Strategic Human Resource Management Project: Ingogo Company Analysis

This project offers a comprehensive analysis of strategic human resource management (SHRM) within Ingogo Company, an Australian online taxi booking and payment service. The assignment begins with an overview of the concept map illustrating the misalignment between human resource strategy and organizational strategy, from both senior management and human resource manager perspectives, highlighting factors such as organizational culture, employee job satisfaction, and reward systems. Task 2 delves into SHRM principles, defining it as a process of attracting, developing, motivating, and retaining talent to meet both organizational and individual goals. It identifies two key SHRM problems faced by Ingogo: the need for a learning organization and the importance of employee engagement, particularly considering the company's reliance on drivers. The project then evaluates these areas, referencing literature on learning organizations (Peter Senge's model) and employee engagement strategies. Finally, it provides recommendations for improving these aspects, including suggestions for fostering continuous learning and enhancing employee well-being. Task 3 presents discussion forum posts addressing various SHRM topics. Task 4 provides an introduction, differences between SHRM and vanilla HRM, and selected topic areas like change in approach. The project concludes with a thorough discussion of the challenges and provides recommendations for the future.

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic Human Resource Management
Name of the Student
Name of the University
Author Note

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Table of Contents
Task 1:........................................................................................................................................4
Transcript...................................................................................................................................4
Slide 1.........................................................................................................................................4
Slide 2.........................................................................................................................................4
Slide 3.........................................................................................................................................5
Slide 4.........................................................................................................................................5
Slide 5.........................................................................................................................................6
Task 2:........................................................................................................................................7
Introduction................................................................................................................................7
Company overview:...................................................................................................................7
Identification of the problems being faced by the organization:................................................8
Evaluation of the selected areas with reference to literature:..................................................10
Recommendations for solving the identified problems:..........................................................12
Conclusion................................................................................................................................12
Task 3:......................................................................................................................................14
Discussion Forum Post 1:.........................................................................................................14
Discussion Forum Post 2:.........................................................................................................15
Discussion Forum Post 3:.........................................................................................................16
Task 4:......................................................................................................................................18
Introduction:.............................................................................................................................18
Strategic Human Resource Management:................................................................................19

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Differences between the SHRM and Vanilla HRM:................................................................20
Selected Topic Areas:..............................................................................................................21
Change in approach:.................................................................................................................23
Conclusion:..............................................................................................................................24
References:...............................................................................................................................26
Bibliography:............................................................................................................................29

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Task 1:
Transcript
Slide 1
A concept map can be seen in slide 1 that shows the main reasons for misalignment between
the human resource strategy and the organizational strategy for achieving the organizational
goals and objectives. Hence, from the concept map it can also be understood that the factors
contributing to the misalignment can be understood from two main perspectives- the senior
manager’s perspective and also the human resource managers’ perspective. Some of the
major factors according to the senior manager’s perspectives includes- Poor organizational
culture, lack of openness to the organizational changes, lack of creativity for managing the
external environment. Further it also includes the lack of interest on part of the HR and also
the lack of response from the HR. On the other hand, some factors according to the
perspective of HR includes- job satisfaction, difference in skills and experience of the staffs,
inappropriate reward and recognition within organization, lower level of involvement and
apathy of the senior management for investment on infrastructure.
Slide 2
Some of the major factors contributing to the misalignment between the human resource
management strategy and the organizational objectives and goals from the perspective of a
human resource manager includes- level of job dissatisfaction on part of the staffs.
The level of job dissatisfaction of the staffs within the business affects the misalignment
because the HRM strategies that are incompetent in providing a scientific work structure to
the staffs, leads to job dissatisfaction of the staffs, which further makes it difficult for the
organization to achieve its objectives.

