Analysis of HRM Strategies: Change, Learning & Leadership

This report delves into Human Resource Management (HRM) strategies, focusing on change management, learning and development, and leadership development within organizations, particularly Fulcrum Digital. It addresses the evolving challenges faced by HRM due to factors such as increasing employee expectations, diversity, and skill requirements. The report explores change management models like Lewin's 3-Stage Model and Kotter's 8-Step Change Model, emphasizing the importance of employee involvement and communication. It also examines HRM theories such as contingency theory, human capital development theory, and organizational behavior theory. Furthermore, the report discusses leadership development, highlighting the significance of transformational leadership and providing insights into cultivating leadership skills and qualities within individuals and teams. The aim is to optimize human resource functioning and achieve strategic benefits for both the organization and its employees, with Desklib offering additional solved assignments and study resources.

Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Change Management..............................................................................................................2
Learning and Development....................................................................................................4
Leadership Development........................................................................................................6
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10

INTRODUCTION
Human resource management is a branch of management that focuses on enhancing the
experience of people i.e. staff members employees and labourers working in the organisation.
Fulcrum Digital is an IT organisation that was established in the year 1999, and it is
headquartered at Jersey City, New Jersey. The report will cover discussion about current issues
that are faced by human resource management in order to help them frame effective and efficient
policies to enhance the performance of human resources in an organisation. The report will
outline human resource strategies that should be developed and enforced within various
functions of an organisation. Moreover, the report will demonstrate very strategies that could be
used by managers to enhance the engagement of employees and developers sense of
belongingness within them for the organisation. The report at the end will cover discussion about
critical approaches, principles, models and concepts of HRM theories and practises that could be
used by an organisation for its benefits and its employee’s optimisation.
MAIN BODY
Human resource management is a broad concept and it consists of various functions to be
performed among the various departments within an organisation (Brewster, Mayrhofer and
Farndale, eds., 2018). There are various functions and fields of HRM such as change
management, measurement of HR effectiveness, retention of staff members, recruitment to fulfil
the requirement of skilled labour force, training and development, remuneration and
development of leadership that are required to be performed by human resource managers.
Changes and Development in Current Era that Influences an organisation’s HR strategy
Due to continuous changes in the environment of an organisation, human resource
management has to face many challenges due to changing trends and development that affect the
working of individuals. To deal with these changes human resource management needs to
understand and analyse what the changes are and how it affects the human resource in an
organisation. The consistent change in HRM involves:
 Increasing Needs of employees: In recent scenarios it has been observed that employees
are highly educated and well aware of their rights, duties and responsibilities in an
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organisation. Their employees are becoming more demanding in terms of their rights,
responsibilities, duties and roles and they raise their voices and conduct protests
whenever their expectations are not fulfilled.
 Diversity in people: Today's world is full of complexity and diversity, and employees are
also so different in terms of their cultural background, age, religion, gender etc. The
employees are demanding equal treatment of all as well as equal pays for everyone
working at the organisation.
 Advancements of skill requirement: Recruitment and selection of employees who have
the desired level of skills and knowledge to perform a task is a necessary function of
human resource. In today's world the requirement of skills and knowledge is high as
compared to the duration before 10 years ago.
 Downsizing in Corporates: Many organisations across the globe after pandemic have
changed their strategies to gain more cost advantage bi corporate downsizing. Corporate
downsizing aims at reduction in the amount of employee force that is working within an
organisation so that the company could gain lower cost advantage on their production
(Jones, Harrison and Felps, 2018).
Change Management
The Change management can be explained as a systematic method that assists and
company to adapt and implement changes in its strategies, tools, methods, resources,
management, etc. within an organisation (Lawler and Boudreau, 2020). The process consists of
selecting, adapting and identifying changes in the business environment with the purpose to
implement various business strategies, structures, methods and technologies according to those
changes. To understand change management that could promote HR strategies in Fulcrum
Digital are elaborated under.
