Question

Create a human resource capabilities model. 1200 to 1800 words.

As part of understanding the respective theories discussed and applying them to organizations to create a competitive advantage, you will have the opportunity to assess a particular aspect or aspects of the HR strategy at an organization and how the particular strategy supports the organization’s strategic business objectives.

1. An introduction.

2. An overview of the organization of your choice – briefly describe the nature of the organization including its history, products/services, size, and competition.

3. The organization’s business strategy.

4. The role of HR in contributing to the business strategy – What HR strategies are relevant in helping to foster the attainment of the business strategy?5. Recommendations – what are the effective practices, what else should be done, what can be done differently, etc?

5. Conclusion

Please show effectiveness in identifying and analyzing issues in the case, the adequacy of and support for the recommendations made, and the identification of potential downsides to your solutions. Include clarity and technical quality to your writing for this case. Also, please use and cite all references.

Answer 1

Evaluate the role of HR,
The roles played by managers in exercising workplace discipline have been of long?standing academic interest. However, relatively little attention has been paid to the way that the distinctive functions of operational managers and HR practitioners may interact and shape the nature and outcomes of disciplinary procedures and processes. This article examines this through a series of organisational case studies. It suggests that dimensions of control between operational managers and HR practitioners are fundamental to understanding the nature of workplace discipline. Furthermore, it argues that this relationship is crucial in determining the prospects for a shift towards greater flexibility in the management of discipline, as called for by Gibbons and reinforced by the Employment Act 2008. Therefore, findings suggest that questions of managerial preparedness to embrace this new agenda must also consider the role played by HR practitioners in embedding a culture of formality.

Examine organization capabilities for human resource management, &
In recent decades, there has been a paradigmatic shift in the research on organizational performance and strategy researchers have begun to focus on internal resources as the drivers of organization performance. Specifically, intangible resources are seen as being the key to sustained competitive advantage because they are difficult to identify and imitate. “Organizational knowledge creation capability, the ability of an organization to generate new knowledge through its employees, is an intangible resource which has received increased attention in recent years” [5]. This capability is seen as being essential to organizational performance, because it allows organizations to continually create new sources of advantage and adapt to changes in the environment. Organizational knowledge creation capability is crucial because it allows organizations to be innovative, thus helping them maintain or extend their strategic advantage over time. If the organizational ability to create knowledge is truly the primary source of sustained competitive advantage for organizations, then it is critical to understand how organizations can develop this capability. “New knowledge creation takes place in the minds of individuals. If organizations are to encourage new knowledge creation, then they must encourage the sharing of information between individuals” [6].

4. Create a human resource capabilities model. As part of understanding the respective theories discussed and applying them to organizations to create a competitive advantage, you will have the opportunity to assess a particular aspect or aspects of the HR strategy at an organization and how the particular strategy supports the organization’s strategic business objectives.

An introduction. An overview of the organization of your choice

– briefly describe the nature of the organization including its history, products/services, size, and competition.

The organization’s business strategy. The role of HR in contributing to the business strategy

– What HR strategies are relevant in helping to foster the attainment of the business strategy? Recommendations

– what are the effective practices, what else should be done, what can be done differently, etc?

Organizations are seeking to create much competition between them, taking more market, more customers, more sales, etc. Rapid changes stemming from globalization, advancement of information systems and other factors have caused higher competition. Many organizations are driven by the market to set their goals in their performance. Some of the goals are: cost reduction, achieving sales levels, increasing the number of customers, increasing the market percentage, improving productivity and quality, innovative products. The realization of these goals will be achieved through the human resources management in organizations. Workforce, as the key to success, will enable the achievement of organizational performance. Human resources are regarded as one of the most important sources of today's firms. Human resources management is more important than other competitive sources because these people use other assets in organization, create competitiveness and realize objectives.Thus firstly, organizations must understand the expectations of their workforce in order to achieve the desired performance.