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Slide 3
Some of the other factors contributing to the misalignment between the human resource
strategy and the organizational objectives includes- difference in the skills and expertise of
the staffs, inappropriate reward and recognition within the organization, lower level of
involvement and apathy of the senior management to investment in infrastructure.
It becomes difficult to align the human resource strategy with the organizational objectives in
case staffs have different levels of skills and expertise because this shows the incompetency
of the Human resource to provide proper training and development for meeting the
developmental needs of the staffs which further affects their ability to achieve the
organizational objectives. Inappropriate reward strategies show the lack of interest of the top
management in providing financial resources. As a result the human resource strategies
become incompetent in motivating the staffs. Organizational performance can be achieved
more effectively and professionally with the help of engaged staffs within an organization.
On the contrary, lower levels of employee engagement causes lack of motivation in staffs
which further makes it difficult for them to achieve the organizational objectives. Apathy of
senior management in investment into infrastructure also leads to misalignment between the
organizational objectives and human resource strategy because if the top management does
not provide proper amount of financial resources for infrastructural activities then the
developmental needs of the staffs cannot be met and as a result a sense of dissatisfaction will
be created in them.
Slide 4
Some of the major factors contributing to misalignment between the organizational objectives
and the human resource strategy according to the senior management perspectives include-
poor organizational culture, lack of openness to organizational changes and lack of creativity

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for managing the external environment. Poor organizational culture leads to unequal
distribution of power within the organization and blame game between the staffs within the
organization results to lack of motivation on part of the staffs and as a result makes it difficult
for organization to achieve its objectives. Moreover incompetent HR strategies are the main
reason behind the poor organizational culture and lack of openness of staffs towards the
organizational changes taking place.
Slide 5
Some of the other factors leading to misalignment between the organizational objectives and
human resource strategy includes- lack of interest of HR manager and lack of responsiveness
in part of HR manager.

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Task 2:
Introduction
Strategic human resource management discusses about the process of attracting
talented candidates, developing them within the organization, motivating them through
rewards and retaining them within the organization in such a way that not only the
organizational objectives are met but the individual objectives of the staffs are also met
(Bailey et al., 2018). Therefore the SHRM or strategic human resource management supports
the goals of the organizational goals as well as the individual goals of the staffs. Moreover
the strategic human resource management aims at managing people globally in the long run
rather than simply focusing on the internal human resource related issues (Boon et al., 2018).
Therefore it includes developing the skills of the staffs by focusing on global human resource
issues and not just the internal issues.
Strategic human resource management can help organizations in gaining a
competitive advantage, providing flexibility and innovation by improving the performance of
the organization and developing a suitable organizational culture (Delery & Roumpi, 2017).
The company designated for this study is- Ingogo Company. The company is engaged in
online booking and payment services of taxi. The core objective of the paper is to identify
two main strategic human resource management problems and provide recommendations to
the same. The paper will therefore discuss about the two main strategic human resource
management problems identified in the selected company, discuss about the concepts related
to the same and make recommendation for the purpose of overcoming the identified issues.

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Company overview:
The focus company Ingogo is a company based in Australia and it specialises in
online booking and payments for taxi services. The fares are processed by the cab drivers
with the assistance of customised mobile application in their smartphones itself. The
company basically operates in the area of Brisbane, Adelaide, Melbourne, Sydney and Perth.
The company is a privately owned company with Hamish Petrie as its CEO and founder. The
company belongs to the industry of technology and taxi logistics and bookings. The company
has 120 staffs approximately (Ltd, 2020). And I am presently working in the company as a
Human resource manager. Therefore the company is my present employer and I have been
working in the company since a year as a human resource manager. The business was
established with the aim of making travelling easier, track-able and faster. It was the first
online taxi service of Australia that offered fixed rates to its customers inclusive of all
charges and tolls and moreover the drivers take fastest possible route.
Identification of the problems being faced by the organization:
Ingogo Company is a start-up company of Australia that was started in the year 2011
and ever since then the company has been trying to improve its services continuously. The
taxi services offered by Ingogo Company are safe and secured because the drivers needs a
valid license and once a candidate is selected they are required to go through the training
program moreover the drivers are tracked using their GPS technology. The company is also
able to get funds from the public through crowd funding activities that can help the company
in ensuring regular payment to its staffs or the drivers (Ltd, 2020). However since the
company is a start-up company therefore it does not have sufficient funds for regular training
and development of its staffs to encounter the changing needs of its passengers and the
external environment. Moreover the company is also facing competition in the market and in
order to gain a competitive advantage over its market competitors it is necessary for the

