Strategic Human Resource Management

This document discusses the key trends and developments in strategic human resource management (SHRM) and the factors that influence HR strategy and practice. It also explores theories and concepts related to the growth and development of SHRM, as well as change management models that support HR strategy. The case study focuses on Morrisons, a supermarket headquartered in West Yorkshire, England.

Strategic Human
Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
Key current trends and developments..........................................................................................1
External and internal factors which influences HR strategy and practice...................................2
TASK 2............................................................................................................................................4
Theories and concepts relating to the growth and development of strategic HRM.....................4
TASK 3............................................................................................................................................5
Change management models support HR strategy......................................................................5
TASK 4............................................................................................................................................8
The ways in which HR outcomes can be monitored, measured and applies in specific
organisational situation................................................................................................................8
Evaluation of the ways effective HR management as well as development can support
sustainable performances with growth in order to meet business objectives............................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Strategic human resources management is defined as the method of linking the operations of
human resources along with the strategic goals for improving the organisational performance
which in turn also help in developing the organisational culture which foster the innovation,
flexibility as well as competitive advantage. To mainly focuses over the importance of human
resources at workplace by aligning it with the strategies to provide a direction to employees so
that desired objectives can be achieved. The current assignment is based on Morrisons which is
supermarket which offers range of grocery items (Brewster, Mayrhofer and Morley, 2016). It is
headquartered in West Yorkshire, England and operates at international level. The current
assignment involves a discussion regarding the current trend as well as development along with
the role of internal as well as external factor influencing the organisational HR strategies.
Addition to this it also discusses about the theories as well as practices that help in growth and
development of SHRM. It also involves discussion regarding the change management model for
supporting the HR strategy. Further it discusses about the HR outcome that contribute toward
gaining the sustainability with accomplishment of organisational objective.
TASK 1
Key current trends and developments.
In this competitive world it became very crucial for an organisation to work over making
regular improvement over business practices by formulating effective strategies to manage and
make employees prepare for future challenges in order to achieve success at international level
(Cascio, 2015). There are number of trends that prevails in market that creates several growth
and development opportunity which can be exploit effectively if an organisation must focus
toward aligning the strategies with the human resources practice which align the effort toward
accomplishment of goals. There are certain trends and developments that can directly influence
the HR strategies of Morrisons:
Cross border legal compliance:
The legal laws and implications vary from nation to nation which require an organisation
operating at international level must alter its business practices accordingly in order to survive
within particular market (Collings, Wood and Szamosi, 2018). So, the HRE manager of
Morrisons must focuses toward determine the legal policies and certain laws related with custom,
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standard, norms etc. that are required to be followed. By analysing this information, the HR
manager of Morrisons can create effective strategies in order to formulate effective strategies for
controlling the working practices of employees. This in turn help in aligning the employee’s
effort in right direction here they can perform operations while complying with all the legal
standard or norm within a particular market.
Global recruitment:
The another trend that may affect the HR strategies is maintaining the diversified
workforce. This is so because in order to operate at international level an organisation mainly
hire local people from the country in which it operates to determine the culture and market
dynamics for operating effectively (Moutinho and Vargas-Sanchez, 2018). Morrisons is a biggest
supermarket which focuses toward hiring both local and global employees and due to this global
recruitment organization required to formulate strategies by considering diversification of
workforce so that it can effective meet up and align the skills and capabilities of employees with
organisational goal in right manner.
Training and professional development:
An emerging trend within Strategic HRM is developing a training and cross culture
development of the professional. In this area of development, it includes several type of learning
opportunity as well as educational package which are being offered by management to
employees so that they get a chance to have a personal and professional development. In context
of Morrison, it pay more attention toward performing an inclusive training program for its
workforce so that they the diversified people in workplace get adjusted with one another and be
able to accept the culture of organisation so that they can perform operations in more effective
manner and help in achieving organisational objectives.
External and internal factors which influences HR strategy and practice.
The factors present at both internal as well s external environment may affect the
operations and functioning of business to great extent (Noe And et.al ., 2017). Therefore, these
are required to manage appropriately so that the operational strategies can be formulated in such
a manner that it help in coping up with the impact of these factors. Following are certain internal
and external factor that influence HR strategies of Morisons:
External factor
Government regulations:
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An organisation get directly influence by the governmental policies and practices that are
prevailing within a particular market and due to which HR department remain in pressure to keep
the business practices aligned with laws and regulations. These governmental policies affect each
and every practice of HR department right from hiring to training and development,
compensation, employment policies etc. In order to survive in market place it is crucial for
Morrisons to prepare its HR policies by considering all these legal compliances and government
policies.
