Strategic Human Resource Management

Strategic Human Resource
Management

Contents
P1 Key trends and developments to determine their influence on organisation HR
strategy..........................................................................................................................3
P2 Analyse of internal and external factors and it influence on HR strategy and
practice...........................................................................................................................5
M1 Analyses the influences of the external and contextual developments and discuss
how this impacts on the HR strategy of an organisation...............................................6
P3 Theories and concept and its relation with growth and development of strategic
HRM with organisation example....................................................................................6
M2. The philosophy of HR refers to experience in a single corporate entity.................8
D2. HR philosophy refers to practise in a single organisation.......................................8
P4. Management models support HR strategy in application to relevant organizational
examples........................................................................................................................9
M3. Review of multiple hypotheses to determine how they help HR techniques..........9
D3. Objectively reviewing participation methods, models and principles that have
been jointly introduced that provide the organization's resources with advantages and
drawbacks....................................................................................................................10
P5. HR outcomes can be monitored and measured and apply this to a specific
organizational situation. ..............................................................................................10
P6. Methods which increasing effectiveness of HR department.................................11
M4. Suggestion............................................................................................................12
D4. HR manger implemented, monitored and controlling these techniques...............12

INTRODUCTION
The term human resource management is explicated as a set of practices that
includes recruiting, hiring, deploying and managing workforce or human asset of a
business. In simple terms HRM is responsible for formulating and implementing policies
related with human asset of organisation. HRM manager develop an employee
management programme that emphasis on effective utilisation of humans for minimising
risk and increasing return on investment. The selected organisation for this report is
British Airways which was formed in the year 1974 after merge of two largest UK
airlines. In the present British Airlines is inter-connected with all over the world through
offering effective services. Moreover, this report highlights on key trends and
development and internal as well as external factors which influence on organisation’s
HR strategy. It also includes different theories and practices such as flexible hours,
performance appraisal and Herzberg factors will also be included in this report. Change
management model such as Kotters that support HR strategy with example will also be
included in this report.
TASK 1
P1 Key trends and developments to determine their influence on organisation HR
strategy
The term human resource strategy generates a long term plan which is used to
improve all types of organisation departments through create link of all organisation
actions with human activities in order to perform all task in an organised manner. In the
context of British Airways HR strategy leads management to generate work which is
related with trends and development of organisation. Some aspects that influence HR
strategy of respective organisation is discusses as below:
Trend and its influence on HR strategy Global changes- According to present scenario, British airways engage and
manage all work that improves company performance at global level. But the
market conditions of UK market are too dynamic at international aspect so it is
complex for organisation to complete their work according to needs and wants

of customers. Therefore, HR strategy is influenced and aids in recruiting of
diverse workforce from overall globe. Diversity between employee’s- A large number of operations and functions
performed by British Airways to perform company operations at different
geographical areas. Diversity aspects also impacts on organisational operations
because now HR manager must ensure that equal opportunities are offered to
all individuals for accomplishing British airways goals in minimum period.
 Change in skills- British airways recruit individuals that are highly skilled but to
complete work at an international level. This is essential that all individuals
communicate with each other but due to difference in background it is complex
for management to complete their task at global level. It influence HR strategy of
British airways because manager that all individuals are recruited must have
communication skill. So it is easy for persons to interact with each other and it
helps to offer quality services to the individuals.
Development aspect and it impact on organisation strategy Learn with use of technology- According to the current market conditions it is
identified by management that all functions and operations performed by aviation
industry is through use of current innovative technology. British Airways is highly
focused towards offering their services with quality aspect. Moreover, the
development aspect that is related with technology define the efficiency of
company function is improved. It also refer that information is easily transferred
between all department of respective organisation in confidential manner and
within short period. The impact on HR department is considered that staff of HR
department collects and store information related with all employees with in
system and also management offer training to all engaged workforce to improve
their technical skills.
 Performance and career management- Traditional methods are not effective for
organisation to monitor human performance of an organisation. In the context
British airways thousands of employees are engaged in company workforce so it
is complex to ensure that who individual is more effective. Moreover, it is also
used by the management to complete task with more efficiency. It also influence