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company to encounter the development requirements of its staffs. In other words, to improve
its performance and to gain a competitive advantage over the competitors, Ingogo Company
is required to create a learning organization. A developing business is one which undergoes
continuous learning and transformation for meeting the needs of the external; environment.
And for this purpose it is necessary for the company to give more emphasis of the training
and development of its staffs.
Moreover the company tries to keep its staffs engaged by offering them fair salaries as
the fares for travelling with Ingogo is predetermined and therefore there will not be any
conflicts or arguments between the customers and the drivers (Saks & Gruman, 2017).
Moreover the drivers can plan for their next two day trips because Ingogo offers its customers
the advantage of pre-booking the taxi services for a period of 48 hours. Moreover the drivers
can get added as a favourite for the passengers through the smartphone application of the
company. The drivers can enjoy fast payments on 4G networks that is the drivers can take
advantage of fast cellular speeds. They can take advantage of the built in navigation features
such that the drivers can help their passengers in reaching their destination at the fastest
possible time and therefore helps in saving the customers of much stress. Moreover guidance
is provided to the customers through this feature throughout the trip.
Moreover the drivers are informed of any changes in arrival of the flights in their
applications such that their time does not get wasted. Without the notification, the drivers
would have waited for hours because of being unaware of any changes in the time of arrival
of flights. As a result, it is understood that the company undertakes a number of employee
engagement activities (Nazir & Islam, 2017). However it is also necessary to remember that
the entire taxi services is dependent upon the drivers or the staffs of the company. Therefore
it is necessary to look after their health conditions and to ensure that the same is maintained
properly in order to avoid any types of service errors. Moreover it is also understood that the

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company does not give much emphasis to the workplace health and safety of its staffs or the
drivers. The company can ensure safer rides for its passengers by looking after the health
conditions of its staffs and by undertaking different initiatives for improving the same. When
the staffs feel safe they will perform better. A major problem faced by the staffs is the poor
work life balance because they do not get appropriate amount rest which decreases their
service quality and has the potential of placing them in front of devastating accidents.
Evaluation of the selected areas with reference to literature:
Therefore from the first step it has been understood that the two selected parts of
strategic human resource management includes- learning organization and staffs engagement
of retention of talented candidates (Rees & Smith, 2017). A learning organization includes an
organization that facilitates continuous learning and transformation. For understanding the
concept of learning organization, the model introduced by Peter Senge needs to be
understood. According to Peter Senge, a learning organization is based upon five main
disciplines that is systems thinking, shared vision, team learning, mental models and personal
mastery (Senge, 1995). The principle of shared vision includes- sharing of the vision with all
the staffs of the organization such that they can understand where the organization is going. It
is only when the vision is shared that the staffs feel motivated to take part in the improvement
process for the purpose of helping the organization reach its vision.
Mental models refers to the generalizations and presumptions of people and the way it
influences the actions of the individuals (Holba et al., 2019). It is necessary to change the
mental models of the individuals such that they can become open towards others and for the
purpose of sharing and receiving information. Then comes the personal mastery which
includes the ability of individuals to continuously learn and achieve results. Tem learning is
based on the belief that teams learn better and understand more when they learn together and

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in fact better results can be achieved and team learning also helps individuals in shifting their
mental models. The last principle or the fifth discipline according to Peter Senge includes-
systems thinking (Chia, 2019). Systems thinking includes- looking at things as a whole rather
than smaller parts. As per the comments of peter Senge, a learning organization is one which
is able to see and manage the organization as a whole (Walker, 2017).
On the other hand, employee engagement refers to the sense of commitment and
belongingness that the staffs feel towards their business (Anthony‐McMann et al., 2017). An
engaged employee is one who feels enthusiastic to work for their organization and takes pride
in the same and they can therefore help in improving the overall productivity of the
organization (Eldor & Vigoda-Gadot, 2017). A disengaged employee on the opposite case
includes an employee who barely takes any initiative at work and does not get the motivation
to work properly within an organization. There are dissimilar aspects that affects the
employee engagement within an organization (Reese, 2020). These includes- staffs
empowerment, career growth and development opportunity within an organization, family
engagement activities, staffs understanding of their job roles, open communication within the
organization and the creation of a supportive business environment or climate within the
organization (Ruck, Welch & Menara, 2017). Employee’s empowerment refers to giving
certain amount of freedom to staffs such that they can take some major decision related to
their work by themselves. Organizations should provide opportunity for career growth and
development to the staffs within the organization such that they do not have to look for
opportunities outside the organization (Cooper-Thomas, Xu & Saks, 2018). If the staffs
recognize precisely what is anticipated from them and how their effort will contribute to the
general accomplishment of the organizational purposes then they will value their work and
perform their duties more responsibly.