Lewin's 3 Stage Model of Change
This model involves three steps i.e. de-freezing, making changes, and re-freezing that are to
be performed in order to initiate change management practice within an organisation (Novoa,
and et. al., 2018). The complete process is based on making changes in order to create desired
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higher levels of behaviours and set new norms. The Lewin's 3 stage model in relation to Fulcrum
Digital is elaborated below:
 De-freezing: This process is crucial to the management of Fulcrum Digital, as this will
help them to introduce new factors and strategy in their organisation. This will help them
to introduce their employees with the new strategies and methods in order to enhance
their motivation and increase their overall performance at the workplace.
 Change process: this stage can also be called a transition stage where the actual changes
are forced into action. This stage could assist the management at Fulcrum Digital to
enable its employees to accept the changes and allow them to adjust with new
innovations. This could be done by introducing new ways for doing things big the help of
effective communication in order to endorse implemented changes among the
employees.
Refreezing: this stage of the model explains the transition of individuals after implementing a
change process towards a relatively stable condition (Rangel-Buitrago, Williams and Anfuso,
2018). The management at Fulcrum Digital could utilise this model to make the changes
permanent within the processes and actions of their employees. It will help the management to
implement proper functioning of all the people and accept this change as a part of their daily
routine work.
Kotter Change Management
Kotter explained eight steps that focus on reaction of employees in relation to the changes
and these eight steps have the managers manage the employees effectively and efficiently.
 Create situation of urgency: The management of Fulcrum Digital need to involve
employees inter process of decision making in strategic planning in order to instil a sense
of urgency among employees to work towards the company's goals.
 Build guiding team: The management of Fulcrum Digital should identify the correct set
of talent among individuals in order to develop teams within the business that are
essential for the smooth flow of activities at the workplace.
 Develop mission and visions: Creation of mission and vision of Fulcrum Digital would
help the management to focus on innovations by considering the available amount of
labour and skills (Stephens and Baskerville, 2020).
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 Develop communication: In order to manage people, i.e. the subordinates and superiors
at Fulcrum Digital should enhance their communication with each other in order to
clearly perform their operations.
 Empowerment actions: The management at Fulcrum Digital should focus on eliminating
hindrances building an effective feedback desk for the employees in order to understand
their perspectives and enhance harmony among the company and employees.
 Raising don't give up attitude: It is crucial for every company that it should build such a
team that never gives up which means they should face every challenge with courage and
be invincible to perform any task that benefits the organisation (Teece, 2018).
 Create short run victory: The management at Fulcrum Digital should emphasise on
celebrating short term victories rather than running behind the long term
accomplishments, to keep the morale of the employees high and enhance their
motivation.
 Implementing transformation: It is important for the management to strengthen and
transform some portions of their organisational culture because it could help them and
their employees to adapt to different situations and be focused on their work.
Learning and Development
HRM theory came into existence during 1980s in the Harvard School of Business with the
name of Harvard analytical framework. In the start of 1900, sector machinery and labour action
plan was established to minimise labour costs and increase their efficiency on the workplace
(Triguero-Sánchez, Peña-Vinces and Guillen, 2018)
. Helpful for the management in order to assign responsibility to the employees enhance
their relations with the help of effective communication, job division and control methods. There
are various theories and concepts that are used by company to improve learning and development
of human resource, which are given below:
Contingency theory:
According to this theory there are various factors such as size of business, availability of
technology, degree of unionisation, departmentalization and other factors. It explains possible
relations between the elements of human resource and the performance of human resource that
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indicate contingency factors in HRM principles. In the same manner it also allows a company to
tackle various challenges that arise in the dynamic environment. According to contingency
theory there is an explanation that human resource management is not required in an
organisation, it explains certain parameters that would be helpful to the managers of Fulcrum
Digital to behave according to environmental circumstances that are prevailing internally and
externally.
Human capital development theory:
According to this theory it is stated that education has to improve knowledge and level of
competency within the employees of an organisation. Therefore training and development of
skills that helps an individual to transform positively and be efficient and effective in their work.
There are different theories that are used in order to develop human capital such as human capital
development theory, motivational theory etc. that could benefit people as well as organisations.