Strategic HRM is a process that involves the use of overarching approaches to the development of HR strategies, which are integrated vertically with the business strategy and horizontally with one another. These strategies define intentions and plans related to the overall organizational considerations, such as organizational effectiveness, and to more specific aspects of people management, such as; resourcing, learning and development, reward and employee relations. Strategic HRM focuses on actions that differentiate the firm from its competitors (Purcell, 1999). It is suggested by Hendry and Pettigrew (1986) that it has seven meanings: the use of planning;· a coherent approach to the design and management of personnel;· systems based on an employment policy and workforce strategy;· often underpinned by a “philosophy”;· matching HRM activities and policies to some explicit business strategy;· seeing the people of the organization as a strategic resource;· achievement of competitive advantage (Armstrong, 2006).· Strategic HRM has a clear focus on implementing strategic change and growing the skill base of the organization to ensure that the organization can compete effectively in the future (Holbeche, 2004). SHRM facilitates the development of a human capital that meets the requirements of business competitive strategy, so that organizational goals and mission will be achieved (Guest, 1987). Strategy of human resource management is an integral part of business strategy. The main focus of this strategy is to achieve organizational objectives. So, strategy, then, is a set of strategic choices, some of which may be formally planned. It is inevitable that much, if not most, of a firm’s strategy emerges in a stream of action over time (Boxall and Purcell, 2003).

1.2 Organizational performance concept

Campbell’s (1999) theory defines performance as behavior or action relevant to the attainment of an organization’s goals that can be scaled, that is, measured. Moreover, job performance is defined as what one is paid to do, or what one should be paid to do. The theory states that the measurement options, be they ratings from a supervisor, peer, or self, a simulated work sample, or hard criteria (e.g. tallying revenue generated, costs saved, customer complaints, or some variant of a computerized performance assessment) besides being valid, reliable, and not deficient should be free of contamination from sources of variation that are not under the control of the individual (e.g. differences in technology impacting a person’s performance).

STRATEGIC HRM AND PERFORMANCE

Research between strategic HRM and business performance has dominated the academic and practitioner debate for more than two decades. However, most studies and publications in the field of HRM have defined the concept in terms of individual practices. According to Noe et al. (2007), refers HRM practices and policies that influence behaviors, attitudes and performance of employees

o Employment security.

o Selective hiring of new personnel.

o Self-managed teams and decentralization of decision-making as the basic principles of organizational design.

o Comparatively high compensation contingent on organizational performance.

o Extensive training.

o Reduce status distinctions and barriers, including dress, language, office arrangements, and wage differences across levels.

o Extensive sharing of financial and performance information throughout the organization

Performance management strategy should focus on the development to a continuous and flexible process involving managers and all the organization that operate as a single team. This should determine how they can best work together to achieve the required results. This makes it possible to focus on the planning of future performance and performance improvements existing. HRM Strategy provides the basis for regular dialogue and frequent between managers and other employees about performance needs and further development of the organization. Strategic human resource management may bring a number of benefits to the organization (Brewster et al., 2000):

o Contributing to the goal accomplishment and the survival of the company,

o Supporting and successfully implementing business strategies of the company,

o Creating and maintaining a competitive advantage for the company,

o Improving the responsiveness and innovation potential of the company,

o Increasing the number of feasible strategic options available to the company,

o Participating in strategic planning and influencing the strategic direction of the company as an equally entitled member of top management,

o Improving cooperation between the HRM department and line managers

‘Effectiveness’ is a contested term that can evoke strong emotions because of its perceived links with notions of professional competency and high stakes accountability in some systems. It may question individual teachers’ beliefs about their professional autonomy.2 Notions of what constitutes high quality or good teaching, the idea that teaching is an art or a craft rather than a science, are sometimes used to raise concerns with narrower concepts of effectiveness. However, beliefs about what constitutes ‘good’ or ‘high’ quality practice in teaching can vary markedly for different age groups of students, at different times and in different contexts