Strategic Human Resources Management: Analysis and Evaluation

This report provides an overview of strategic human resource management (HRM) and its crucial role in aligning an organization's workforce with its strategic objectives. It discusses change management models, including Kotter's 8-Step Model and Lewin's 3-Stage Model, and how they are applied in organizational settings. The report also examines methods for monitoring and measuring HR outcomes, focusing on improving work efficiency and resource sustainability. Furthermore, it evaluates effective HR management practices for achieving sustainable objectives, such as the resource-based view. The conclusion emphasizes the importance of HRM in adapting to workforce development trends, promoting diversity, and enhancing organizational productivity. The document includes references to support its analysis and findings.

Strategic Human
Resources
Management

Content
 Introduction
 Change management models
 HR outcomes to a specific organisational situation
 Discussion and evaluation about effective HR management
 Conclusion
 References

The term strategic human-resource management refers to formulate the link
between organisational workforce and strategic objectives, tactics and
goals of an organisation. This work as the holistic concept which are used
by organisation for assemble and engage better workforce to accomplish
better growth and success in a competitive-market.
Introduction

Change management models
Change is one of the most crucial factors for an
organisation and this is adopted by
management for retain in market. With engage
of globalisation factors management
considered towards the completion of task
according to current trends.

Kotter’s 8 Step model
This is identified as one of the most popular factors and
it implements the business among across all over the
world. John P. Kotter established the model in 1995
and this revolve around eight different phases that is
used to implement the manager according to benefits
related with effectiveness of organisational policies.

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 Increase in urgency
 Building team
 Getting vision correct
 Communication
 Completion of work
 Short term-objectives
 Constant efforts
 To corporate change

Comparison of marketing mix of Burberry and
Prada
Lewin's 3 stage model: It is another change the board model that makes things
conceivable to comprehend for hierarchical chiefs about underlying changes.
It was created in 1950s by Kurt Lewin. In circumstance of Farmfoods
Limited, utilization of the model is done through the accompanying stages:
 Unfreeze stage
 Change express
 Refreeze stage

HR outcomes can be monitored and measured
and apply this to a specific organisational
situation
Various techniques and tools exists and they are used by the
organisational manager for measure and monitor results of human-
resources efforts related with a particular situation. Individuals who
are engaged within Farmfoods limited face challenges to improve
their work efficiency and also to meet with sustainable resources.
Human-resource department of respective organisation use the
mention tools to measure outcomes related with human-resource.

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HRM CHECKLIST
 Comprehensiveness
 Credibility
 Communication
 Cost effectiveness
 Creativity
 Coherence
 Competence
 Control
 Change
 Commitment

Discussion and evaluation about effective HR
management
Sustainable performance is explained as the harmonisation of all
financial, environmental, social and governmental aspect that is
related with society values. Also, the main focus of Farmfoods
manager is to deliver core business practices that is used for
maximise all values among organisation. Some effective HR
management methods to achieve sustainable objectives are mention
as follow:

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Resource based view:
The main concern of respective organisation is to complete all task or
project in a best possible manner. In simple terms, the main objective of
organisation is to match all actions and resources with company objectives.
To engage better view:
The rational to select and induce best fit view among the organisation is to
monitor and analyse all those practices which is adopted by human-
resource department.

Conclusion
From the basis of above report this is concluded that human-resource
management is considered as one of the most crucial aspect of an
organisation. Trends related with the development of workforce influence
the engaged employees for completion of all work according to the current
workforce requirements, workforce diversity areas and those methods that
improve productivity of organisation.