Strategic Management and Human Resource

This report explores the relation between business strategy and HR strategy, vertical and horizontal integrations, theories and practical models of SHRM, HR practices of performance management and rewards, and recommendations for designing and redesigning performance management. It also discusses the nature and perspective of employment relations and provides recommendations for employee voices and participation.

Strategic management &
Human resource

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
Task 1...............................................................................................................................................3
Relation between Business strategy and HR strategy: -..............................................................3
Vertical and Horizontal integrations: -........................................................................................3
Theories and practical model of SHRM: -...................................................................................3
Strategies perspective: -...............................................................................................................4
HR practice of performance management and Rewards: -..........................................................5
Recommendations to design & redesign of performance management: -...................................5
Task 2...............................................................................................................................................6
Nature and perspective of Employment relation: -......................................................................6
Roles and changing nature of employee relation: -.....................................................................6
Recommendation for employee voices and participation: -........................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Strategic management and human resource refer to the HRM strategic in the organization
and the process of developing the relation of human resource withing the organization and This
report will explain the difference of business strategies and HRM strategies and further in the
report will discuss the employment relation and the importance of relation building for better
performance in organization. The recommendation to the design & redesign of the performance
management system.
Task 1
Relation between Business strategy and HR strategy: -
The relation of human resource and business in the organization as it affects the business in
bottom line, it is one of the most important challenge for the HR leaders convincing the
executives to understand the importance of investment in human capital as a most important
factor. Every successful owner to a business needs to develop the human capital as it is important
for the success of the company, today the human resource strategies involves leadership with
human resources experts to increase goals in overall business.
HR strategy also helps in the productivity of the business as the recruitment process and
HR department in building the productive workforce. Maintaining the workforce to high level of
satisfaction of job and job security helps in achieving goals. Interaction among the leaders and
executive is a part of the strategies and plays important role in the working of the organization
There are lot of factor which affect the relation between the business and HR strategies and every
person need to understand the importance of the relation between both of them to work more
effectively (Bui,2017).
Vertical and Horizontal integrations: -
Horizontal and vertical integration of strategies of HR shows the working of the HR strategies in
the business in the production process. In Horizontal integration company takes on the other
company who works in the same value chains industry. In Vertical integration on the other hand
works with the involvement in the acquisition of business operations and same production
vertical. Come example of Horizontal are Marriot’s in 2016 & AstraZeneca’s 2015 & example of
vertical integration of Google in 2012 acquisition the producer of smartphone Motorola.
Theories and practical model of SHRM: -
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The Harvard Framework of HRM is comprised of 6 components; -
1. The model starts from the left with showing the stakeholder interest. These stake holders
further include the management, employees’ group, shareholder and more. As in this they
define the HRM policies. In this the interests shown of the government, community of the
stakeholders.
2. Situational features of the models show the influence of the interest. It includes the
characteristics of workforce, unions and other models included in 8-box models. In
situation’s factors management of philosophies take place with labour market and unions
& technologies.
3. Harvard framework explain the HRM policies which gets influence from the situation
factors & stakeholder interest. It includes the training core of the HR activities like
recruitment and rewards system with development programme.
4. After that HR policies lead to positive HRM outcomes which include the retentions, cost
effectiveness and commitments towards the employee and company process. The out
comes need to be positive as it shows the work of the company and the way they are
working towards the outcomes.
5. The out comes help in long term consequence to the individual and organizational point
of view. Final result also includes the societal well being and organization as it is
essential to be socially responsible.
Strategies perspective: -
Best Fit: -
Best Fit strategies are work in the best ways to complete the work as it demands the
perfect combination, it assume that the director and the worker portion commonly for a common
end by working together. To get the best result of this the worker need to convey the behaviour
& the thoughts of the director in charge and to best fit it need to understand the pull off employee
efficaciously seen as separate entity & managed consequently (Tran,2020). Everything need to
be understood properly as they need to manage every manner.
Best Practise: -
Best practice is a normal attack to the people to get direction. It is totally different from
Best Fit as it refers High performance in HRM. Best practise refers to improving the
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performance of the organization as a positive and linear effect. It shows the engage in the
organization and the invest in execution & monitoring.
RBV: -
Resource based view approach to achieve competitive advantages, it is much easier to
exploit the external sources opportunities using external resources in different ways. In RBV
model there are tools Tangible and intangible.
Tangible: - Tangible are those resource which can be touched and all physical resources which
can be easily bought for company benefits.
Intangible: - Those resources which are nonphysical in presence still can be owned company. As
brand reputation, goodwill, patent etc.
HR practice of performance management and Rewards: -
Define & Communicate company goals: -