Organisational behaviour theory:
The aim of this theory is related to the study and analysis of behaviour and attitude of
people working within an organisation. There are various superiors and subordinates who
perform there within an organisation with variety and differences in their behaviour with one
another. The nation must be connected with the study of individual attitude within an
organisation and will help the subordinates interact with each other as well as with their
superiors. For Fulcrum Digital this theory of organisational behaviour could help them to
understand the behaviour of their superiors and subordinates as well as and hence their behaviour
is in order to create better workplace culture.
Theories and concepts that helps in developing and growing strategies of human resource
practises within an organisation
Human resource management has a great influence on the activities of human resources in
the business that may theoretically or practically be witnessed in their working. There is a large
difference between the theoretical knowledge and practical application of human resource
management techniques to be applied in the dynamic environment of business. There are various
human resource models as well as theories that are used by an organisation in order to optimise
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the functioning of human resources to achieve efficient working of people. When it comes to
understanding the connection between strategies of organisation and human resource there had
been a greater chance for employees and organisation to grow side by side. The human resource
management helps the superiors and subordinates to liaison their efforts towards the growth of
organisation and strategic benefits to the company (Walden, 2021).
Leadership Development
Leadership can be defined as the practicable skill, ability or talent of an organisation,
group or an individual to lead others by influencing, monitoring, supervising and creating efforts
along their work. Leadership in broader concept is a learning and research area where qualities
and skills are developed and researched by an individual, group or an organisation to interact
better with the others and get a work done. Leadership means various things to different people,
but a leader is who; creates inspiring vision for people, motivates and inspires them, manages
and delivers insight, and build a team.
Since many centuries, various studies and methods helped researchers, observers,
philosophers and experts to developed many leadership practices. Due to rise of various
leadership theories and practices various people in their workplace are able to cultivate and
demonstrate traits and behaviours of a good leader. Leadership theories are developed by
analysing and researching common qualities or behaviours or action patterns of excellent leaders.
It is said that managers need to know some of the major leadership principles and theories to
keep-up with their performance on job which are as follows:
Theories of Leadership
Transformational
Theory of Leadership
It is also termed as the Relationship Theory of Leadership. This theory
puts an concrete emphasis on kind of relationships that is between the
followers and leaders. This theory says that, an leader possesses many
skills and qualities that keeps them above others. Certain skills that it
explains are simulation or directive skills, coaching skills, guidance,
communication skills, inspirational or motivation skills, and
charismatic personality that help teammates to be better at their tasks
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and increase efforts in their working.
Transactional Theory
of Leadership
This theory is also known as exchange leadership or management
theories that circulate around the basic roles with the management. It
involves organisation, direction, supervision, coordination and
maintaining efficiency of work by use of rewards and punishments.
This theory is mainly focused on the different workplace actions or
activities that are performed by supervisors and management. It is
based on the principle like that of horses operated by charioteer where
there is only the flow of commands by the leader and accordingly
punishments and rewards are given.
Transformational
Theory of Leadership
It is also termed as the Relationship Theory of Leadership. This theory
puts a concrete emphasis on kind of relationships that is between the
followers and leaders. This theory says that, an leader possesses many
skills and qualities that keeps them above others. Certain skills that it
explains are simulation or directive skills, coaching skills, guidance,
communication skills, inspirational or motivation skills, and
charismatic personality that help teammates to be better at their tasks
and increase efforts in their working.
Situational Theories
of Leadership
This theory of leadership stresses on the adaptability of leaders with
variations in the situation that makes them better than others.
According to Paul Hersey, the situational theory is depended on two
factors that is leadership style which is matured by the level of Leaders.
This theory does not aim at a leader but it aims at the fact that how a
person acts in a particular situation with limited amount of skills and
resources. This defines Flexibility in the operations according to the
different situations.
