Human Resource Management Strategic Models

The assignment provides an overview of human resource management (HRM) models, with a focus on strategic HRM and change management. It includes references to academic articles and online resources, such as the Harvard model of HRM and John Kotter's 8-step change management model. The assignment also touches on the importance of globalization in shaping HR trends and the need for effective performance appraisal systems.

Strategic Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
ACTIVITY 1....................................................................................................................................1
1. Critically evaluate influence of key external and contextual development applying relevant
theories, models and concepts.....................................................................................................1
2. Critically evaluate changes in HR policy and practice related with current trends and
development such as HR issues in private, public and third sector............................................4
ACTIVITY 2....................................................................................................................................5
How human resource theory relates to practice in specific organisational which can compare
and contrasting in other possible organisational context ...........................................................5
ACTIVITY 3....................................................................................................................................6
Critique how change management strategies, models and concepts could be implemented
together with reference to consequential benefits and potential drawbacks in the organisation 6
ACTIVITY 4....................................................................................................................................9
Critically reflect how HR monitoring and evaluating techniques contribute to sustainable
performance and growth to address potential consequences in implementation and
achievement of competitive advantages......................................................................................9
Contribution of HR management through benchmarking and KPI............................................9
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Strategic human resource management can be defined as including several components
such as hiring, discipline, payroll, etc. It involves working with several employees in
collaborative manner to boost retention, improve quality in work experience and maximise
mutual benefits as well (Bailey, Mankin and Garavan, 2018). Present study based on Thomas
Nationwide Transport which serves several customers in more than 200 nations in all over the
world. They are also employing 10,000 people in UK. In the country there are two operating
division in UK.
In this aspect, present study covers critically evaluation of influence of external and
contextual development that applying with relevant theories, models and concepts. Furthermore,
HR policy and practices implemented that are related with current trends and development.
Moreover, change management strategies, models and concepts implemented together that create
several benefits with potential drawbacks in the organisation.
ACTIVITY 1
1. Critically evaluate influence of key external and contextual development applying relevant
theories, models and concepts
Globalisation is one of the important aspect in the businesses that helps to rethink with
human resource strategies. Organisation can recruit their staff members in all over the world
subsequently which assists to sell products and services in geographic and cultural boundaries. In
TNT, effects of globalisation on HR initiate with number of trends. They are explained under
here:
Impact of globalisation: Globalisation allow the enterprise to recruit and select staff members in
all over the world. It assists particularly to attract smaller businesses with few numbers of
employees (Taylor, Doherty and McGraw, 2015). Hence, in TNT HR trend of international
recruitment focused to bring diversity and recognise to provide unique perspective on customer
services.
Changing skills requirements: As critical evaluation, changing skills requirements is one of the
contextual development which helps to improve performance of employees with requirements
(Bradley, 2019). It assists to TNT to provide business with employees which embrace new ways
to do business. For these developments, following HRM model apply in HR:
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Harvard Framework for HRM
As critical evaluation, Harvard framework for HRM model show following six elements:
 Model starts with stakeholder interest. These kinds of stakeholders involve
shareholders, management, employee groups, government, etc.
 In this time, situational factors influence with these interest in TNT. Situational factors
includes workforce characteristics, union and other elements that are listed in 8 box
model (Hollenbeck and Jamieson, 2015).
 Furthermore, situational factors and stakeholder interest influence HRM policies which
includes core HR activities such as recruitment, training and reward system.
 HRM policies lead with positive HRM outcomes which consider effectiveness,
commitment and competence.
 With the help of positive HRM outcomes also lead to gain long term consequences so
that it includes individual, organisational and societal.
The above Harvard framework is a model which takes more holistic approach in HR
which includes different level of outcomes.
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Illustration 1: Harvard model of HRM
(Source: 5 Human Resources Models, 2019)

Improvement in productivity: However, trend of recruiting abroad from diverse pool of
applicant is progressive approach which helps to provide benefits and compensation. TNT
implement federal laws that are mandate minimum wages and benefits to employees. These
approaches of compensation allow staff members to work in personal life and aimed to increase
productivity (Brewster, 2017).
