This assignment is divided into two different parts and should be handled as such, with each part with its abstract main body, conclusion and reference.
PART 1
Readings
• Article: Becton, B. J., & Schraeder, M. (2009). Strategic human resource management. Journal for Quality and Participation, 31(4), 11–18.
Retrieved from the Walden Library using Business Source Complete database: http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=36560652&site=ehost-live&scope=site
This article discusses the importance of human resources and strategic HRM practices. Yet the authors argue that despite the gains HR has made in being more strategic, HR is not yet a strategic business partner. They argue that reaching this level is essential for the viability of the field and for organizational success. They summarize evidence of how HR practices are positively related to organizational performance, including stock price, profits, net sales per employee, gross rate of return on assets, employee retention, employee attitudes, and customer retention rates.
• Article: Ramaswamy, V., & Gouillart, F. (2010).Building the co-creative enterprise. Harvard Business Review, 88(10), 100–109.
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The authors explore “co-creative enterprises,” organizations in which other stakeholders, including customers, employees, and distributors participate in management decision making, such as HR policies and practices. The authors indicate how the co-creative business is able to lower costs and increase revenues. Some of the advantages to including employees in HR decision making include improvement in customer satisfaction, employee morale, and growth in operations. Suggestions for implementation of a co-creative enterprise are provided.
MAIN QUESTION
• Which role(s) do you believe are most critical for the success of an HR professional as a strategic partner: change agent (transformational), internal consultant (business partner), or service provider (transactional) and why?
• What are some ways to gain support for new strategic HRM practices from all organizational members?
• Review your post from Week 1 in the Discussion on HR professionals’ role as strategic partners. Reflect on whether your perceptions have changed and/or any insights you have gained as a result of this course.
Week 1 question
What is the difference between strategic and tactical thinking? Discuss why this is relevant to HR professionals.
Address how HR professionals would both build and demonstrate a stronger image of being strategic, especially in their multi-faceted relationships within the organization, beginning with the executive team.
Justify your responses with references to current and seminal literature (both from required resources and your own research) and/or a situation where a manager and/or leader used the method(s) successfully in building trust and/or communication.
Week 1 post
RE: Week 1 Discussion
According to strategy guru Michael Porter, “Competitive strategy is about being different”. The thinking that goes through the “what” of a plan (methodology) to achieving a desired objective is “Strategic thinking” Whereas the thinking that focuses on “how would the desired and specific objective be realized or executed and who does the what” is tactical thinking. Strategic thinking focuses on the “big picture”, whereas Tactical thinking operationalizes the Strategic thinking.
Address how HR professionals would both build and demonstrate a stronger image of being strategic, especially in their multi-faceted relationships within the organization, beginning with the executive team.
Hr strategic approach is looking at the bigger picture, working on initiatives with a mind of contributing towards the general well being of the organization using people’s management programmes. This is geared at improving the organization as a whole. The HR manager shold be able to the employee increase in efficiency hence increasing profit, Hr must place the customers as priority. They provide the avenues for building a culture of continual performance, by ensuring its employees are productive. On the other hand, a strategic approach requires HR to organize all of the resources of the business so as to put up a “performance culture” that affects the entire company. It is when all the managers, management systems, procedures and rewards are “in unison” that the organization can guarantee that performance is optimized.. HR helps the organization to compare its products to that of its top competitors thus causing the company to always strive to be at the top of their game. The Hr manager strategy must be proactive and always focused on the future, being able to forecast of changes anticipated, measuring its success by the impacts it makes on the organization.
Conclusion
To be more strategic is a justifiable objective for everyone, including people whose jobs do not really affect the company directly. On the other hand, to become more strategic, a enough time to find what other stake holders think about the strategy could be costly. To be sure of success Hr should try to find the goals and targets that would impact a standard strategy and always letting others know
.PART 2
With the aid of the aid of the following:
Annotated Bibliography
Cappelli, P., Singh, H., Singh, J. V., & Useem, M. (2010). Leadership lessons from India. Harvard Business Review, 88(3), 90-97.
Leadership lessons from India are an article that accounts for the best companies in India that drives performance by investing in the employees. According to the article, the main source of competitive advantage for the Indians companies is the employees. Majority of the leaders of organizations who were interviewed in the study indicated that the good performance of their companies is attributed to the strategies that are implemented in the management of the employees.