The employees cannot meet the personal performance expectations if they are not
properly outlined. That’s why it is important to communicate the company goal and performance
objective.
Utilize the software; -
Now a day’s people are using software technologies to utilize the performance of the
employees in the organization and plan the work according to develop and training on particular
needs.
Feedbacks: -
Frequent performance feedbacks help in getting the knowledge and the required
information to train the issue factors and develop them.
Regular meeting for outcomes: -
Progressive meeting helps the employee to understand the situations and these meeting
can help in motivation and improve the performance of the people.
Recommendations to design & redesign of performance management: -
1. The first thing is to evaluate the current performance appraisal process of the
company which show the feedback a company is providing to employees.
2. Performance management in identifying the organizational goals of the company by the
help of the employee and staff member.
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3. Employee keep working in the organization but it is the duty of the top management to
keep an eye on the employee and make sure that they are working on the goal
prospective.
4. Evaluation of performance and the new set of performance for next year to be kept in
mind to do the working.
Task 2
Nature and perspective of Employment relation: -
There are three type of perspective in employment relations that can contribute in analysing the
conflicts in workplace: -
Unitarism Perspective: -
This system of working is focus on one source of authority without negotiation, it’s a
kind of partnership and teamwork in operations. Member strive as unit with one common goal
and every unit work in best of the ability. Unitarism hold the idea that the conflicts in the
workplaces should be a two way as because the leader, expect the loyalty and respect from
members (Bianchi,2016).
Pluralism Perspective: -
Pluralist perspective are a system with the political analogy in which many groups with
different interest’s belief act as one. The government depend on their cooperation and consent.
Its industry relation is much stable & adaptable result of collective agreement & very difficult for
management to trade unions. In pluralist the company seen as plural society with related and
separate interest & objective.
Marxism: -
It is a general theory of society and social changes with implications for analysis &
industrial capitalism. It is a boarder in scope & it enhance the importance of actions &
organization in terms of mobilisation theory. It is argued the weakness of capitalist systems
which can lead to revolution & ascendancy of socialism over capitalism.
Roles and changing nature of employee relation: -
Open communications: -
To work in the best way between the top management and the employee need to be on a
good note and leader are regularly working on the communications of the employee to the
management so that they can improve the relation of employee with the company. Employee
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spend majority of their time in the company so to get motivated and improve working it is
important for the leaders to manage the relation and help the employee to get better with
relations to the organizations.
Show recognition: -
Simple gesture of giving thanks to a employee for its working is in the way of
recognition, it is simplest way and it get in improvement of the work of the employee and
strength the relation of the employee in the organization. More than half of the employees are
starved of getting respond and recognition from the management and the company (Xi,2017).
Constant Feedback: -
Frequent feedbacks to the employees on their working and the work they did in the past
time period for the company get them motivated and increase in the performance and increase
the efficiency.
Invest in employees: -
Increasing in the investment in the employee make the employee feel connected with the
company and it also help in getting the loyalty and trust of the employees and develop the
relation of employees with the organization (Babalola,2018).
Recommendation for employee voices and participation: -
Employee voice refer to the rights of the employees to speak against the dissatisfaction in the
workplace and the employee participation refer to the participation of employee in the decision
making and taking actions in the organization and make them connected and important.
1. Rights to the employee to speak for all the issues they are facing and company need to
provide the result for them and give quick actions.
2. Employee contribution in the decision making is important as they work on these
decisions and they better understand the ground knowledge.
3. Employee involvement in the working of the organization and give them special and
better recognition to improve skills.
4. Increase in the job securities to the employee and rights to the voice as they are scared to
risk their job.
5. Collective expression helps in providing the management and with power of
countervailing.
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Employee voice and participation is important as they are the front working in the
organization and it is important for them to get the satisfaction from the job and get a decent
right to participate in the decision ang want the management to participate them in the
involvement of employee to better scale (DeNisi,2017).
CONCLUSION
The report analyses the importance of the strategic management and human resource in the
organization perspective, further the report explains the employment relation, it is one of the
most important factors of the organization and need to be recognised as they need to get the best
relation with organization (Ybema,2020).
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REFERENCES
Books and Journals
Babalola and et.al., 2018. The relation between ethical leadership and workplace conflicts: The
mediating role of employee resolution efficacy. Journal of
Management. 44(5). pp.2037-2063.
Bianchi, C., 2016. Dynamic performance management (Vol. 1). Berlin: Springer.
Bui, B. and De Villiers, C., 2017. Business strategies and management accounting in response to
climate change risk exposure and regulatory uncertainty. The British
Accounting Review. 49(1). pp.4-24.
DeNisi, A.S. and Murphy, K.R., 2017. Performance appraisal and performance management:
100 years of progress?. Journal of Applied Psychology. 102(3). p.421.
Tran, H., 2020. Revolutionizing school HR strategies and practices to reflect talent centered
education leadership. Leadership and Policy in Schools, pp.1-15.
Xi and et.al., 2017. The influence of CEO relationship-focused behaviors on firm performance:
A chain-mediating role of employee relations climate and employees’
attitudes. Asia Pacific Journal of Management. 34(1). pp.173-192.
Ybema and et.al., 2020. HR practices for enhancing sustainable employability: implementation,
use, and outcomes. The International Journal of Human Resource
Management. 31(7). pp.886-907.
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