Human Resource Management Assignment: HRM Strategy and Practices

This report provides a comprehensive analysis of Strategic Human Resource Management (SHRM), addressing key areas such as HRM's contribution to strategy and performance, including the alignment of HR policies with business objectives and the application of Ulrich's HR model. The report delves into reward and remuneration strategies, examining the validity of remuneration systems for IT professionals, the implications of base rate increases, innovative reward components, and the influence of internal and external factors. Furthermore, it explores performance management processes, including performance planning and warning systems, and addresses employee wellbeing and health and safety considerations, examining their relationship to performance pressure. Finally, the report discusses the application of Human Resource Information Systems (HRIS) and their role in modern HRM practices. The assignment adheres to the guidelines of the assignment brief, providing detailed answers to all the questions, supported by relevant references.

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
STRATEGIC HUMAN RESOURCE MANAGEMENT
Name of Student
Name of the University
Author Note

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Table of Contents
Response to question 1: Contribution of HRM to strategy and performance......................3
Response to question 1.1: The way the HR policies and practices are inextricably
linked with the formulation and implementation of strategic corporate or business objectives. 3
Response to question 1.2: Use of the Ulrich HR model for explaining the role of HR
professionals including the strategic partners..............................................................................4
Response to question 2: Reward and remuneration.............................................................5
Response to question 2.1: Steps for analyzing the validity.............................................5
Step 1: Evaluation of the capability of the remunerations system in considering the
specialist nature of IT positions...............................................................................................5
Step 2: Analysis of the labor and employment market in order to understand if there
is actually a dearth of good or capable people for managing that particular position in the
labor market.............................................................................................................................6
Step 3: Analyzing the main reason for high turnover and understanding whether it is
due to the low consideration of the remunerations system with regards to the specialist
nature of IT positions or any other factors...............................................................................6
Response to question 2.2: Implications of a base rate increase.......................................6
Response to question 2.3: Identification of innovative components for
recommendations to IT professionals..........................................................................................7
Response to question 2.4: Internal and external factors affecting the reward
determination...............................................................................................................................7

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Response to question 3: Performance management............................................................8
Response to question 3.1: Elements of the performance management process..............8
Response to question 3.2: Warning process within the organization............................10
Response to question 4: Employee Wellbeing and H&S..................................................10
Response to question 4.1: Relationship between the employee wellbeing and pressure
for performing best....................................................................................................................10
Response to question 4.2: Concept of the Health and safety at work............................12
Response to question 4.2.i:........................................................................................12
Response to question 4.2.ii:.......................................................................................12
Response to question 4.2.iii:......................................................................................12
Response to question 5: HRIS..........................................................................................13
Response to question 5.1.a:...........................................................................................13
Response to question 5.1.b:...........................................................................................13
Response to question 5.1.c:...........................................................................................13
Response to question 5.1.d:...........................................................................................14
Response to question 5.2:..............................................................................................14
References..........................................................................................................................16

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Response to question 1: Contribution of HRM to strategy and performance
Response to question 1.1: The way the HR policies and practices are inextricably
linked with the formulation and implementation of strategic corporate or business
objectives
The HR policies and practices need to be aligned with the overall organizational
objectives and strategies in order to ensure proper management of the organizational human
capital and achievement of the organizational performance (Allui & Sahni, 2016). The HR
policies and practices should aim at attracting, engaging and retaining the human capital
effectively and efficiently. Moreover it is necessary for the HR manager’s to carry out workforce
planning in accordance with the overall organizational objectives, carry out organizational
capability assessment, ensure such policies and practices that can help in developing a diverse
and inclusive organizational culture and climate and they should also ensure proper practices and
policies related to change management that can help the organization in achieving its overall
objectives (Wheelers.co.nz., 2020). In order to carry out workforce planning, it is necessary to
understand the business plans workforce implications for the purpose of addressing the same
(Armstrong & Brown, 2019). Therefore the workforce planning includes- analysis of the
strategic goals of the organization, identifying the necessary competencies for achieving the
organizational gaols, then it becomes necessary to conduct talent assessment of the workforce to
ensure that they have the necessary competencies otherwise they are to be provided training and
development (Azmi, 2019). In order to ensure that the organization achieves a competitive edge
on the basis of its human resources it is necessary for the human resource managers to attract and
motivate the employees such that they can perform their best and therefore help in achievement