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Recommendations for solving the identified problems:
The major problems faced by the Ingogo company is that of lack of proper training
and development opportunities for its staffs due to absence of sufficient funds and lack of
proper employment engagement activities that can help in retaining the talented staffs of the
organization. Therefore, to tackle its challenges, it is essential for Ingogo Company to
improving its training and development activities and also to carry out continually learning
such that the staffs can keep transforming themselves for meeting the requirements of the
external environment. A learning organization as has been understood from Peter Senge’s
framework is one which facilitates continues learning on part of its staffs through following
the five main disciplines, personal mastery, team learning, shared vision, mental models and
systems thinking. Therefore the personal mastery of the staffs can be ensured through regular
training and development of the staffs.
Moreover the staffs will be able to learn faster and better through team learning.
Along with that, the staffs’ engagement activities can be improved through investment into
infrastructural development of the vehicles of the company. The incorporation of services
such as air bags or modern equipment’s that provides safety to the drivers’ heath during their
trips will provide immense support to them in maintaining their safety. And for the purpose
of overcoming the problem of work life imbalance, it is expected that the company will come
up with a provision where the drivers will get a scope of 8 hours rest period (Mone, London
& Mone, 2018). Regular health check-ups needs to initiated from the part of the company for
ensuring proper hand eye coordination.
Conclusion
Therefore from the above discussion, it can be settled that strategic human resource
management plays a very vibrant part in the modern businesses because it helps in attracting

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and retaining talented candidates within the organization thereby providing a competitive
edge to the businesses. Moreover strategic human resource management is also significant as
it helps in enhancing the organizational structure, the staffs’ value propositions and it also
helps in developing an effective organizational culture. From the paper, two main issues have
been identified in the selected organization that is Ingogo Company. The two main strategic
human resource management issues are that it is not a learning organization and it lacks
employee’s engagement initiatives that can help in talent retention. A learning organization is
one that is engaged in continually learning and transforming itself. Employee engagement on
the other case refers to the level of engagement and the sense of commitment of an employee
within an organization. Further from the paper, the ways in which the identified problems can
be overcome has also been understood such as an organization can become a learning one by
having a culture of open communication and employee engagement can be improved through
empowering the staffs to take decisions and others.

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Task 3:
Discussion Forum Post 1:
Strategic Human Resource Management and Team Performance:
The substantial importance shown by the modern business entities for the team performances
is clearly visible. With a close look at the business orientations of majority of the
multinational business organisations, we are able to understand implications of the team
performance. The impact of the globalisation in decreasing the market monopoly and in
increasing the business competition in majority of the business industries, is pretty much
visible. With increasing number of business entries, the established organisations are
observed to find considerably limited scope of achieving their desired growth. In such
situation, the success of the companies is particularly dependent on the team performance of
the companies. The portrayal of excellent team performance from the part of the staffs of the
companies is recognised as significant for the companies in improving their quality of service
and the production. As a result, the importance of the team performance is pretty visible.
Having said that, we have the understanding capacity for assessing the influence of the
diversity on the team performance of the businesses. As the companies are inclined towards
sourcing skilled professionals for the management of the business, the formation of a diverse
workforce becomes inevitable. With the formation of a diverse workforce that has the
potential of delivering optimum quality in the service, the management of the diversity from
the part of the higher authority of the companies is much required for maintaining high team
performance. However still the question for us is “does the inaccurate management of
workplace diversity affect the team performance in a negative manner?”