Espedal, B. (2004). Management and leadership development in Norway: Discrepancies between talk and action. Advances in Developing Human Resources, 6(4), 470-485. Retrieved from http://search.proquest.com/docview/221206596?accountid=14872
The article investigates 10 Norway cases that focus on leadership development and how it actually takes shape within the organization. This study uncovered why organizations management development activities accomplish little, while others succeed and some restructure the entire landscape.
Gooderham, P. N., Nordhaug, O., & Ringdal, K. (1999). Institutional and Rational Determinants of Organizational Practices: Human Resource Management in European Firms. Administrative Science Quarterly, 44(3), 507-531.
This article is a prediction about the adoption of organizational practices from institutional and rational perspectives. It shows the difference between practices, efficiency of human resources, and collaborative practices that help support the goals of employers and employees.
Jiang, T., & Iles, P. (2011). Employer-brand equity, organizational attractiveness and talent management in the Zhejiang private sector, China. Journal of Technology Management in China, 6(1), 97-110.
Attracting and retaining talented human capital became one of the very sources of competitive advantage. In order to attract better employees, firms recently started using branding principles and practices in the area of human resources management. The application of branding principles to HRM has been termed as employer branding.
Kuvaas, B. (2008). An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes. Journal of Management Studies, 45(1), 1-25.
This article discusses a study of how quality employee and organization relationships relates to and influences employee understanding and perception of developmental HR practices and outcomes. The article showed that four indicators moderate the relationship between how employees perceive HR practices and individual performance.
McDonnell, A., Lamare, R., Gunnigle, P., & Lavelle, J. (2010a). Developing tomorrow’s leaders—Evidence of global talent management in multinational enterprises. Journal of World Business, 45(2), 150-160.
To what extent and for how long can an individual sustain his or her talents to remain in the organization’s talent pool? (McDonnell, 2011). Managers need to be focused on managing and developing their key talent. It is a great idea to hire within the company because companies will have less training to do with a new hire. This is a great way to show employees that it is a huge possibility to get promoted from within without hiring someone from the outside.
Olsen, B., & Thuen, T. (2013). Secret places: On the management of knowledge and information about landscape and yields in northern norway. Human Ecology, 41(2), 273-283. doi:http://dx.doi.org/10.1007/s10745-012-9554-8.
This editorial reports strategies of secrecy and deception in hunters’ and fishers’ appropriation of land- and seascape-based resources in northern Norway. It is disputed that in their management of significant environmental knowledge and information, hunters and fishers seek to evade contenders and free riders by hiding their trails, and are particularly sketchy about sharing information. Secrecy is hunter’s and fisher’s main strategy. Structural and economic alterations in the social environment changed the generic properties of the practices investigated, while secrecy as practice shows a strong cultural continuity in spite of such changes.
Russwurm, S., Hernandez, L., Chambers, S., & Chung, K. (2011). Developing your global know-how. Harvard Business Review, 89(3), 70-+.
The article discusses how managers can help develop global know how. The development of global know how requires organizations to understand the dynamics of the business environment in which they operate. It argues that employees play an instrumental role towards determining the global know how. The appropriate development of human resource management strategies can help organizations to enhance their performance in the global market.
Schuler, R. S., Jackson, S. E., & Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 46(4), 506-516.
The article indicates that there is a need for the multinational organizations to become competitive in the market place. The increasing need for competitiveness of has resulted to human resource management practices that are aligned to the strategic objectives of organizations. Many organizations value the contribution of employees and enact sound talent management practices. The article also describes several global challenges as well as the strategic opportunities that they present to firms. It further proposes the implication of the global talent management to the organizations.
Sun, H. (1999). Diffusion and contribution of total quality management: an empirical study in Norway. Total Quality Management, 10(6), 901-914.
This article talks about quality management and TQM components. It speaks of practices such as leadership, HR development, and quality information. It looks at organizational concepts and managerial practice. The study claims that the application of TQM varies with location.
MAIN QUESTION
Firstly generate a list of questions and issues for the project below, then
Create a PowerPoint presentation. Underneath each slide include the notes function in PowerPoint to provide additional explanation of your key points highlighted in the slides.
Your presentation must include 2–3 slides on each of the following:
• Highlight key strategic HRM challenges in the region;(NORWAY)
• Describe strategic HRM opportunities in the region;(NORWAY)
• Recommend HRM best practices an organization should consider to achieve a competitive advantage when operating in the region your group research;(NORWAY)
• Identify anticipated future challenges of the region.(NORWAY)
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