Qualities of a Leader That Should be Entrenched Within the Organisation
It is a general acceptability that, it will take a lot of efforts for organisations such as
Fulcrum Digital to become an optimum leader. There are few qualities that a good leader should
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opt, possess and develop to become better and great leader. Some of the essential ingredients of a
good leader are mentioned below:
 Having Effective Managerial Ability: Individuals who are good at their work are
established as the leaders. This may be helpful but without leadership skills it may not be
good in a long run. It is exceptionally important for a leader to be good at managing
people and things (Yu and Takahashi, 2021). Charismatic Personality: Possessing certain sort of charismatic qualities which are
associated to good leading skills should be developed by Fulcrum Digital through timely
efforts. This is required because people like to work with people with charm in their
manners and builds strong connections. Being Decisive: To be a good leader Fulcrum Digital possessed abilities to handle
situation by making accurate and urgent decisions that helps them to overcome casualties.
The leaders have to make big decisions during certain scenario such as COVID. Empowering and Motivating: A good leader should have faith in them as well as the
followers in their teams. It is important for the leaders to be motivated as well as motivate
and empower their followers during tough situations. Empowerment and motivation can
be done by rewarding, showing faith, etc. in the employees work.
 Continuous Improvement: True leaders praise the fact that no one is perfect and
improvement is always required. They will always be willing to help others to improve
and find new ways to develop new skills for self enhancement. The managers at Fulcrum
Digital should try to grow as a leader in whole, look towards the overall growth of
people, organisation and community.
These leadership abilities should be developed by the managers at Fulcrum Digital in order to
be effective and efficient in their Human Resource Management practices. The management
should focus on what had to be done by an organisation in order to mage the employees or
workforce at the company.
CONCLUSION
In the following report there had been an analysis of various human resource practices and
issues faced by various management units to enable them manage the workforce effectively. The
report had been a detailed evaluation of various tasks that are performed by human resource
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managers in order to make their management more optimistic. The report had been evaluating
various human resource tasks in order to enhance their management of the people and activities
of the organisation. Moreover the report had identified practices of HRM, such as change
management, learning and development and leadership management to produce effective
management strategies. The report has also been explaining about how the strategies of the HRM
would develop the employee’s morale and raise their sense of belongingness to the organisation.
The report had also presented various theories, models and practices, such as Kotter’s Change
managements, Lewin’s three stage model and theories of leadership that could be adopted by
human resource managers to enhance their abilities to manage their employees in most effective
and efficient manner. At the end of the report there had been a critical appraisal of the various
models, principles and concept of current HRM and IHRM theories that had been elaborated.
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REFERENCES
Books and Journals
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Jones, T. M., Harrison, J. S. and Felps, W., 2018. How applying instrumental stakeholder theory
can provide sustainable competitive advantage. Academy of Management Review,
43(3). pp.371-391.
Lawler, E. E. and Boudreau, J. W., 2020. The Role of HR. In Global Trends in Human Resource
Management (pp. 16-22). Stanford University Press.
Novoa, A., and et. al., 2018. A framework for engaging stakeholders on the management of alien
species. Journal of environmental management, 205. pp. 286-297.
Rangel-Buitrago, N., Williams, A. T. and Anfuso, G., 2018. Hard protection structures as a
principal coastal erosion management strategy along the Caribbean coast of Colombia.
A chronicle of pitfalls. Ocean & Coastal Management,156. pp.58-75.
Stephens, K. and Baskerville, R. L., 2020. The impact of implicit bias on business-to-business
marketing. Journal of Business & Industrial Marketing.
Teece, D. J., 2018. Dynamic capabilities as (workable) management systems theory. Journal of
Management & Organization, 24(3). pp.359-368.
Triguero-Sánchez, R., Peña-Vinces, J. and Guillen, J., 2018. How to improve firm performance
through employee diversity and organisational culture. Revista Brasileira de Gestão de
Negócios, 20. pp.378-400.
Verčič, A. T., 2021. The impact of employee engagement, organisational support and employer
branding on internal communication satisfaction. Public Relations Review, 47(1).
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Walden, J. A., 2021. Enhancing Employee Well-Being Through Internal Communication.
In Current Trends and Issues in Internal Communication (pp. 149-163). Palgrave
Macmillan, Cham.
Yu, H. and Takahashi, Y., 2021. Knowledge-sharing mechanisms: human resource practices and
trust. Journal of Organizational Effectiveness: People and Performance.
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