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of the organizational objectives (Bailey et al., 2018). In order to motivate the employees, the HR
policies and practices should include- training and development, better communication within
the organization, cooperation and also fair pay and benefits. Moreover the policies of HR should
aims at creating a workplace culture where the employees feel that they are a part of the
organizational decision making. Moreover the HR policies can be aligned with the organizational
objectives with the help of HR competency model that includes- better relationship management
between the employees and the top management, ensuring better organizational communication,
consultation to the employees, through effective leadership and navigation, by ensuring cultural
effectiveness, critical evaluation of the organizations performance, having good sense of
business such that such policies and practices can be adapted that can help the business adapt to
its business environment, making use of the HR expertise and ensuring ethical practices within
organization.
Response to question 1.2: Use of the Ulrich HR model for explaining the role of HR
professionals including the strategic partners
The Ulrich HR model is used for organizing the functions of human resource. According
to David Ulrich, HR function in big organizations need to be compartmentalized into four sectors
or segments (called the HR roles) including-strategic partners, change agents, administrative
experts and employee champion. The strategic partner role of an HR includes aligning the HR
initiatives and activities with the global business strategy. Therefore the HR business partners
and management is responsible for this task (Boon et al., 2018). Change agent is responsible for
managing the effective and smooth transition for change within human capital of a business.
Therefore the main role of a Human resource manager as a change agent includes- supporting all
the change activities for ensuring the change capacity. The role of an HR as an administrative

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expert changes with time. For instance, initially the administrative experts role was to ensure
highest quality of service however in the present day the main stress is to provide the best quality
of services at the lowest possible cost (Campbell, 2018). Employee championship role of an HR
includes- being aware of the needs of the employees and also to protect their interest during the
change process. Further according to the Ulrich model, change agent plays a very important role.
According to Dave Ulrich, human resource management is an important business arm that is
necessary for all organizations to function efficiently. This models provides for a benchmark to
all HR professionals in carrying out their multifaceted roles in HR, business partnership and
administration. This model therefore helps HR professionals to shift from strategic management,
administration to human resource management. This model is also based on certain principles
including- creation of a unified structure for delivering value, defining a clear role of the HR
manager, provision of a competitive edge of the company and also includes the ability to
measure the performance of the company in accordance with certain metrics. Therefore though
this model is not a perfect system but it provides for a benchmark for the organization.
Response to question 2: Reward and remuneration
Response to question 2.1: Steps for analyzing the validity
Some of the major steps for analyzing the validity of the IT manger s complaint will be
related to evaluation of the capability of the remuneration system, analysis of the employment
and labor market and identification of the major reason for the high turnover among the IT
employees (Delery & Roumpi, 2017).

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Step 1: Evaluation of the capability of the remunerations system in considering the
specialist nature of IT positions
The analysis of the capability of the existing remuneration system in considering the
specialist nature of IT positions will be conducted with a precise consideration of number of
specialists available within the organization and the labor market (Das et al., 2019).
Step 2: Analysis of the labor and employment market in order to understand if there is
actually a dearth of good or capable people for managing that particular position in the
labor market
An analysis of the labor market will be done in relation to the specialist nature of
information technology for understanding if there is actually a need for capable people in the
labor market or not (Han et al., 2019).
Step 3: Analyzing the main reason for high turnover and understanding whether it is due
to the low consideration of the remunerations system with regards to the specialist nature
of IT positions or any other factors.
Moreover further investigation into the decisions will be done on the basis of the validity
of the steps undertaken.
Response to question 2.2: Implications of a base rate increase
The implications of adopting the suggestions of a base rate increase without any
investigation may lead to increase in the HR expenses and cost because additional remuneration
and incentive may have to be paid to the IT professional for reducing the employee turnover and
for compensating the specialist nature of information technology positions (Fahim, 2018).
Further a risk may also be faced by the company if the base rate was not an actual issue affecting