Technological advancement:
The technological factor has a greater influence over a business as well as it HR practices
and policies. This is so because with the change in technology, the changes within the operations
also get anticipated. Hence under this the main role of HR manager of Morrisons is to determine
the best possible way for downsize as well as minimising the cost to gain maximum profit
(Stewart and Brown, 2019). Other than this the HR manager of Morrison also required to focus
toward making effective implementation of new technology in operations of employees by
arranging them appropriate training session as well as providing leadership support to guide
them and aligning efforts of employees in right direction.
Internal factors:
Organizational culture:
Organizational culture is set of believes, value and manner in which employees interact
with one another and this directly influence the motive of employees at workplace which
influence their performance. So, it is crucial for HR manager of Morrisons to formulate policies
in such a manner that it become able to create positive working environment or culture. As
positive culture where each employee gets valued and importance, help in keeping them
motivated and also support in improving tehri performance.
Organizational structure:
Another internal factor which influence the HR policies and strategies is organisational
structure of a business. This is so because the organisational structure represents the pater of role,
responsibility and authority among employees. The Morrisons operate at flat organisational
structure which provide decentralisation of authorities and power. So according to this the HR
policies and practices are formulated.
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TASK 2
Theories and concepts relating to the growth and development of strategic HRM.
It is very crucial; for an organisation to align its operations with strategic HRM which
assure that the culture, structure and style of business operations get adjusted in such a manner
that it support in keeping the employees motivated and direct them to achieve organisational
gaols and objectives (Albrecht, and et. al., 2015). There are several theories and practices that
can be adopted by the Morrisons for growth and development of SHRM. These are mentioned
below:
Key fit theory:
This theory suggest that an organisation can achieve better outcome for its operation
performed by implementing the assets within the operation in appropriate manner that provide
maximum outcome. This support HR manager Of Morrison in selecting the best possible route
that help in enhancing the result and contribute toward the growth and development of the
company. Additionally, it also support in improving the operational procedure and practices that
in turn brining efficiency within the business operation. Despite of this Tesco focuses toward
regularly evaluating the working practices and procedures that it could determine the best
possible way through which maximum utilisation of resources could be possible by cutting up
additional cost so that more profitability can be enhanced.
540 Performance appraisals:
540-degree feedback is a concept which is used for appraisal of employee’s performance
that includes superiors, peers, subordinates and vendors all together. Under this an employee
mainly receive feedback over their performance from several stakeholders. In context of
Morrisons, the HR manager can make use of this tool where all the stakeholders provide their
review about the work performed and area where it is lacking behind to improve the performance
from brining optimum outcome. On the other hand, Tesco involves its stakeholder in improving
the overall performance of the organisation so that they maintain growth and success within
business. Tesco mainly focuses toward regularly taking feedback from its customers to identify
the new demand and expectation, take consultation with its employees for ensuring that best
possible decision can be taken and also contact with its suppliers to ensure that right product get
delivered to customers. This is a 540 performance appraisal approach that Tesco mainly uses in
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order to improve all its performance and be able to maintain the growth and development of its
business.
Performance management:
Performance management is a concept which focuses toward growth as well as
development of SHRM. Under performance management several kinds of activities are
performed in order to get optimum result out of efforts (Armstrong and Taylor, 2014). Under this
the employee’s a performance are evaluates on regular basis and then compared with the planned
performance. This support the HR manager of Morrisons in determining the gap between planed
and actual performances and reason behind the gap. This provide an appropriate direction to be
improve the performance of employees by removing eth reason behind performance gap and
then managing the work execute by employees. In Morrisons performance is mainly measured
on the basis of customer satisfaction, scores and time duration. On contrary Tesco remain more
focused toward enhancing the skills and capability of its employees by arranging regular training
for them to make them upgrade their knowledge and understanding as per the competition
prevailing within marketplace. This support Tesco in managing the performance of its employees
as per the market condition prevailing that in turn further support them in getting the optimal
outcome from the efforts made and help in achieving competitive edge.
TASK 3
Change management models support HR strategy.
Changes are crucial very essential for an organisation as it help them in cooperating with
the demand of external environment. These changes can be implemented smoothly within the
organisation using several models and tools organisation that can be manage with positive
manner are mentioned:
Lewin's change management model
This change model is given by Kurt Lewin in year 1950 which consist iof three stages
through which change get implemented within organisation. It is explained below: Unfreeze stage: Under this stage employees are being prepared for the change by making
them free from existing knowledge. In context of Morrisons, the HR manager mainly
formulate strategies so that resistance to change attitude can be removed (Kramar, 2014).
In this employee are being awarded about the need for change and how change support
them in improving performance.
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 Change stage: This is second stage where actual modifications are done within the
organisation. Here the role of management of Morrisons to bring changes with the
operations, policies and practices to assure that employees effectively implement
changes. Under this the HR manager of Morrisons must arrange training programmes to
make people learn to work with new change and also focuses toward providing effective
leadership support to encourage and motivate employees for performing well.
