Strategic Human Resource Management: a case study of Maximo

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic Human Resource Management: a case study of Maximo
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Table of contents
Answer.......................................................................................................................................2
Appropriateness of the learning and development strategy...................................................2
Relation of the approach to the ability of managing change..................................................2
References..................................................................................................................................4

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Appropriateness of the learning and development strategy
The process of preparing budgets have helped the personnel of Maximo to obtain an
idea regarding the expenses of the training activities. Activity is aligned with the aspect of
strategic planning, which helps in generating value for the investments of the customers.
Focusing on the individual needs of the team members have assisted Maximo to achieve
satisfaction from the customers. According to Jackson, Schuler and Jiang (2014), financial
flexibility is the major drive behind providing quality services to the customers. Training
courses are flexible in terms of enhancing the preconceived skills, knowledge and expertise
of the team members. Consciousness of the managers towards this direction results in the
cognitive development of the team members. Typical evidence of this lies in planning for the
programs, which would support the team members in achieving their growth and
development.
Informal learning practices have improved the stability in the relationship between the
managers and the team members of Maximo. Apart from this, Hollenbeck and Jamieson
(2015) opines that it has also altered the scenario of business dynamics. Inclusion of the team
members in decision making process is one of the noteworthy qualities of the managers in
terms of enhancing the professionalism of the team members.
Relation of the approach to the ability of managing change
Quick and spontaneous response to change management is appropriate for Maximo in
terms of maintaining the pace with the contemporary brands. Flexibility in the organizational
structure is adequate in terms of enhancing the division of labor. Along with this, it has
enabled the team members to adapt themselves within the organizational culture. According
to the arguments of Brewster (2017), negligence towards communication contradicts the
flexibility with the organizational culture and structure. In such a scenario, assumptions

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regarding string supply chain network is nullified. This indicates their lack of constructive
measures towards modification of the drawbacks. This type of approach is an obstacle in the
process of enhancing the productivity.
Mobile game developer can be an agent for breaking the communication gap with the
clients and the customers. Here, Kotter’s eight step change management model can be
brought into the discussion. Within this, realizing the urgency of change has restored
productivity within the workplace of Maximo. Creating a strong and efficient team is the
gradual approach towards the vision of enhancing the preconceived skills, expertise and
knowledge (Sikora and Ferris 2014). Typical evidence of this lies on the provision of training
to the employees. One to one and open forums have enabled the managers to gain loyalty,
trust and dependence from the team members. This approach is an indication towards
collaborative output, a strategic action towards enhancing the efficiency.
Emerging successful in convincing the team members about the necessity of change
can be correlated with the aspect of Goal setting. Providing motivation and encouragement
has resulted in the exposure of better results (Brewster 2017). Maintaining consistency in the
provision of motivation has slowly improved the standards and quality of the performance
exposed by the team members.

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References
Brewster, C. 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35). Routledge.
Hollenbeck, J.R. and Jamieson, B.B., 2015. Human capital, social capital, and social network
analysis: Implications for strategic human resource management. Academy of management
perspectives, 29(3), pp.370-385.
Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic
human resource management. The Academy of Management Annals, 8(1), pp.1-56.
Sikora, D.M. and Ferris, G.R., 2014. Strategic human resource practice implementation: The
critical role of line management. Human Resource Management Review, 24(3), pp.271-281.