Analyzing HR's Role in Creating Long-Term Value for Stakeholders

This essay explores how an organization's management of its human resources can create enduring value for its stakeholders. It examines various strategies, including aligning HR practices with business strategy, fostering a strong organizational culture, improving employee engagement, and utilizing HR analytics. The essay highlights the importance of defining and communicating organizational culture, serving the strategic agenda, and focusing on employee productivity to create long-term value for stakeholders. It emphasizes that HR managers must understand market forces and business strategies to align their services and skills with the organization's goals, ultimately contributing to the long-term success of all stakeholders. The essay also discusses the integration of effective business strategy, culture, and other organizational capabilities alongside technical competencies to achieve long-term value. Finally, the essay concludes that HR management is crucial in creating a mutual understanding and collaborating with various stakeholders, establishing themselves as strategic partners in business operations.

HR Management create long-term value for stakeholders of an organization 1
CAN AN ORGANIZATION’S MANAGEMENT OF ITS HUMAN RESOURCES CREATE
LONG-TERM VALUE FOR STAKEHOLDERS?
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HR Management create long-term value for stakeholders of an organization 2
Introduction
One of significant accomplishment aspects of high performing organization is setting
operations of stakeholders in an orderly manner. Presently, human resource (HR) managers are
contested to expand effectively as well as efficient towards improving operations of
stakeholders. Conversely, it is tough to decide the precise contribution if HR operates to attain
such aims (Fields 2017). In other organizations, management of human resources of an
organization by managers experience different pressures from the range of stakeholders. Such
conflict ensures that HR manager focuses on the best ways of balancing competition
expectations along with the creation of sustainable value for every stakeholder. Creation of
lasting term value for stakeholders within an organization remains to be the primary duty of
individuals that are responsible for the process of managing different human resources of an
organization. Based on effective strategies of HR management, an organization is uniquely
positioned to assist every stakeholder in strengthening their strategic goals and contributing to
lasting values in ensuring the execution of business strategy (Storvang and Clarke 2014).
Therefore, the primary objective of this research paper is to examine different ways in which the
organization’s management of its human resources creates enduring worth for stakeholders.
Management of HR of corporation create enduring value for stakeholders
It is evident from various studies that stakeholder in every organization refers to the
investor whose actions determines the result of every business decisions within a corporation.
Therefore, most HR managers aim at creating long-term value for stakeholder to improve their
operations in the competitive marketplaces (Flammer and Bansal 2014). The formation of
enduring value for stakeholders by the HR management of organization suggests that every
worker is treated as an integrated unit in operations of the organization. The HR management of

HR Management create long-term value for stakeholders of an organization 3
the organization can achieve long-term value for its stakeholders by including measurement of
performance of every stakeholder, setting goals for each stakeholder, offering financial as well as
non-financial rewards together with training. Additionally, HR management of organization
concentrates on the creation of long-term value for stakeholders by integrating HR practices that
comprise of integration of effective business strategy, culture, and other organizational
capabilities alongside technical competencies. According to Allaire (2014), the HR manager of
an organization has been able to create long-term value for stakeholders by identifying,
accessing, and importing information concerning customers, rivals, and investors. The
management has also been able to analyze and determining insightful designs in both external as
well as internal data by sharing facts and results of operations across the departments of the
organization and ensuring there is full utilization of information in process and actions of making
decisions. Moreover, management of HR of an organization is able to create long-term value for
stakeholders by measuring together with tracking the performance of HR by the use of HR
analytics to improve the process of making different operational decisions. The idea also helps in
creating long-term values for stakeholders by measuring the impacts of HR on business results to
drive the performance of the business (Laires 2014). Therefore, all these operations of HR
management of an organization are essential in the creation of long-term value for stakeholders
as they have substantially different levels of impacts on various stakeholders.
Establishment of long-term value for stakeholders
The HR management of an organization focuses on integrated practices that emphasize
the alignment of strategy to create long-term value for stakeholders. Various ways that
organization’s management of HR creates long-term value for stakeholders by focusing on
forming a firm organizational culture, improving technical skills, and enhancing the process of