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Discussion Forum Post 2:
Recruitment, the technique for the development of a talented workforce:
The significance of the recruitment and selection procedures among the modern business
entities is observed to be sky high. Majority the modern business organisations consider that
the appropriate execution of the recruitment and selection activities holds the degree of
success for them in developing a talented workforce. The recruitment tactics in the modern
generation have suddenly changed in a substantial manner and that is pretty visible with the
strong emphasis of the companies on the social media and online platforms. As the modern
generation are substantially present in the social media and online platforms, the ability of the
companies in conducting their search process in online platforms, holds greater share of
success in recruiting talented staffs. Having said that the prominence of three different
techniques of recruitment such as face to face interview, Skype interview and the work
history evaluation is observable. On the other hand, the application of the psychometric test,
leadership test, personality test, aptitude test and general knowledge evaluation are
recognised as the fundamentals for evaluating an individual prior to selection of the particular
individual in a company. As the objective optimal workforce planning can be achieved
through developing skilful workforce, the importance of the recruitment and selection
procedures will continue to rise. However the question still seems to be whether the
development of offer talented workforce can be conducted with appropriate execution of
selection and recruitment processes?

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Discussion Forum Post 3:
Strategic human resource management and human resource professionals:
The importance of the human resource professionals for strategically managing the human
resources of a company, is significantly high. An important part of the strategic human
resource management is the formulation of the pay structure and the work time
characteristics. The human resource managers are required to formulate an industry standard
compensation characteristics for their staffs which has the capability of providing them the
social security. Along with that we can understand the necessity of work life balance for
delivering continuously improved performances. Hence, the human resource managers are in
need to formulate work time characteristics which has the capability to provide the desired
work life balance to the staffs of the companies. It is visible for us that the cultural diversity
can be a point of concern for the business managers in extracting top quality team
performances. In such situation the human resource managers have the necessity to intervene
with appropriate cross cultural intelligence training and intrusion practices for the staffs so
that they can tackle the cultural differences in an effective manner. Apart from that the
strategic human resource management advocates for the appropriate organization of the
training and development needs of the staffs. The human resource professionals have the
responsibility of identifying the issues that are reducing the capability of the staffs in
performing as per the desired quality and there the responsible group for the formulation of
the personalized training stations for their staffs so that the proficiency of the staffs get
enhanced.
However the question for the section will be “whether the human resource professionals get
sufficient amount of freedom for initiating strategic human resource management

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activities for aligning the skills of the Staffs with the business objectives and Mission of the
companies?”

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Task 4:
Introduction:
The implications of the human resource management is observed to be notably high in
the modern world of business. The companies are observed to be inclined towards the
managing their business operations in a scientific manner. The senior management of
majority of the business organizations are seen to have the objective of reducing the costing
associated with their business operations (Noe et al., 2015). The ultimate goal for them is to
ensure that they are accomplishing higher revenue with the intake of the slightest resources.
In such condition, the significance of the efficient management of the human resources at the
organizational context, is detected to be related with considerable rise. According the
comments of Armstrong and Taylor (2020), the role of the human resources in is significant
in enhancing the financial stability of the companies.
The portrayal of the skills and expertise from the staffs, certainly adds value to the
success of the organizations in enhancing their quality of services and in the development of
the new best seller products which can play a vital role in triggering the repetitive purchase
intent of the customers and in attracting new customers. Hence, it is comprehensible that the
part of the human resource managers is substantially crucial for the modern business
organizations. The study provides a reflection of my understanding of the concepts of the
Strategic Human Resource Management. The study portrays the significance of the Strategic
Human Resource Management. The study also reflects my knowledge on two different
Strategic Human Resource Management areas which are the Performance Management and
Change Management and Human Resource Management. With a precise understanding of the
knowledge gathered from the two Strategic Human Resource Management areas, the study

