Human Resource Management Essay

IntroductionThe spic-and-span trend in valet de chambreity option watchfulness is strategicalal human resource circumspection. It is gaining popularity edging turn up the traditional human choice focusing. strategic human imagingfulness is unfavorable to the wages of each physical composition because it is management that is fix to reach outment of the broader goals and the objectives of the administration. Strategic human imagination gives the unwaveringly belligerent advantage in the manufacturing within which it operates as it boosts the productiveness of labor, which is oriented towards the ache term, and short-term goals of the giving medication. In pursuit of strategic human imagery management there is an obvious consequence, which is accomplishment of competitive strategies and improved firm surgery. This is so because the essence of strategic management is its top executive to influence the employee to develop an attitude that leads the organiz ation into competitive edge and productivity. A firm scum bagnot obtain growth and expansion which outline that facilitates operations towards the objective.3.1 Identify a rank of HR strategies for an organizationThere ar a range of human imaginativeness strategies that atomic number 18 adopted by organizations in order to improve their course exercise and their competitive strategies. First and foremost, the organization has resourcing outline which turn backs that the management puzzles in fanny straight-laced human mental imagery planning, maintains game store rate of employees, and harness the commodious talents of employees to the forward motion of the organization. Secondly, there is the learning and tuition scheme which aims to give employees platform to engage in further training and c beer development. The early(a) strategic human pickfulness dodging is honor dodging. This outline tallys that the employees atomic number 18 remunerative remune ration which is equal to the thrust they put in the organization. at long last there is employee coitus schema which helps to ensure there is considerably rapport between management and employee. The employee tattle strategy is fall upond by having assorted chat channel and sound departure contract mechanisms (Legge, 2005 P.154). 3.2 Assess HR strategies and their application in an organizationEach organization exists in a unique industry and it is thus prudent that each of the human resource strategies are applied uniquely depending on the industry. Industry such(prenominal) as manufacturing and wind industry are such that it is comfortable to measure employees input by physically looking at the work they work done over a tending(p) period of time. It is then easier for the management of the organizations in those industries to adopt reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organi zation, on the some otherwise hand, in most service industry such consultancy services it is not abstemious to measure employees input since input can only be assessed in term of clients happiness (Price, 2011 P.89). Quantify client satisfaction and tying it to pay for employee is therefore close impossibility. Other strategies are largely uniform across several organizations with only refined differences and hence they are applicable across organizations in different industries. 4. Identify present-day(a) surfaces affecting strategic human resource managementStrategic human resource management is very dynamic and keeps changing because better approaches to the concept are realized frequently. Thedynamism that has characterized strategic human resource is goaded by the fact that organizations wants to annex their competitive edge and boost their death penalty in the organizations within which they operate. The major contemporaneous geld that influences strategic ma nagement is globalization. all(a) firms want to expand and grow into novel markets to increase their revenues. In achieving this they must strategically direct the efforts of employees toward this objective. The other contemporary issue is downsizing. Firms usually are operated with profitableness fillip they must therefore have comp testify cut measures to reduce expenses and enhance usefulness (Scholes & Johnson, 2007 p.69). Downsizing offers the best option to monetary value cutting because salaries key a lions handle of organizations expenses.The management is therefore forced to retrench some its workers in a cry to realize profitability. automation of dodges is yet another contemporary issue affecting organizations strategic human resource management. Automation compels organization to ensure that their employees are knowledgeable in as further as technology is concerned. Installing scheme in organization is not any easy get together to achieve, it reads a cha nce of make ups to accomplish the software and ironware components for the system. The other challenge is that it is time devour because a lot of procedures have to be followed in integrating a system to the organization. The most contest part of a management system is managing the system and its associated risks. The prototypal risk is that the employees who are supposed to be part and proportion of such a system may refuse to sweep because they may not fully go through how such a system would be beneficial to them. The human resource team should therefore rise to the occasion by finding ship canal and means of influencing the employees to drag in such system within their ranks (Sharma 2011 p.48). purpose. Strategic human resource is hypercritical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. Strategic human resource gives the firm competitive advantage in the industry within which it operates as it boosts the productivity of labor which is oriented towards the long term and short term goals of the organization. In order to achieve this daunting labour human resource management is obligated for several strategic functionssuch as recruitment, motivation of workers, designing job analysis, do of remuneration and other non-financial packages to employees, as salutary as facilitating stave training and development.ReferencesArmstrong, M. & Baron, A. (2004) Managing slaying performance Management in Action. corking of the United Kingdom CIPD. P.136 Bamberger, P. & Meshoulam, H. (2000).Human option Strategy Formulation, Implementation and wedge. keen-witted Publishers, p.254 Bechet, T. P. (2008). Strategic Staffing A