HR Management create long-term value for stakeholders of an organization 4
the common usage of HR practices within the organization (Schoenmaker and Schramade 2018).
Moreover, the HR management of an organization is able to create long-term value for
stakeholders as they focus on the creation of sustainable value for external clients and investors.
The administration is also concentrating on improving their agenda on playing the vital function
in orchestrating the flow of data within an organization. Therefore, as HR manager of an
organization creates the institution’s capability to access, analyze, and use the information, they
improve their organization’s capacity to leverage highly relevant data as the competitive merit.
Similarly, HR management and analytics have at bet the very modest statistical effect on every
stakeholder (Capuano, Meinkow, and Suponcic 2016). Therefore, the ability of the
organization’s HR management to create long-term value for stakeholders has seen the
organization and their HR measurement to currently resurfacing in several organizations as the
department agenda.
Forming a strong organization culture
The management of HR of an organization is able to achieve the long-term value for its
stakeholders in several ways. For instance, the management concentrates on forming a firm
corporation culture which is fundamental for its operations. The creation of active culture help in
determining how the organization can engage its workers and for long the company will be able
to retain them in its operations (Nishii and Paluch 2018). Therefore, as an HR professional in
management, their roles are to shape the organization’s culture so that it becomes sustainable
over the long term. Besides, ensuring that every worker understands their roles and how they can
better enhance operations of HR management of organization culture can assist in the creation of
the environment that workers and other stakeholders look forward to going to daily.
Defining and communicating every aspect of operations

HR Management create long-term value for stakeholders of an organization 5
Organization’s management of its HR can develop long-term value for stakeholders by
assisting leaders in developing a clear definition of a sustainable culture of the organization. The
control can be vital in developments of such benefits by looking at the needs and roles of every
stakeholder with the operations of a company. Once the HR management of the organization is
able to develop a precise definition, they always involve each at all levels in the conversation.
The idea helps in fostering the environment of transparency that engages every worker and
managers in ownership of attaining organizational goals (Bhalla 2014). Therefore, the operation
of HR management of defining and commutating purposes of services are essential in creating
lasting value for stakeholders of a corporation.
Focusing on serving the strategic agenda
The core responsibility of HR management within an organization covers an array of
operation. These operations range from hiring the right skill and talent while ensuring the
professional development of the stakeholders to acting as the internal coach. With such a
demanding agenda set in place, HR management is able to create lasting term value for
stakeholders (Harrington 2018). Besides, HR management operates by considering how it can
make stakeholders to be a well-oiled machine and shows its actual value as the strategic business
partner. Many organizations often find that transactional as well as administrative responsibilities
that do not need the full focus of HR management to be best served by the external specialist.
Handling over such operations help to open time and free HR management from prolonged
paperwork, allowing stakeholders to concentrate on strategic while guarantee submission with
set mission and vision of the company (Bhalla 2014). By concentrating on serving vital agenda
help in the creation of long-term value for stakeholders that rely on strategic ideas for operations.
Improving productivity and engagement of stakeholders

HR Management create long-term value for stakeholders of an organization 6
HR management of an organization can focus on enhancing the influence of employee
engagement together with their productivity as a way of ensuring that operations of every
stakeholder are taken into consideration. HR management in an organization plays a crucial
function in enabling the long-term value of stakeholders and dictating ideal strategy that can help
in improving their operations (Flammer and Bansal 2017). Therefore, the process of creating a
two-way relationship between management and stakeholders, organizations can then be able to
listen to their workers and understand what motivates their operations. The idea of strategic
planning by managers on how the organization will attain its current as well as future HR needs,
along with aligning such services with individual development plans of stakeholders is critical as
it helps in the creation of long-term value (Schoenmaker and Schramade 2018). Therefore,
stakeholders that feel they are continually advancing and moving along their selected path are
more satisfied. The idea is suitable for engagement, enhancing productivity.
Conclusion
There are several changes that occur in the places of work. However, such changes open
the chance for HR management in an organization to consider how it can create long-term value
for stakeholders. By focusing on building mutual understanding as well as collaborating with
various stakeholders, HR management of an organization can be able to establish itself the
strategic partners in business operations truly. There are multiple steps that HR managers can
focus on to create long-term value for workers. Some of these steps comprise of ideas that relate
to understanding business strategy, defining HR strategy to be used, and identifying segments of
HR customers. Different methods include the need to prioritize HR investments, ensuring correct
HR service delivery structure, establishing appropriate HR capabilities. Therefore, HR
management that stays focused on their operations by aligning their services and skills with the

HR Management create long-term value for stakeholders of an organization 7
business strategy of organization is always able to create vesting term value for stakeholders.
Besides, HR management is only able to create long-term value for stakeholders when they fully
understand different market forces, trends, and business strategies by identifying the impact that
they have during business practices.

HR Management create long-term value for stakeholders of an organization 8
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