Human Resource Management Essay Example for Free

Human imagery Management EssayIntroductionThe sunrise(prenominal) trend in man election prudence is strategic world imagery wariness. It is gaining popularity edging out the traditional human vision management. strategical human alternative is critical to the success of both organization because it is management that is tied to chance uponment of the broader goals and the objectives of the organization. Strategic human resource gives the firm competitive emolument in the exertion within which it operates as it boosts the productivity of labor, which is oriented towards the farsighted term, and petty-term goals of the organization. In pursuit of strategic human resource management there is an obvious consequence, which is advance of competitive strategies and improved firm exercise. This is so because the essence of strategic management is its ability to influence the employee to phrase an attitude that leads the organization into competitive environ and pro ductivity. A firm cannot obtain growth and expansion which outline that facilitates operations towards the objective.3.1 Identify a part of HR strategies for an organizationThere atomic number 18 a range of human resource strategies that ar adopted by organizations in order to improve their crease performance and their competitive strategies. First and foremost, the organization has resourcing outline which go overs that the management casts in place proper human resource planning, maintains high retention rate of employees, and harness the vast talents of employees to the betterment of the organization. Secondly, there is the learning and development dodge which aims to give employees platform to engage in further nurture and career development. The other strategic human resource dodging is reward strategy. This strategy ensures that the employees are paid hire which is equal to the effort they put in the organization. Finally there is employee singing strategy which h elps to ensure there is good rapport betwixt management and employee. The employee relation strategy is achieved through having various communication channel and sound conflict resultant mechanisms (Legge, 2005 P.154). 3.2 Assess HR strategies and their application in an organizationEach organization exists in a anomalous industry and it is thereof prudent that each of the human resource strategies are applied uniquely depending on the industry. Industry such as manufacturing and construction industry are such that it is easy to measure employees input signal by physically looking at the work they have done all over a disposed period of time. It is therefore 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 organization, on the other hand, in most service industry such consultancy services it is not easy to measure employees in put since input can only be assessed in scathe of clients satisfaction (Price, 2011 P.89). Quantify client satisfaction and tying it to pay for employee is therefore nigh impossibility. Other strategies are largely uniform across several organizations with only slight differences and hence they are applicable across organizations in different industries. 4. Identify contemporary passings affecting strategic human resource managementStrategic human resource management is very dynamic and keeps changing because better approaches to the archetype are realized frequently. Thedynamism that has characterized strategic human resource is driven by the fact that organizations wants to growing their competitive edge and boost their performance in the organizations within which they operate. The major contemporary issue that influences strategic management is globalization. All firms want to expand and grow into new markets to increase their revenues. In achieving this they must strategi cally direct the efforts of employees toward this objective. The other contemporary issue is downsizing. Firms usually are operated with profitability incentive they must therefore have woo cut measures to reduce expenses and enhance receipts (Scholes Johnson, 2007 p.69). Downsizing offers the best option to cost cutting because salaries constitute a lions make out of organizations expenses.The management is therefore forced to retrench some its workers in a bid to realize profitability. Automation of outlines is yet another contemporary issue affecting organizations strategic human resource management. Automation compels organization to ensure that their employees are knowledgeable in as far as technology is concerned. Installing agreement in organization is not each easy fete to achieve, it involves a bent of costs to procure the software and hardware components for the system. The other gainsay is that it is time consuming because a lot of procedures have to be followed i n integrating a system to the organization. The most challenging 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 dramatise because they may not fully understand how such a system would be beneficial to them. The human resource team should therefore rise to the occasion by finding ways and means of influencing the employees to fondle such system within their ranks (Sharma 2011 p.48).Conclusion. Strategic 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. 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 task human resourc e management is trusty for several strategic functionssuch as recruitment, motivation of workers, designing job analysis, making of remuneration and other non-financial packages to employees, as well as facilitating staff training and development.ReferencesArmstrong, M. Baron, A. (2004) Managing performance Performance Management in Action. smashing of the United Kingdom CIPD. P.136 Bamberger, P. Meshoulam, H. (2000).Human preference Strategy Formulation, Implementation and Impact. Sage Publishers, p.254 Bechet, T. P. (2008). Strategic Staffing A Comprehensive System for Effective workforce Planning. New York AMACOM, p.145 Cox, W. Klinger, E. (2011) Handbook of Motivational Counseling Goal-Based Approaches to Assessment and Intervention with Addiction and Other Problems, Wiley Sons p.125 Goodstein J. (2009) A possible Guide to Job Analysis, John Willey and Sons pp. 68 Griffin, W. Moorhead, G. (2011) Organizational Behavior Managing People and Organizations, Cengage learnin g, p.32 enthalpy A. (2008) Understanding Strategic Management, Oxford University Press pp. 51 Legge, K. (2005) Human Resource Management Rhetoric 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, Global India publications p. 48 ASSIGNMNET 2Executive summaryStrategic 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 strategic human resource management to achieve competitive strategies and improved firm performance. The reports also put into perspective the impact of spinal fusion between British Airways and Iberia on strategic HRM at British Airways Overv iew of British AirwaysThe company commenced business in the 1974 after the successful amalgamation of BOAC and BEA. It was owned by the state until 1987 when it undergoneprivatization. Up to date British Airways is the conduct airline is UK flying over 400 destinations across the world through both its freight and rider business. The company decided to merge with Iberia a Spanish Airline in order to produce synergies and as cost cutting measure through economies of scale. assess 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 strategies. 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 d evelopment strategy which aims to give employees platform to engage in further training and career development is equally applicable to British Airways. Several roles at the airline such as pilot and aeronautical engineer require immense skills and experience and as such the strategy ensures that employees derive 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 whence 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 comm unication channel and sound conflict resolution mechanisms. Task 2 Impact of merger 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 Airline 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, multinational Airlines base (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. (Henry, 2008 p.51) says that downsizing offers t he 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 simplification their costs by a whopping 400 million in five 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 challenging 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 h uman 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 aspect of this new business modelConclusionInternational Airlines Group (IAG) has no choice but to restructure its human capital by implementing the strategic needs of this factor 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 employees 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