Continuous improvement: Professional development training programs helps to implement the
latest trends which response to global compensation approaches. In this aspect, opportunities
growth ascertained with day to day routine activities. Hence, in TNT IT skills use in global social
campaign and customer service personnel.
Workforce diversity: There are several key characteristics make workforce diversity which
includes race, ethnicity, gender, religion, age, etc. It considered in external development in many
ways so that it increases HR responsibilities with certain functions that are mandated by law.
With range of experience, background and characteristics, it impacts positive on HRM of TNT.
In this aspect, high commitment human resource management practices implemented that
examine effects on employee services in the chosen business (Nataraja and Alamri, 2016).
Positive relationship between HCHRM and service behaviour signify more effectiveness.
HR Value chain
HR value chain is one of the best known model in HR. It is based on work that creates
operations and functions where they operate. In TNT, HR can be divided in two categories such
as HRM activities and HRM outcomes.
 HRM activities are day to day activities that includes recruitment, compensation, training
and succession planning. These activities in the chosen business measure with using HR
metrics (Brewster, Mayrhofer and Morley, 2016). These are known as better
performances and faster work in TNT.
 HRM outcomes are developed as goals which assists to accomplish HRM activities. As a
result, certain goals and objectives will be accomplish with satisfaction, motivation,
retention and presence.
In order to focus on measuring HRM activities that helps to reduce costs and maximise
efficiency. Therefore, it is essential to focus on HRM outcomes that helps to align processes with
goals (Banfield, Kay and Royles, 2018). For instance, TNT spend few days longer on hiring new
employee and if this person work better in the enterprise he/she will be selected at workplace.
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2. Critically evaluate changes in HR policy and practice related with current trends and
development such as HR issues in private, public and third sector
In HRM, there are different issues occurs that create major impact on latest and current
trends with development. In this regard, it can be stated that following are different sectors in
which changes can be evaluate with HR policy and practices: Unionised or non-unionised: In private sector, HR face issue of impact of globalisation
and workforce diversity. The greatest resource availability in the private sector enterprise
requires more human capital. Hence, impact of globalisation on HR procedure extend
with current workers and new employees as well (Cherkesova, Breusova and Demidova,
2016). Workforce diversity also contain several challenges that are related with HRM. In
this aspect, hiring practices and policies may be outdated which increases diversity in the
business. For instance, in TNT workforce diversity threatening setting to resolve
difficulties in easier manner. As per unionised or non-unionised model, it can be stated
that unions provide range of benefits to employees from pension plans and legal
representations. On the other hand, non-unionised workplace consider more freedom in
the dismissal process. Hence, employ union workers undergo lengthy and formal process
(Garavan, Shanahan and Watson, 2016). Best fit HRM or hard and soft HRM: As critical evaluation, in public sector, changing
skills requirements consider major issue. This is because, attracting top talented people
helps to fulfil roles and expectations to keep changing and organisational culture keeps
adapting which become increasingly difficult. For instance, in TNT there is large
responsibility of staff members of adapting change in the business. Hard versus soft
HRM practices consider management of an organisation workforce which is responsible
for attraction, selecting, training, assessment and rewarding to staff members (Jiang and
Messersmith, 2018). Now, the organisation selecting soft HRM approaches which
perceive to best fit approach and emphasis on HR strategies.
 Continuous improvement and productivity: However, in third sector enterprises
continuous improvement and process for improvement in productivity develop that is
major issue in business goals and objectives. As a result, it is essential to look for
improvement and effectiveness in 3H fund. It is the charity enterprise which founded 40
years ago and enable to fulfil needs of several people (Das and Kodwani, 2018). They are
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concentrate on grant giving trusts, businesses and individual. Ulrich model of HRM
consider good and effective shift with strategic management to administrative and human
resources. Model also consider which develop and suggest large scale businesses that are
distributed in 4 segments such as strategic partner, change agent, administrative expert
and employee champion.
