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Human Resources Development Strategies
Role of hr in globalization
The effect of Human Resources Outsourcing
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Recommended: Human Resources Development Strategies
STRATEGIES TO STRENGTHEN HR IN ORGANIZATION
For all organizations it is always important to perform its tasks and services in the most effective way. The HR unit in an organization will have to play an active role in this improvement process. There is a need to develop the robust management and responsiveness in relation to the needs of the organization (Womack et al, 2010). Today’s business is surrounded by hyper competitive environment. Global competition and global opportunity to business are more pervasive today than ever before in history. Companies are responding and reacting to the changes that have taken their business environment by storm (Govindarajan and Gupta, 2001). According to Carrig (1997), to attain the sustainable competitive advantages, traditional HR practices should be replaced by transformational HR practices such as management development, business partnership, strategic planning, organizational development and knowledge management (Karen and Rector, 2004, pp.97-100).
In early 1970’s, many companies were planning significant expansion. During this period, such companies were quick to realize that the key to success was adequate supply of appropriate skilled people. This led to emergence of Human Resource Planning (HRP) as a personnel tool. HRP is still used by many organizations, but it is less significant now. If the need for HRP no longer exists, then the absence of practical, usable tools is of little performance. Human Resource Planning is about ensuring that the correct number and mix of employees is available at the right place at the right time. The success of HRP is the survival of organization. Quantitative techniques can enhance problem solving abilities and hence improve decision-making effectiven...
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.... Gates S. (1996), Managing Expatriates Return [report number 1148-96-RR]. New York: The Conference Board.
3. Karen V. Beaman & Rector Duncun (2004): Out of Sight: An Inside Look at HR Outsourcing, pp.97-100.
4. McKinsey & Company (1998). The War for Talent. The McKinsey Quarterly 3, pp.44-57.
5. Pucik, V.(1997). Human Resources in the future: An obstacle or a champion of globalization? In D. Ulrich. M.R.Losey, and G. Lake (Eds), Tomorrow’s HR Management. New York: Wiley & Sons.
6. The Globalization of HR Practices: Sheila M. Rioux, Paul R. Bernthal, Richard S. Wellins.
7. Ulrich D. & Black S.,(1999, Oct 28), Wordley Wise. People Management, pp.42-46.
8. Vijay Govindarajan and Anil K. Gupta (2001, Jul 15), Building an Effective Global Business Team, pp.63-75.
9. Womack, James P. & Jones, Daniel T. (2010): Lean Thinking, Second edition. Simon & Schuster, pp.275-289.
In closing it is important to note that making HR a strategic partner, having the ability to attain a competitive advantage through HR, creating an effective performance management policy and having the ability to effectively measure HR’s impact will be a key driver to success
Mortimer, D. and Leece, P 2002, Search for a Theoretical Focus: Human Resource Management or Employment Relations: International Employment Relations Review, Vol. 8 (2), Australia
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Dessler, G. (2011). Managing Human Resources Today. A Framework for Human Resource Management (6 ed., p. 2). Upper Saddle River, NJ: Prentice Hall.
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel (Sinha, 2007). This is the effective way of organizing the workforce by the adoption of a specific strategy, where employees' performance can help to achieve the planned organizational targets, such as increasing revenue or improving the profit margin. However, there is no common strategic human resource definition that fits every situation (Lotinggi, 2008). This paper will focus on strategic human resource management at Smarte Carte, Inc. and attempt to make a determination if the company uses SHRM effectively or if there are areas where improvements could be made.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
The severe competition happening nowadays as a result of pronounced globalization did not only spawn technological innovations, managerial field as well is not left out of these radical changes that influenced the way in which products are being made as well as service delivery systems has changed. Not only this, related and unrelated collaboration is pronounced. Similarly, competitions among firms within and outside the same industry are as well pronounced in present economy. This globalization has influenced HR practices worldwide making it to be more imperative than it was in the past for firms to be engaged in HR practices on international standard. To meet up with the global competition, organizations needs to improve the knowledge and
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
In an effort to gain a working understanding of the Human Resources field, I chose to interview the Director of Human Resources for an organization in Miami, Florida. What I learned goes far beyond any classroom or textbook instruction. It is clear; the field of Human Resources will never be static, as society, technology, and legal environments change, so will the field of Human Resources.
“Hr is shifting from focusing on the organisation of the business to focusing on the business of the organisation” (Zulmohd 2011). David Ulrich points out four distinctive roles of HR which makes the organisation most effective and produce competitive advantage. He planned to change the structure of HR function and build HR around roles. The four key HR roles identified by Ulrich, one HR business partner/strategic partner – aligning HR and business strategy which plays an important role in setting strategic direction. It builds strategic relationship with clients and strategically manages the development of the workforce. The second key role is administrative expert which creates and must deliver effective HR processes made to tailor business needs. It also involves managing people and HR related costs. To continue to the third key role, change agent which understands the organisations culture, and takes the responsibility to communicate those changes internally and gain its employees trust. The final key role identified by Ulrich is employee advocate which is a core in HR role represents employees and helps to improve their experience, protect employees’ interests and confirm strategic initiatives are well balanced. Employee advocates must also “ensure fair, ethical and equitable people processes and practices.” “David Ulrich’s HR Model is about defining the HR roles and
Willy McCourt & Derek Elridge (2003), Global Human Resource Management, pp 311 - 315. Edward Elgar publishing.
Knouse, S. B. (2005). The Future of Human Resource Management: 64 Leaders Explore the Critical HR Issues of Today and Tomorrow. 58(4), 1089-1092.
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
Human Resources Management (HRM) Interventions relates to the idea of improving an organizations overall performance and efficiency by improving the members (individuals and groups) performances, commitment, and flexibility. According to Beer et al. (1984), this is often a relevant intervention technique when organizations are facing increased international competition. They see the value of HR investments as a way to improve organizations competitive advantages. Further, they establish that HRM policies have long-term consequences and immediate organizational outcomes. These policies should include the overall competence of employees, the commitment of employees, the cost effectiveness of HRM practices,