also develop precise and systematic approach in development of key
strategic actions which are suitable for employee growth.
 Development of leadership based solution- The leadership and its dimensions are
necessary to be implemented in a company to find out best solutions for key employees.
The leadership based solutions can be applied by the company with the help of
appropriate leadership styles and theories. The major role of a business should be to
implement key practices in order to increase the chances of marketplace success.
Companies should also focus on increasing the chances of resolving key problems and
situation to deploy right type of leadership approach. The development of leadership
based solutions will be helpful for the company to evaluate best business practices.
CONCLUSION
From above explanation of the report, it has been concluded that Strategic HRM consists
of various aspects of the people management that functions together for driving initiations and
environment that is needed to create value as well as attain organisational aspirations. This report
has been based on the EasyJet and has covered concept of strategic HRM along with
identification of current trends as well as developments that has impacted HR strategies and
practices. Moreover, analysis of internal and external factors influencing strategies of HR have
also been covered in this report. Additionally, there has been the concept and models or theories
of change management that support HR strategies through implementing new processes,
structures and business strategies. This report has also been included process of measuring and
monitoring outcomes of human resource organisation. Furthermore, concept of effective resource
management as well as development has also been explained that support sustainable
performance and growth for meeting organisational objectives.

REFERENCES
Books and Journals
Bonilla-Chaves, E. F. and Palos-Sánchez, P. R., 2022. Strategic HRM Practices, Innovation
Performance and Its Relationship on Export Performance: An Exploratory Study of
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Boocock, A., Page-Tickell, R. and Yerby, E., 2020. The Dis-evolution of Strategic HRM in the
Gig Economy from Talent Management to Supply Chain Manager. In Conflict and
Shifting Boundaries in the Gig Economy: An Interdisciplinary Analysis. Emerald
Publishing Limited.
Boxall, P., 2018. The development of strategic HRM: Reflections on a 30-year journey. Labour
& Industry: a journal of the social and economic relations of work, 28(1), pp.21-30.
Colakoglu and et.al., 2019. Reviewing creativity and innovation research through the strategic
HRM lens. In Research in personnel and human resources management. Emerald
Publishing Limited.
Collou, L. D., 2020. Strategic HRM: It's all in the game: Exploring configurational theory in
HRM using a simulation model and serious game.
Emeagwal, L. and Ogbonmwan, K. O., 2018. Mapping the perceived role of strategic human
resource management practices in sustainable competitive advantage. Academy of
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Haque, A., 2020. Strategic HRM and organisational performance: does turnover intention
matter?. International Journal of Organizational Analysis.
Lengnick-Hall and et.al., 2021. Something old, something new: Reframing the integration of
social capital into strategic HRM research. Academy of Management
Perspectives, 35(3), pp.535-556.
Malik, A., Budhwar, P. and Srikanth, N. R., 2020. Gig economy, 4IR and artificial intelligence:
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(HTRM): New Insights into Revolution 4.0. Emerald Publishing Limited.
Reade, C., McKenna, M. and Oetzel, J., 2019. Unmanaged migration and the role of MNEs in
reducing push factors and promoting peace: A strategic HRM perspective. Journal of
International Business Policy, 2(4), pp.377-396.
Shukla, S. and Shukla, S., 2022. Case 15: Organizational Identity and Strategic HRM: A Case of
Hindustan Petroleum. In Strategic Human Resource Management and Employment
Relations (pp. 333-342). Springer, Cham.
Turner, P., 2020. Engagement Driven Strategic HRM. In Employee Engagement in
Contemporary Organizations (pp. 223-256). Palgrave Macmillan, Cham.
Waseem, S. N., ur Rehman, N. and Haq, M. A. U., 2021. Enhancement of operational
performance through strategic hrm practices: A case of banking industry. Journal of
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Zehir, C., Karaboğa, T. and Başar, D., 2020. The transformation of human resource management
and its impact on overall business performance: big data analytics and AI technologies
in strategic HRM. In Digital business strategies in blockchain ecosystems (pp. 265-
279). Springer, Cham.