ACTIVITY 2
How human resource theory relates to practice in specific organisational which can compare and
contrasting in other possible organisational context
Human resource in TNT consider different theories and practices in specific
organisational context that are related to solve issues and problems. Following are different
theories implemented in the organisational context: Universalistic theory: This theory argues that there are certain HR practices create direct
impact on the organisational performances in context of flexible working arrangements.
This theory plays very important role that significantly enable to demonstrate bottom line
impact. In TNT strategic HRM concerned with relationship between internal resources to
focus on firm performances. For instance, union provides several ranges of benefits to
staff members with legal representations such as flexible work arrangements (Chelladurai
and Kerwin, 2017). With the help of flexible work arrangement, the chosen organisation
can deal with employees needs and requirements easily. Therefore, it assists to
communicate desired level of effectiveness at workplace. Furthermore, it is also useful to
maintain loyalty of staff members in the chosen enterprise. Contingency theory: As compare to this, contingency theory of strategic HRM related
with situational approach. Therefore, it is based on task motivated and relationship
motivated which refers to accomplish interpersonal relationships. In TNT performance
management practices develop with using this theory that assists to develop positive
advantages. Leader member relations deals with general atmosphere within the group so
that feelings & trust, loyalty and confidence build up to deal with the chosen organisation
(Harrison, Banks and Short, 2017). Furthermore, task structure is also related with clarity
and means of accomplishment.
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 Transaction cost theory: As contrasting, transaction cost theory is a part of corporate
governance and agency theory. It is based on principles in which costs will arise to get
someone to do something. For instance, directors to run business. This cost involve to
making an exchange with internal and external aspects of things. Principles states that
firms must continue to expand as long where internal transaction cost are less than
external transaction costs in same kind of exchange in TNT. In this regard, performance
management goals can be accomplish to develop significant advantages (Stone and
Deadrick, 2015).
 540 Performance appraisal: In 360 degree appraisal, performance data of an employee
desired with several numbers of stakeholders such as peers, self, customers, etc. In 540
degree appraisal adds an external element as feedback that is collected from clients
(From 90 degree to 720 degree performance appraisal, 2019). It considers 5 dimensions
appraise/manager, self appraisal, etc. in TNT. For instance, performance management is
one of the important HRM practices in the business which develop with using 540
performance appraisal tools.
 E-recruitment: E-recruitment is also known as online recruitment which is the process
of hiring potential candidates for vacant job. With the help of using electronic resources
such as internet, TNT can apply this practices at workplace. Improvement in business
productivity will be gain in the business with using E-recruitment activity in the
enterprise.
ACTIVITY 3
Critique how change management strategies, models and concepts could be implemented
together with reference to consequential benefits and potential drawbacks in the
organisation
In order to consider change management strategies, following models can be applied in
TNT:
John Kotter's 8 step model Establishment of urgency: In order to make change in organisation, first step consider
establishment of urgency. In this regard, flexibility work arrangement must be
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implemented with providing flexibility to all staff members regarding working time. This
change has been placed to provide benefits to staff members of TNT. Create guiding coalition: Before deciding exact change, it is essential to put together
group of people with broad agreement in different kind of change. Flexibility in working
arrangement encounter to get right people that articulate detail of changes in the chosen
business. Develop vision and strategy: In this stage, vision and strategy must be prepare to take
flexible work arrangements. Therefore, it is essential to look upon picture of the future
with implicit and explicit commentary goals. Furthermore, flexible working hours'
facility provided to staff members which develop successful strategy. Communicate change vision: TNT using different communication channels that continue
repeating message. As a result, it helps to making change in the business with ascertained
business development in effective manner (Jiang and Messersmith, 2018). Empower employees for broad based action: Empower employees means make sure that
people have skills, tools and systems that bring changes at workplace. Therefore, flexible
work arrangements can be placed which based on broad actions criteria. Generate short term wins: It is common for change initiatives that helps to perform lard
work which is usually involved before the benefits of change become apparent. Create
short term wins also keep people motivated to regulate several functions (Garavan,
Shanahan and Watson, 2016). Consolidate gains and produce more change: In respect to gain short term wins, it can
be stated that change initiatives to perform hard work in the selected business. Hence, it
helps to keep people motivated.