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the inactive employees turnover and if some other factors were affecting the same such as lack of
training to the employees, lack of appropriate support to the employees from their supervisors
and others (Rees & Smith, 2017). If without investigation the base rate is improved then the
problem of high turnover may remain unsolved if it had not occurred due to inappropriate
remuneration and in fact had occurred due to other reasons (McClean & Collins, 2019).
Response to question 2.3: Identification of innovative components for
recommendations to IT professionals
The three innovative and realistic components other than the base salary and total
remuneration and rewards packages for the IT professions includes- value added services to the
employees, pay related to performance and monetary health coverage. Value added services
include providing compensation for parental leaves or any monetary compensation for maternity
leave to the employees (Obeidat et al.,2016). The compensation may include 1000 dollars per
week for such leaves. Pay related performance includes establishing certain targets for the
employees beyond which they will become illegible for getting incentives. And Monetary Health
coverage can be provided to the employees for ensuring their workplace health and safety and
compensation for the same can be provided for the employees.
Response to question 2.4: Internal and external factors affecting the reward
determination
The two internal and external factors that would be considered in determination of
appropriate rewards and remuneration for the IT professional includes- unionization and
government rules and regulations as external factors and on the other hand, internal factors will
include shareholders negotiation and prioritization of business essentials (Ridder & Baluch,

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2017). The External factor such as unionization need to be considered before determination of
the packages because when a particular compensation will be decided, the employees may object
the same with the help of their unions if they do not find it appropriate. On the other hand, every
company is required to follow the government rules and regulations. Government rules and
regulations may include the terms and conditions of working hours, weekly wage payment and
others and therefore before determination of the remuneration, the same needs to be considered
(Roca-Puig, Beltrán-Martín & García-Juan, 2019). On the other hand, some internal factors that
needs to be considered includes- shareholders negotiation and prioritization of the business
essential. Shareholder negotiation includes- approval of shareholders in determination of the
remuneration can be a factor affecting reward and recognition and the prioritization of business
essential includes the basic requirements and it also needs considering demand of business.
Further prioritization of business essential will include determination of the fact whether
remuneration will be based on quality and quantity or both.
Response to question 3: Performance management
Response to question 3.1: Elements of the performance management process
Performance planning includes- determining the overall organizational objectives and
then deriving the groups and individuals objectives and goals (Zehir et al., 2016). Moreover
performance planning also includes channeling the efforts of individuals and group towards
achievement of the overall objectives. Moreover it is necessary to determine the goals that the
groups and individuals are expected to achieve and communicate the same to them such that
everyone in the organization knows their contribution to the overall objectives. Once individuals
are properly communicated what is expected from them they will be motivated to perform

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accordingly and then that will help the organization in improving their overall performance.
Moreover performance planning can also help in developing a sense of purpose within the
employees because they know the way their work contributes to overall performance.
Performance monitoring is one of the most important parts of performance management
because it includes understanding the employees efficiency within the organization and therefore
based on the same management can take important decisions such as determining the ways in
which the organizational performance can be improved and the changes that needs to be made to
the existing processes such that the efficiency of the employees can be improved. Therefore it
helps businesses in identifying an issue at an early stage such that corrective actions can be taken
as soon as possible. Moreover through performance monitoring employees can improve their
efficiency of employees by identifying areas where they can improve. Moreover when
employees know that their performance is going to be evaluated and then they work hard and as
a result their performance improves.
Performance development includes- coaching and developing the teams and individuals
within organization and also helps in converting the culture of organization into one where all
the employees can be engaged such that organizational objectives and goals can be
accomplished. In order to create such a culture, it is necessary for the employers to understand
the needs and barriers with employees performances. The performance development provides for
continuous coaching and mentoring that can help in improving the overall employees
performance.
Performance evaluation includes- evaluation of the employees performance for achieving
the overall objectives and goals. Moreover performance evaluation helps the top management in