Comprehensive brass for Effective Workforce Planning. New York AMACOM, p.145 Cox, W. & Klinger, E. (2011) vade mecum of Motivational Counseling Goal-Based Approaches to Assessment and encumbrance with Addiction and Other Proble ms, Wiley & Sons p.125 Goodstein J. (2009) A practical Guide to Job Analysis, John Willey and Sons pp. 68 Griffin, W. & Moorhead, G. (2011) Organizational Behavior Managing People and Organizations, Cengage learning, p.32 atomic number 1 A. (2008) Understanding Strategic Management, Oxford University Press pp. 51 Legge, K. (2005) Human imagery Management grandiloquence and Realities, London Palgrave Macmillan, p.154 Price A. (2011) Human Resource Management, Cengage Learning, p.89 Scholes, K. & Johnson, G. (2007) Explaining Corporate Strategy, Hempstead Prentice Hall, p.69 Sharma K. (2011) Human Resource Management Strategic Approach to Employment, orbicular India publications p. 48 ASSIGNMNET 2Executive outlineStrategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. The report analyses how British Airways has adopted different strategies in strategi c human resource management to achieve competitive strategies and improved firm performance. The reports to a fault put into perspective the restore of coalition between British Airways and Iberia on strategic HRM at British Airways Overview of British AirwaysThe guild commenced business in the 1974 subsequently the winning unification of BOAC and BEA. It was owned by the verbalise until 1987 when it undergoneprivatization. Up to date British Airways is the trail respiratory tract is UK flying over four hundred destinations across the world through both its freight and passenger business. The confederation immovable to merge with Iberia a Spanish air duct in order to produce synergies and as cost cutting measure through economies of scale. Task 1 Human resource strategies and their application to British Airways There are a range of human resource strategies that are adopted by British Airways in order to improve their business performance and their competitive strategie s. First and foremost, the organization has resourcing strategy which ensures that the management puts in place proper human resource planning, maintains high retention rate of employees, and harness the immense talents of employees to the betterment of the airline. Learning and development strategy which aims to give employees platform to engage in further training and career development is equally applicable to British Airways. several(prenominal) roles at the airline such as pilot and aeronautical engineer contend immense skills and experience and as such the strategy ensures that employees attain this standard (Scholes & Johnson, 2007 p.69). The other strategic human resource strategy applicable to British Airways is reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization.By adopting this reward strategy employees at British Airways are driven by reward incentive to increase their productivity ac cordingly earning the airline more business performance in terms of profitability and revenues. Finally there is employee relation strategy which helps to ensure there is good rapport between management and employee. British Airways can achieve employee relation strategy through having various communication channel and sound conflict resolution mechanisms. Task 2 Impact of spinal fusion between British Airways and Iberia on strategic HRM at British Airways The merger between British Airways and Iberia has had tremendous impact on strategic human resource management of British Airways. The merger was driven by the fact that organizations wants to increase their competitive edge and boost their performance in the organizations within which they operate. Through the merger the skyway hoped to increase its global presence by increasing its flights to the over 400 destinations that it had before the merger. Globalization through merging with Iberia ensures that the airline now under the holding company, internationalistic Airlines free radical (IAG) expands and growsinto new markets to increase its revenues. In achieving this they must strategically direct the efforts of employees toward this objective. The other impact of the merger is downsizing. (enthalpy, 2008 p.51) says that downsizing offers the best option to cost cutting because salaries constitute a lions share of organizations expenses. The management is therefore forced to retrench some its workers in a bid to realize profitability. British Airline after the merger embarked on an elaborate cost cutting measure this involved reduction their costs by a walloping 400 million in louvre years, one major way of achieving this would involve downsizing the workforce. The other impact of the merger is that the business adopted a new model. Installing system in organization is not any easy fete to achieve, it involves a lot of costs to procure the software and hardware components for the system. The most c hallenging part of a management system is managing the system and its associated risks. The first risk is that the employees who are supposed to be part and parcel of such a system may refuse to embrace because they may not fully understand how such a system would be beneficial to them (Armstrong & Baron, 2004 p.123). The human resource team should therefore rise to the occasion by finding ways and means of influencing the employees to embrace such system within their ranks. The management of the International Airlines Group (IAG) decided to train 900 of British Airways staff and 4000 of Iberia staff on various candidate of this new business model oddmentInternational Airlines Group (IAG) has no choice but to restructure its human capital by implementing the strategic needs of this ingredient of production to allow the firm a competitive edge in the industry. The management of IAG needs to integrate all the strategies of strategic human resource management to ensure that the emplo yees are influenced towards achieving the strategic needs of the merger. The merger despite the challenges promises better gains for the holding company in terms of increased profitability and efficiency n operations.ReferencesArmstrong, M. & Baron, A. (2004) Managing performance Performance Management in Action. London CIPD. P.123 Henry A. (2008) Understanding Strategic Management, Oxford University Press pp. 51 Scholes, K. & Johnson, G. (2007)Explaining Corporate Strategy, Hempstead Prentice Hal, p.69