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also mentions the changes that I will conduct in my Strategic Human Resource Management
practices.
Strategic Human Resource Management:
With a close look at the concept, I primarily understood that the definition of the
strategic human resource management indicates it to be a method to the utilization of the
human resources for tackling the challenges associated with their business. Along with that,
the strategic human resource management is regarded as an approach which aligns or
restructures the human resources of a company in a suitable manner for contributing to the
successful accomplishment of the long term motive of the company as well (Hollenbeck &
Jamieson, 2015). However, my preliminary idea of the strategic human resource management
has changed over the time and at the end part of the course, I was able to understand different
principles of the strategic human resource management. I understood that the primary
objective of the strategic human resource management is to enhance the quality of the
business performances and to improve the culture of the organization for inspiring
innovation.
In addition to this, the strategic human resource management is viewed as a series of
steps which are comparatively more professional than the traditional human resource
management and has the potential to help the organizations in achieving substantial
competitive advantage over the competitor organizations (Bailey et al., 2018). The change in
my understanding of the definition is achieved through exploring the concepts of the
Strategic Human Resource Management such as the Change Management and Human
Resource Management, Knowledge Management, Performance Management, Retention of
the talented staffs through the employee engagement activities, strategic recruitment and
selection, Strategic Human Resource Management and sustainable Human Resource

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Management along with the theoretical and practical knowledge of the Strategic Human
Resource Management.
Differences between the SHRM and Vanilla HRM:
With a close consideration towards the concept of the Strategic Human Resource
Management, it is understandable that the approach puts strong emphasis on the creation of
the high performance working atmosphere. I understood that the strategic human resource
management is primarily focused on empowering the staffs. The Strategic Human Resource
Management influences the managers in ensuring that they provide sufficient scope to their
staffs for meeting their developmental needs. Along with that, the senior management of the
companies that are capable of applying the strategic human resource management, are
observed to be substantially inclined towards investing appropriate amount of financial
resources for the development of the modern training infrastructure (Delery & Roumpi,
2017). This ensures their success in contributing to the continuous professional development
of their staffs. On the other hand, I felt that the traditional human resource management is
considerably limited when it comes to contribute to the management of the developmental
needs of the staffs due to the low emphasis of the same on the training of the staffs.
Apart from this, the strategic human resource management is seen to be tremendously
focused towards the appropriate application of the recruitment and selection procedures as
that has the potential to help the companies in creating a workforce, capable of delivering
quality performances (Aryanto, Fontana & Afiff, 2015). Along with that, the strategic human
resource management has the potential to influence the organizations in implementing the
concept of the self- managed teams for the formulation of their workforce. As the self-
managed teams have the potential to take the accountability of their work and operate in an
independent manner, their success rate towards achieving high performances is considerably

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higher than the traditional teams and members of the teams. Along with that, the freedom of
the staffs who are operating in a self- managed teams, play an immense role in enhancing
their involvement with the organizations which contributes to the improvement of the overall
performances of the companies (Yazid, 2015). The traditional approach of the human
resource management, is tremendously limited in acknowledging the concepts of the self-
managed teams or in pushing stronger weight on the appropriate execution of the recruitment
and selection practices. The utilization of the Strategic Human Resource Management is
widely preferred in comparison with the traditional human resource management.
Selected Topic Areas:
The selected topic areas are the Change Management, Human Resource Management
and the Performance Management. I understood that the significance of both the mentioned
topic areas are substantial in the perspective of the strategic human resource management.
The modern business environment is observed to change in a significant manner in recent
times and that is one of the main concern for the business leaders in maintaining the
sustainability of their business actions. With frequent changes in the dynamics of the business
environment along with the preferences of the customers, I realized that the achievement of
the business leaders in maintaining the sustainability of their business actions is principally
reliant on their ability in managing the organizational changes. Considering the perspective of
the strategic human resource management, I understood that the business leaders are in need
to communicate the vision of the change to their staffs for efficient management of the
change and at the same time, it becomes important from the part of the leaders to develop
mutually accepted vision of change where the staffs will also actively participate.
Along with that, I realised that it becomes important for the managers to ensure that
the staffs have clear idea of the objectives of the change. Other than this the concept of