 Refreeze stage: When members accepts the changes and implemented it within their
working style this position must be fixed by the management so that further operations
get executed in similar manner with changes. In this the management of Morrisons must
shape the circumstances so that changes get stable in organisation. The focus must be
employee engagement where modifications are executed and staff become more
confident for performing new changes.
Evaluation:
Advantage: The main advantage of using the Lewin’s change management model is that
it supports organization in determining the issues which actually neglected within the business
processes. Additionally, it remains more easy and helpful in bringing drastic change to business.
Disadvantage: The drawback of using this model is that unfreezing stage is actually a
time consuming step which sometime also make it difficult to get executed.
Kotter Change Model:
This change model was given John Kotler in year 1995 which involve around eight
phases which explain change together with execution that help in achieving the effective
outcomes. These phases are explained below: Enhancing urgency: This is the first stage where manager of morrisons are required to
develop the sense of necessity for change among employees to attain goals. The velocity
for an y change are linked with the strategies of HR. Developing team: After generating need of change next is to formulate different group
with expertise people by examining the essential alignment and choosing combination of
skills and capabilities (Tyson, 2014). The managers of Morrison’s must communicate the
modification all together with the significance for organization. Creating vision: This is next phase where visions are set with management of Morrison's
for formulating strategies by considering the emotional relation of staff with goals.
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 Communication: In this the HR manager of morrisons will communicate all information
with employees so that they can work accordingly. Obviating obstacles: For performing actions effectively the employees and empowering
actions and support them with obviating the road blocks as well as providing them
feedback effectively. For better implementation the whole obstacles are obviate through
Morrison's manager for dealing with complexities for operating operations effectively. Short term wins: For achieving success, short term objectives are created and categorized
in smaller units. The Morrison manager must put emphases towards short term goals that
aid in achieving success. Never give up: The key for success is to never give up during process of change. The
manager of Morrison’s motivate staff to never give up in complex situation too (Stewart
and Brown, 2019).
 Incorporate changes: This is the last stage which state that instead of managing changes
this is important for the Morrison's management to reinforcing changes with
implementing regular efforts to maximize the staff performance and profitability margin.
Evaluation
Advantage: The main benefit of using this model for brining change within Morrison’s
is that it is a easy step by step process which guide a business about actions to be taken as well as
support in preparing and accepting the changes
Disadvantage: The major drawback of using this model is time consuming which may
frustrate the employees and at last may affect their performance.
From the above mentioned model it can be said that changes can be better implemented
with the step by step execution of each actions instead of directly implementing it as that may
create more pressure over employees or may affect their performance. Hence, the Kottler’s 8 step
model will remain more effective for Morrisons to implement changes. This is so because it
involve range of steps to be taken that guide employees at every stage of change process and
hence support them easily implementing the change at workplace.
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TASK 4
The ways in which HR outcomes can be monitored, measured and applies in specific
organisational situation
In specific organisational situation, there are varied kinds of tools which could be used by
managers of company in context to monitor, measure as well as application (Aswathappa, 2013).
In case with Morrison, the managers are facing complexities in managing sustainable
performance in the competitive world. In this context, implementation of human resource
practice and evaluation of outcomes from the situation are key for the entity as it assist in
eliminating or managing any sort of deficiency or hazards which can restrict accomplishment of
identified objectives. The tools through which outcomes of human resource could be monitored
and measured regarding specific situation in Morrisons are underneath:
10-C checklist of HRM: It is an effective tool for monitoring and measuring outcomes
related to HR for handling specific organisational situation. It involves 10 elements through
which managers of Morrisons can monitor and measure HR related results concerns with the
situation of sustainable performance. The elements in association to Morrisons are as described:
 Comprehensiveness: With this, managers of Morrisons can monitor and measure human
resource outcomes through involving aspects related to people management which starts
with recruitment and comprises post separation programs. In contrary, managers of Tesco
sets strategies by including aspects concerned with people management.
 Credibility: Herein, organisational managers should build trust among workforce to that
of top management for monitoring and measuring outcomes and encourage beliefs of
employees in HRM tactics. Whereas, managers of Tesco creates employee relations and
stimulates behaviours of workforce.
 Communication: It is necessary to understand and communicate objectives of business
and HRM among employees that further assist in measuring and monitoring necessary
aspects of HR outcomes (Fulton and et. al., 2011).
 Cost effectiveness: Through rewards addition to promotion system, human resource
managers of Morrisons can achieve success in monitoring and measuring necessary
situation. In contrary, professionals of Tesco designs fair reward and promotion system in
company.
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 Creativity: Organisational competitive edges should be stem from unique strategies that
assist managers in monitoring measuring gained HR outcomes in the situation.
