University HR Planning Analysis Report: MGMT 6046 Strategic Planning

This assignment provides an analysis of strategic human resources planning, focusing on three key areas: downsizing and restructuring, mergers and acquisitions, and outsourcing. The analysis explores the advantages and limitations of each strategy, emphasizing the importance of cost-effectiveness and its impact on organizational culture. The report highlights how downsizing can improve productivity and reduce costs, while also addressing potential issues such as overlapping duties and employee fear. Mergers and acquisitions are examined as strategies for market growth, with consideration given to the influence of the acquired company's culture. Outsourcing is presented as a means of reducing costs and focusing on HR aspects such as planning and employee retention. The assignment underscores the significance of these strategies in achieving competitive advantage within the market, supported by relevant research and literature.

Running Head: STRATEGIC HUMAN RESOURCES PLANNING
STRATEGIC HUMAN RESOURCES PLANNING
Name of the Student:
Name of University:
Author Note:

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There are several similarities within the concepts discussed in the brief report. The first
common factor is the cost effectiveness. According to the research of Qazi, Quigley and Dickson
(2018) cost effectiveness is pertinent factor for the organisational profitability as the business
companies are trying to reduce production or operational costs so that it can incur more profit
from the market. In case of the downsizing and restructuring practice by reducing the number of
employee an organisation can ensure it cost of production. In the merger and acquisition practice
also the report supports the face that reducing costs by seeking renegotiations with the supplier
and partners can reduce costs. On the other hand, outsourcing also emphasises on the lower costs
in purchasing equipment and office pace.
In addition to this, similarities can also be identified in organisational culture. All the
three briefs tried to focus on the impact of the measures on the organisational culture. Gao
(2017) advocated that organisational culture in modern business play a significant role in terms
of enhancing the productivity and sustainability for the company in competitive market. In case
of downsizing and restructuring, confusion in task allocation and the team lead is a very obvious
problem as the employees enjoy overlapping duties and responsibilities. Moreover, in the merger
and acquisition practice also an impact on the organisational culture can be visible where the
influence of the acquired company can be imposed on the parent company. Furthermore,
outsourcing creates lack of in-house expertise of the outsourced consultant can lead to
miscommunication and lack of cooperation.
All those three concepts, downsizing, merger and acquisition and outsourcing are
implemented for achieving competitive advantage in the market. From the research of Jennings
et al. (2017) competitive advantage is driving factor for the future business orientation of an
organisation. Different organisations have used different techniques but the purpose is same, to

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gain advantage in the competitive market. For instance, downsizing of employees helps business
companies to reduce human capital expenses and enhance productivity because people will work
hard to avoid pilling up tasks. On the other hand, merger and acquisition will help business
organisations to set direct relationship with the suppliers and partners of the acquired company.
It can be an asset for the parent company. In fact, outsourcing also helps the business
organisations by focusing on different HR related aspects like HR planning, employee retention
strategies and strategic planning to accomplish the vision of the organisation for long term
benefits.

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Reference
Gao, Y. (2017). Business leaders’ personal values, organisational culture and market
orientation. Journal of Strategic Marketing, 25(1), 49-64.
Jennings, D. F., Narayanan, A., Nepal, B., & Clark, N. (2017). On value activities and
competitive advantage: an empirical study. International Journal of Business
Excellence, 11(3), 320-343.
Qazi, A., Quigley, J., & Dickson, A. (2018). Cost-Effectiveness and Manageability Based
Prioritisation of Supply Chain Risk Mitigation Strategies. In Supply Chain Risk
Management (pp. 23-42). Springer, Singapore.