HRM: Change Management Models, Monitoring Outcomes & Growth

This essay provides a comprehensive overview of strategic human resource management (SHRM) and its various facets. It evaluates the appropriateness of change management models, such as Lewin's model, in supporting HR strategy, using organizational examples to illustrate practical applications. The essay also discusses methods for monitoring and measuring HR outcomes, like 360-degree feedback, within specific organizational contexts, such as Tesco. Furthermore, it assesses how effective HR management and development practices, including staffing strategies, can contribute to sustainable performance and growth, aligning with overall organizational objectives. The conclusion emphasizes the importance of SHRM in achieving business goals through effective analysis of contemporary trends affecting human resource management.

STRATEGIC HUMAN RESOURCE
MANAGEMENT (PART 2)

Table of contents
 Introduction
 Evaluate how appropriate change management models support HR
strategy in application to relevant organisational examples.
 Discuss how HR outcomes can be monitored and measured and apply
this to a specific organisational situation.
 Evaluate how effective HR management and development can support
sustainable performance and growth to meet organisational objectives.
 CONCLUSION
 REFERENCES

INTRODUCTION
 Strategic human resource management is the term which is used for
managing staff and performing functions within an organization. It holds
importance for an organization as it makes human resource department of
an organization work in right direction. These strategies lads towards
making organization attain smooth and effective functioning. Through
strategic human resource management various perspectives regarding
organizations development is covered. HRM functions are focused over
motivating employees for improving productivity within an organization.

Evaluate how appropriate change management
models support HR strategy in application to
relevant organisational examples.
 Lewin's alternate model: Respective version of alternate could be very an awful
lot capability for an corporation because it allows to apprehend the organisational
and established adjustments which majorly consist in three ranges which are as
follows: Unfreeze: In first degree of alternate wherein control prepares humans for
the alternate and with the aid of using teaching respective adjustments and their
significance for character in addition to for corporation. In respective degree the
maximum critical factor is to complex why current adjustments wanted promptly.

Discuss how HR outcomes can be monitored and
measured and apply this to a specific
organisational situation.
 360 degree feedback: 360-degree feedback is a process where a given review
gets inputs on her performance from a number of different people that bear
different working relationships with the reviewer. The goal is to provide de
reviewer with rich input on how she can improve, and usually, these results serve
no other purpose within organization like Tesco.

Evaluate how effective HR management and development can
support sustainable performance and growth to meet
organisational objectives.
Staffing: While running inside car cell organisation emphasis is primarily based
totally over growing well-certified workforce. The manner worried inside those
phrases associated with dedication of coordination upon movements that allows in
handing over higher consequences over operations taking vicinity inside car cell
organisation.

Conclusion
 From the above dialogue it is able to be concluded that strategic human
aid control relates with numerous views used for growing commercial
enterprise in powerful manner. The approach is primarily based totally
upon analysing approximately present day developments that affects
human aid control extra correctly. As according to the idea numerous
styles of theories has been advanced extra correctly making commercial
enterprise business enterprise accomplish desires and goals with higher
approach.

References
 Albrech, S. L., 2011. Handbook of employee engagement: Perspectives, issues,
research and practice. Human Resource Management International Digest. 19(7).
 Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource
management practice. Kogan Page Publishers.
 Bratton, J. and Gold, J., 2012. Human resource management: theory and practice.
Palgrave Macmillan.
 Campbell, B. A., Coff, R. and Kryscynski, D., 2012. Rethinking sustained
competitive advantage from human capital. Academy of Management Review.
37(3). pp.376-395.
 Collings. D. G. and Mellahi. K., 2011. Strategic talent management: A review and
research agenda. Human Resource Management Review. 19(4). pp.304-313.