 Coherence: It is important for department heads of Morrisons to devise effective HRM
activities addition to initiatives as meaningful whole with the hope of measuring and
monitoring situational outcomes. Whereas, functional units of Tesco executes activities
from meaningful whole.
 Competence: It is crucial to craft strategies in the manner which makes the business and
situation competent for measuring and monitoring its objectives to support competencies.
 Control: It is significant to Morrisons manager for ensuring practices and policies of
human resource management to measure and monitor outcomes in consistent with
objectives of entity. In contrary, all the policies and practices in Tesco are set to control
performances of human resources.
 Change: The best aspects for measuring and monitoring outcomes of particular situation
is to continuously improve together with develop essentials for survival. In contrary,
managers of Tesco makes continuous improvements that are essential for sustainability in
market.
 Commitment: It stresses towards motivating employees to be committed for attaining
goals of business through measuring and evaluating attained outcomes. In contrary,
administration of Tesco have commitment to meet social responsibility and achieve
vision of entity.
From the information, it is evaluated that 10-C of HRM benefits Morrisons by effectively
executing all the C's and determining the ways strategic human resource management helps in
achieving objectives. It is also evaluated that the model is time consuming and lacks
applicability. In contrary, it provides advantages of Tesco by assisting in measuring
organisational level and success. At same time, it is evaluated that it fails in providing managers
effective solutions to handle situations.
Model of capability for evaluation of skill: One of model is People Capability maturity
model which emphasises towards ongoing improvements in skills, knowledge and motivation of
employees which improves strategic business performance. In case with Morrisons, application
of the model will assist managers in monitoring and measuring the outcomes and situational
aspects. Moreover, the model is majorly used for improving performances along with key
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capabilities of entity which are needed to be improved in management processes. Where as, it is
applied by managers of Tesco with the objective of emphasising towards developing
management and development of employees in continuous manner. It explains evolutionary
improvement path and inconsistent performed practices which enhances strategic performance of
entity. From the views of Ganopoulos and et. al. (2013), it is evaluated that efficacious
implementation of tool can help managers of companies such as Tesco and Morrisons in
developing morale of HR, enhancing consumer satisfaction together with accomplishing
objectives promptly. In contrary, HR manager of these enterprises is required to devote huge
potential, efforts, time and contributions to manage employees in critical situational context.
Evaluation of the ways effective HR management as well as development can support
sustainable performances with growth in order to meet business objectives
Sustainable performance is defined to strong performance made by a company along with its
potentials to contribute in well being of society (Mariappanadar, 2019). In context to Morrisons,
HR management and development supports and contributes sustainable performances together
with growth for meeting objectives by using following models:
Best Fit view: The main contribution of Best fit approach in the business situation is to
systematically explore linkage among management and HRM growth to improve organisational
performance to maximum level. It is also popular as high commitment approach that assist
managers of Morrisons to explore key relationship among HRM to that of strategic management
in growth and development of sustainable performance. As per Kramar (2014). it is evaluated
that the benefits of implementing the model in Morrisons is that it contributes in tracking
performance made by each employee and identifying concerns which hinders interest of each
employee in giving best performances. To gain sustainable performance, it is necessary for the
human resource management to acknowledge importance of its best strategies on performances.
In contrary, views of Moutinho and Vargas-Sanchez, (2018) states that the limitation of the
model is that it analysing best strategy and working as per the determined criteria is next to
impossible due to external macro factors that are uncontrollable in nature.
Resource based view: The model is much advantageous to an organisation for contributing
in development and growth addition to resolving concerns related to sustainable performance at
workplace. With this model, human resource management of Morrison evaluated multiple
strategic choices addition to available resources which helps in identifying critical solution. As
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per Armstrong and Taylor, (2014), it have been evaluated that through contributions of resource
based model in entity, managers is benefited in making sustainable performances together with
development through motivating and rewarding human resources for devoting efforts in business
workings or efficiency with the hope of meeting objectives effectively. However, from the
statements of (Min, Bambacas and Zhu, 2017) it is evaluated that resource based view is is
incapable for performing empirical study for performance measurement that restrict activities of
organisation in attaining objectives.
CONCLUSION
The mentioned discussion concludes that strategic human resource management involves
decision making related to intentions addition to plans of business. Cross border legal
compliances, global recruitment, training and development of professionals are few trends and
development that influences strategies of human resource. Factors including government
regulations, technological advancements, organisational structure and culture are key in
influencing practices and strategy of human resource department. Key fit theory, 540
performance appraisals, performance management are theories relevant with growth of strategic
management in human resource. Change management model including Lewin’s change model
and Kotter’s change model plays effective role in supporting HR strategy. Resource based and
best fit approach is models that help managers to support sustainable performance sand attain
objectives of firm.
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