 Anchor new approach into culture: It is common to think that change in the
organisational culture not making real changes. As a result, many change initiatives
specifically focus on changing organisational culture.
The greatest benefit of this model is creating sense of urgency and guiding coalition.
Many leaders lurch into programme without having properly convinced people with need for
change. It helps to provide robust checklist in change process. Beside this, principal drawbacks
to flexible working arrangement that it can be reduce morality of staff members. More
participative and bottom approach to change can be implemented that is more useful for TNT.
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Lewin change management model
As critical evaluation, Lewin change management model consider three steps that are
explained under here: Unfreezing: With respect to implement unfreezing, it can be stated that naturally people
resist change. Goal in this stage is to create awareness with current level of acceptability
in TNT. In order to implement flexible work arrangement, ways of thinking, processes,
people and organisational structure carefully examined (Bailey, Mankin and Garavan,
2018). Changing: In changing step, transitioning or moving marked with implementation of
change. Therefore, changing step begin to learn new behaviours, processes and ways of
thinking. Hence, in TNT for flexible work arrangement education, communication,
support and time is critical which become familiar with changes.
 Refreezing: It is final stage of change model which symbolise act of reinforcing,
stabilising and solidifying new state after change. In this process, goals and structure
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Illustration 2: Change management model
(Source: Leading Change: John Kotter's 8 Step Model, 2019)

offers with people to new norm and status (Hollenbeck and Jamieson, 2015). Efforts are
made and maintained in TNT in acceptable way of thinking or doing.
With the consideration of this model, it can be stated that flexible working pattern helps
to increase staff members' loyalty that helps to develop significant advantages. However, some
people misuse of this change that negatively impact on TNT organisation.
ACTIVITY 4
Critically reflect how HR monitoring and evaluating techniques contribute to sustainable
performance and growth to address potential consequences in implementation and
achievement of competitive advantages
In order to gain sustainable performance and growth, potential consequences of their
implications must be consider successfully in business. With this regard, following are different
tools explained that assists to develop more advantages:
 The best fit approach: The best fit approach is in line with contingency theory that
emphasis on HR strategies which must be congruent in context and circumstances of the
business. The best fit in TNT perceived with vertical integration and alignment on
organisation success and HR strategies. As a result, it helps to gain sustainable business
performances with innovation, quality, cost leadership, etc. High degree of creative
behaviour develop with long term focus (Jiang and Messersmith, 2018). As a result,
moderate degree of concern process and results gain at workplace. Furthermore, in
respect to gain competitive advantages, it is essential to develop equal degree of risk
taking. Following are three strategies successfully develop in the chosen business to
attain competitive advantages:
Innovation Being a unique producer greater degree of risk taking capability
increases successfully.
Quality Delivering with high quality of goods and services to customers so
that relatively repetitive and practical behaviours develop.
Cost leadership Planned results of policies which helps to managing away expense
instead of short term focus.
Contribution of HR management through benchmarking and KPI
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As critical evaluation, HRM play key role in success of the business. In this regard,
department link between employees and higher management. Without human resource managers,
there are several issues occurs. As a result, it is essential to understand contribution of HR in
business goals and objectives. In TNT, human resource managers oversee most important
component in order to make successful business with productive thriving workforce. Hence, role
of human resource management assists to organise people so that task can be effectively perform
work activities (Brewster, Mayrhofer and Morley, 2016). Benchmarking and key performance indicators: Benchmarking and KPI are two
important measures that assists to improve performances of the business. Hence, setting
benchmark and KPI helps to improve employee performances in TNT. As a result, it
contains more information which assists to set further goals that build baseline.
Furthermore, KPI is specific measurement which used to gauge performances in effective
manner. Hence, it helps to undertake progress to reach particular goals (Garavan,
Shanahan and Watson, 2016). 10-c checklist of HRM: In HRM 10-C helps to enhance people engagement that
increases consistency at workplace.