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strategic Human Resource Management provides a clear understanding of the necessity
associated with the intervention of managers for the management of the change (Pick et al.,
2015). During the management of the change, the success of the organisations is primarily
reliant on the efficient identification of the factors that affect the performance of the staffs in
a negative manner. With an efficient understanding of the features that are detrimentally
influencing the performance of the staffs, the business leaders are required to come up with
diversified training so that the staffs have the scope of enhancing their skills for the
professional management of the organisational change (Johnson & Szamosi, 2018). Apart
from that, I realise that the formation of the short term goals in accomplishing a substantial
organisational change is pretty significant. As a result, I consider that the business leaders
must develop short term goals and celebrate the achievement of the same from the part of the
staffs.
In addition to this, the business leaders are in need to recognise the good work of their
staffs in managing the organisational change with the help of attractive rewards. I figured out
that the introduction of the rewards for recognising the good efforts of their staffs, play a
massive role in motivating the staffs in managing the change at the organisational context.
Having said that, the learning of the human resource management in the context of change
management provided me a clear idea regarding the importance of openness towards learning
and flexibility among the staffs. The higher level of acceptance among the staffs for the new
technologies and innovation contributes towards the better management of the organisational
change. Majority of the modern organisations which have successfully implemented
organisational changes over the years such as Nokia or Coca-Cola are observed to follow the
above-mentioned approach.
Apart from that, an important part of the strategic Human Resource Management is
observed to be the performance management. I understood that the performance management

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is an approach where the performance of the staffs are evaluated. More specifically the
performance management is regarded as a technique for assessing the performance of the
staffs and it helps the managers in monitoring the performance of the staffs. I realised that the
performance management has the objective of creating an environment where the people can
perform to the best of their capabilities and deliver high quality work in an efficient and
effective manner. The performance management programs play a crucial role in helping the
staffs in obtaining information regarding the expectation of their managers from them and the
goals that are formulated for them to achieve. I figured out that there are several aspects of
the performance management. The alignment of the operational activities of the Staffs with
the objectives, goals and mission of the company, the development of specific job
performance results, the creation of measurable performance-based expectations, the
definition of the job development plans, delivery of the training to the staffs as per their
developmental needs and meeting them for the regular feedback on their progress are
important features of an efficient performance management program (Buckingham &
Goodall, 2015).
Other than this, the cycle of performance management program cannot get completed
without the mention of rewards. I felt that the introduction of an attractive rewarding plan
which includes intrinsic and extrinsic rewards can play major role in motivating the staffs for
enhancing their individual performances in the aspect of quality and quantity. As a result, I
am able to understand the significance of performance management. Having said that I
consider that the efficient elimination of any sort of rater bias in the performance
management of the staffs, will be crucial in ensuring that the effectiveness of the process
remains intact.

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Change in approach:
With a precise consideration towards the above mentioned information, I feel that the
strategic human resource management practices that I used to follow, require a certain level
of change. I think that the development of a change vision through mutual consultation with
the staffs or more specifically the change agents, adds value to the process of change
management. The formation of the change vision with active participation of the staffs
ensures that the staffs feel involved in the process of change management. I also feel that the
higher level of involvement of the change agents is much required for the management of the
change in a professional manner and in such situation the mutual development of the changed
vision will certainly be a valuable prospect. As a result, I would like to change the practice
that I follow for the formation of change vision where I will consider the opinion of the
change agents in a more professional manner.
Apart from this, I feel that the practice that I follow for the strategic human resource
management is considered to be limited when it comes to recognise the efforts of the staffs. I
would like to ensure that I formulate a rewarding plan that has the capability of meeting the
esteem needs of the staffs so that they feel more motivated for the management of the change
in an effective manner. In addition to this, I think that my practice of Strategic Human
Resource Management is partially limited in evaluating the performance of the staffs as it has
the tendency of getting affected with rater bias. As a result, I would like to change the
performance evaluation techniques that follow for eliminating the scope of rater bias.
Conclusion:
On an ending note, the implication of the strategic Human Resource Management is
prominent in the modern world of business. From the above analysis, it is visible the strategic
human Resource Management has greater significance among the modern business managers

24STRATEGIC HUMAN RESOURCE MANAGEMENT
in comparison with the traditional human resource management techniques. The application
of the Strategic Human Resource Management is much required for creating high-
performance working environment both in the sense of quantity and quality.

25STRATEGIC HUMAN RESOURCE MANAGEMENT
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