Strategic Human Resource Management

Running Head: Strategic Human Resource Management
STRATEGIC HUMAN RESOURCE MANAGEMENT

Strategic Human Resource Management
Table of Contents
Introduction......................................................................................................................................2
1. Outline the strategic HR priorities that are pursued by Carlsberg...............................................3
2. Discuss the rationale of implementing the ‘Winning Behaviours’ strategy................................4
3. How does Carlsberg's 'Winning Behaviours' strategy align with other HR practices such as:
equity and diversity; workforce planning and development; social responsibility; and work-life
balance.............................................................................................................................................6
4. Analyse the difficulties the company faced when implementing this strategy in Malaysia........7
5. Provide an analysis of how well the 'Winning Behaviours' strategy would work in an
Australian context, along with recommendations for how such an implementation could be
successfully managed......................................................................................................................8
Conclusion.......................................................................................................................................9
References......................................................................................................................................10
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Strategic Human Resource Management
Introduction
The term strategic human resource management involves typical components based on human
resource like payroll, discipline, hiring and also undertakes the overall working of the
employees. It denotes the working of all employees within a collaborative way for boosting
retention and quality improvement for work experience as well as maximizing a mutual benefit
regarding the employment of both the employees and the employers. Hence, the present study is
known to emphasize upon various strategies of human resource management for the organization
of Carlsberg. The company of Carlsberg is known to be a global brewer that was founded in the
year of 1847. It is headquartered in Denmark and serves drinks to the customers such as beers,
soft drinks, ciders and bottled water as well. The total revenue of the respective company was
62.6 billion in the year of 2016 (Buckley & Ghauri, 2015). Carlsberg consists of its own vision,
target and mission. Thus, the mission of the concerned organization is to be dynamic provider
based on quality beers along with exciting brand, committed teams and innovative culture that
brings all the people together and can add enjoyment within life.
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Strategic Human Resource Management
1. Outline the strategic HR priorities that are pursued by Carlsberg
According to Boon et al., (2018), the HR strategies are considered to depend upon the
organizational strategy. These strategies touch all of the key areas within the field of Human
Resource. These strategies involve learning and development, performance appraisal,
recruitment, succession planning and compensation as well (Napathorn & Kuruvilla, 2018).
However, there are certain strategic priorities of HR that are applied by the company of
Carlsberg. These are mentioned below:
Management of high performance
High performance working and management aims for making an impact within the
organizational performance in certain areas of quality, productivity, customer service along with
profits and growth (Collings, Wood & Szamosi, 2018). However, in case of the concerned
company, management practices of higher performance involves rigorous selection and
recruitment procedures, development activities related to management and training. Moreover, it
also involves systems of incentives and the processes based on performance management as
well. Hence, these performances are referred to as “high performance work systems” (HPWS)
that consists of several practices which may facilitate the involvement of employees.
High commitment management
This term provides importance for enhancement of mutual commitment. This is generally
described by Wood (1996), as; “A form of management which is aimed at eliciting a
commitment so that behaviour is primarily self-regulated rather than controlled by sanctions
and pressures external to the individual, and relations within the organization are based on
high levels of trust.” However, there are few approaches that are followed by the concerned
organization for achieving the higher commitment of the employees (Gutierrez-Gutierrez,
Barrales-Molina & Kaynak, 2018). These approaches are mentioned below:
 The development based on the ladders of carrier along with the emphasis over commitment
and trainability being as highly valued employee characteristics within the organizational
levels.
 Reducing hierarchies as well as the ending regarding different status.
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