Connect Direct reflection of how employees feel with relationship with their
seniors. It helps to develop employee growth which enable to building
more effectiveness.
Career Leaders in TNT provide challenging and meaningful work with
opportunities for career advancement.
Clarity Leaders must communicate clear vision so that success in life develop
with great extent which determined by several individual for goals.
Convey Leaders of the chosen business must clarify expectations with
providing feedback on functioning in business.
Congratulate With the help of recognition, employees can do right things and
appreciate them (Cherkesova, Breusova and Demidova, 2016).
Contribute People want to know input matters which assists to gain success.
Control Employees value control create opportunities for TNT employees.
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Collaborate When employees work in team, trust and cooperation of team members
develop with good relationship.
Credibility Leaders must strive to maintain company's reputation (Bailey, Mankin
and Garavan, 2018).
Confidence In TNT, confidence can be develop with creating culture for employee
growth which remains centre stage of mindset.
CONCLUSION
From the above report, it can be concluded that strategic HRM play important role in
success of every business. In this consideration, TNT continuous progress with different models
and theories. For instance, Harvard framework, HR value chain. Furthermore, it summarised
about compare and contrasting of different HRM theories such as transaction cost theory,
contingency theory, etc. Moreover, kotter 8 step models and Lewin change management model
implemented to implement flexible work arrangement in the business. In this regard, benefits and
drawbacks for an organisation also ascertained in the chosen business. At last, different theories
and approaches determines to gain sustainable growth in the business.
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REFERENCES
Books and Journals
Bailey, C., Mankin, D. and Garavan, T., 2018. Strategic human resource management. Oxford
University Press.
Banfield, P., Kay, R. and Royles, D., 2018. Introduction to human resource management.
Oxford University Press.
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.
Brewster, C., Mayrhofer, W. and Morley, M. eds., 2016. New challenges for European resource
management. Springer.
Chelladurai, P. and Kerwin, S., 2017. Human resource management in sport and recreation.
Human Kinetics.
Cherkesova, E.Y., Breusova, E.A. and Demidova, N.E., 2016. Competitiveness of the human
capital as strategic resource of innovational economy functioning. Journal of Advanced
Research in Law and Economics. 7(7 (21)). pp.1662-1667.
Das, R. and Kodwani, A.D., 2018. Strategic human resource management: a power based
critique. Benchmarking: An International Journal. 25(4). pp.1213-1231.
Garavan, T., Shanahan, V. and Watson, S., 2016. Strategic human resource development:
towards a conceptual framework to understand its contribution to dynamic capabilities.
Human Resource Development International. 19(4). pp.289-306.
Harrison, J.S., Banks, G.C. and Short, J., 2017. Publication bias in strategic management
research. Journal of Management. 43(2). pp.400-425.
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.
Jiang, K. and Messersmith, J., 2018. On the shoulders of giants: a meta-review of strategic
human resource management. The International Journal of Human Resource
Management. 29(1). pp.6-33.
Nataraja, S. and Alamri, M.S., 2016. Strategic human resource management in Saudi Arabia's
service sector. Journal of Competitiveness Studies. 24(1/2). p.91.
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Stone, D.L. and Deadrick, D.L., 2015. Challenges and opportunities affecting the future of
human resource management. Human Resource Management Review. 25(2). pp.139-
145.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A
strategic human resource management perspective. Routledge.
Online
5 Human Resources Models. 2019. [Online] Available through:
<https://www.digitalhrtech.com/human-resources-models/>.
Bradley, J., 2019. HR Trends in Globalization. [Online] Available through:
<https://smallbusiness.chron.com/hr-trends-globalization-62045.html>.
From 90 degree to 720 degree performance appraisal. 2019. [Online] Available through:
<https://www.onlinejournal.in/IJIRV3I5/321.pdf>.
Leading Change: John Kotter's 8 Step Model. 2019. [Online] Available through:
<https://www.thehubevents.com/resources/leading-change-john-kotter-039-s-8-step-
model-18/>.
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