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making important decisions such as promotion, compensation and dismissal of the employees
(Yong & Mohd-Yusoff, 2016). For the purpose of evaluating the employees performance,
performance appraisal systems are used. Performance appraisal system helps in gaining
necessary feedback, reviewing and estimating the performance of the employees to understand if
it is effective and identifying ways in which the same can be improved. Performance evaluation
are carried out by the managers for improving the overall performance of the organization.
Response to question 3.2: Warning process within the organization
The warning process includes all the verbal and written warning that are given to an
employee for their misconduct prior to a dismissal. Misconduct on part of the employees can be
of two main types- serious misconduct and less serious misconduct. The serious conduct occurs
when an employee engages in theft or any dishonest activity, fights or assaults co-workers,
causes a serious breach of the work policies and makes use of illegal substance at work. On the
other hand some not so serious misconduct includes poor performance on part of the employees.
However prior to dismissal of the employees it is necessary to carry out substantive and
procedural justification. Therefore if an employee broke a workplace rule then I will first
investigate and see if it is a serious misconduct or not so serious misconduct. Then I will disclose
the nature of the misconduct to the employees, and then they will be given opportunity to take
advice, they will be given an opportunity to be heard. Then they must be allowed to have a
representative at the time of hearing, I will consider the options that are available to me, and in
case of warning I will ask them not to repeat such behavior and if they are dismissed then I will
have to specify and justify the reasons for the same.

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Response to question 4: Employee Wellbeing and H&S
Response to question 4.1: Relationship between the employee wellbeing and
pressure for performing best
There is a strong relationship between the employees wellbeing and their performance.
Moreover it is necessary for organization to ensure the wellbeing of the employees should be
kept at the heart of the organizational culture for improving the performance of the employees
and also improving their productivity. In order to help the employees cope up with the
continuous increasing pressure it is necessary for the organization to provide look after their
mental and physical well-being. One of the key contributors of high organizational productivity
includes the mental health of the employees. Therefore organization need to ensure that it is
undertaking sufficient activities for looking after the same. The poor mental health of the
employees not only has a negative impact on them but also on the people around them. As a
result the performance of the employees may get impacted and that may affect the team’s
performance and then the organizations performance may get affected as a whole. Many
researchers have identified a direct relationship between the employees wellbeing and
productivity and performance within the organization. When the employees feel that an
organization is looking after their wellbeing both mentally and physically then they feel safe
from any workplace hazards or accidents and as a result their performance within the
organization improves. Once the employees become satisfied with their jobs they try to do their
best and as a result their organizational performance and productivity as a whole improves. In
order to improve the employees well-being such that they can meet with the continuously
changing external environment and work under pressure it is necessary for the organization to
provide for better social relationship within organization, ensuring the safety of employees

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through a number of workplace policies, provide better work-life balance to them and by making
their jobs more interesting. It is also necessary for the organizations to have such an
organizational culture and climate where the employees feel free to openly communicate and as a
result are able to release their pent up emotions (Knies et al., 2017).
Response to question 4.2: Concept of the Health and safety at work
Response to question 4.2.i:
The Health and safety act at workplace 2015 is based on the principle that the workers
and also other people should be given the highest protection against any type of harm to their
safety, health, and welfare from the risks at work that is reasonably practicable. Therefore the act
provides for protection of the health and safety of employees at workplace by minimizing or
elimination of the workplace hazards and risks, providing effective and fair workplace
consultation, presentation, resolution and cooperation (Wright & Ulrich, 2017). Encouraging the
employers and Unions to undertake constructive role for promotion of improvements and
providing for continuous improvement of the workplace health and safety.
Response to question 4.2.ii:
Under the health and safety at workplace act 2015, the people who have the responsibility
for workplace safety and health includes- PCBU’s, workers, officers and various other people. A
PCBU includes a person conducting a business or undertaking, and it may be an organization or
an individual. It is the responsibility of the PCBU to ensure that either the workers or other
people’s health and safety is not put to risk at work. This is known as the primary duty of care.
Further the officers include people who have significant influence over the busnies management
and it is the responsibility of the officers to ensure that the PCBU meets their obligations.

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Response to question 4.2.iii:
Health and safety representatives include one of the most important methods of
representation of the employees interest under the act (Storey, 2016). They have certain powers
and functions including representation of interest of the workers, carrying out inspection and
making recommendations related to health and safety of workers. Moreover the workers
participation and engagement can be improved through representation, officers can carry out
their duties by talking properly with the employees representatives.
Response to question 5: HRIS
Response to question 5.1.a:
In the case of Stephanie, there has been a violation by the past employer in disclosing
information about Stephanie that is not mentioned in her CV and therefore there is a breach.
Moreover there is a breach of the 11th principle of the Privacy Act 1993 because according to the
11th principle there are certain limits on the disclosure of personal information
(Legislation.govt.nz., 2020). Moreover people who have disclosed such personal information
have breached the law and the dame has been done by Stephanie’s previous employer who-
disclosed the information without getting the authorization of Stephanie and because the
disclosure was related to Stephanie.
Response to question 5.1.b:
In case of Ann who has forgotten where she had put her original job application at the
time of joining, the office person is breaching the principle number 6 which includes access to
personal information. According to the principle if an agency holds any personal information that

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can be readily retrieved the employee must have access to such information? However in the
case of Ann she is being denied the access.
Response to question 5.1.c:
In the case of Christopher, he had violated the act because he had done a breach of the 5th
principle of storage and security of personal information as the agency was responsible for
looking after the safety and security of the information of employees and there was a violation of
the safety rule by Christopher even if he owned it.
Response to question 5.1.d:
As Steve the CEO of a chain of service stations who was interested in collecting
information related to teenagers and their attitude towards drugs, the should first have informed
the purpose of data collection to the teenagers failure of which led to the breach of the act in
accordance with principle 3 that includes the guidelines for collection of personal information
and makes it necessary to inform the purpose (Legislation.govt.nz, 2020). On the hand, the CEO
also violated the 9th principle of the act because no agency is required to hold the personal
information for too long and Steve was thinking about keeping the information with him that
could later be sold by him to some drug company for earning revenue.
Response to question 5.2:
The three specific areas selected for making use of qualitative and quantitative data and
arriving at a decision includes- training, remuneration and selection. In order to collect proper
data- both quantitative and qualitative related to training of the employees for the purpose of
improving the organizational performance both surveys and interviews will be collected. For
collection of qualitative data interviews will be done with the employees (Martin et al., 2016).

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Such interviews can help in understanding the present level of employees knowledge and skills
and if there needs an enhancement of the same for improving the overall efficiency or efficacy of
the employees. Moreover through interviews the technology handling capability of the
employees can also be understood. On the other hand, for collection of the quantitative data,
surveys will be conducted and these surveys can help in understanding if the employees get
sufficient scope for participation of training procedure, in understanding if they are provided
with excellent infrastructure where training can be conducted and for collection of data on
various other aspects. This data both qualitative and quantitative can help the top management in
deciding if they need to improve their training process within the organization and the skills that
will be gained by the employees through such training (Schneider, Oppel & Winter, 2019). The
next area for which data needs to be collected includes Remuneration. For the purpose of
gathering qualitative and quantitative data related to the remuneration provided by a company
both surveys and interviews will be conducted. Such data will help the top management in
deciding whether the need to revise the remuneration or not for the purpose of improving the
employees motivation. The interviews conducted will help in collecting data related to
satisfaction of employees with the remuneration they are provided and if employees feel they are
being provided industry standard remuneration packages or if they are underpaid. The surveys
can further help in understanding whether the employees are paid as per qualifications and skills.
In other words whether they are paid as per their position they occupy in the company. The last
area where the top management will collect qualitative and quantitative data for arriving at a
particular decision includes the Selection. For the collection of quantitative and qualitative data,
both surveys and interviews will be collected. Interviews will help in gathering data about
whether the company provides sufficient benefits to employees for referring candidates or are

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they getting sufficient referral benefits. And the surveys can be conducted for understanding if
the employees are sufficiently motivated for employee’s referrals. This data can help the top
management in deciding if internal selection methods are efficient or not for attracting
candidates within the organization.

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