The law firms that intend to survive in this drastically changing environment must adjust themselves to address the changing paradigms in the legal world. Strategic human resource planning (SHRM) assists them to adjust themselves in the arena of organizational culture, leadership phenomenon, performance of employees and motivation. The report of Annabelle has advised a multitude of strategies and plans to address this changing internal and external environment. If we take a close analysis of it and thoroughly study it, we will move to the conclusion that these strategies are incompatible and inefficient. There are myriad things that he must have expounded such are the selection of efficient leaders, creating the notion of nonfinancial rewards, spreading the word about the new partnership, selection of a diverse range of top-notch leaders, the involvement of lawyers in vital decision making process, and formulation of training facilities.
Table of Contents
Introduction3
Human Resource3
Strategic Human Resource Management4
Annabelle's Report5
External Approaches5
Business Strategy7
PESTLE Analysis Method7
Scenario Planning8
Internal Approaches8
Best Practice9
Best Fit9
Resource Based View (RBV)10
Features and Reasons11
Law Firms12
Evidences of Literatures13
Leadership and Organizational Culture13
Leadership13
Organizational Culture15
Retaining Human Resource16
Motivation and Performance17
Equity Theory18
Expectancy Theory18
E-P Expectancy18
Conclusion19
Recommendations20
References22
Putting People First
Introduction
Human Resource
The value of human resources stems from the notion that people management is a key source of competitive advantage. The mechanism of this relationship is defined by four aspects: human abilities and his dedication, strategic value of human resources, the fact that human resource management by specialists, as well as the integration of human resource management and business strategies (Agarwal, 2007, pp. 40). It is believed that, if the manager or owner-manager business attaches considerable importance to human resources, it allows employees to participate in decision-making, as well as implementation strategies.
Recent studies have shown that managers of many companies consider the human resources are extremely important for the success of the strategic process. In particular, many managers are the key resources of its companies capacity of its staff (71.2% of executives surveyed attributed their professional capabilities of employees as very important or key factors). Consequently, the greater the value attached to the head of human resources, the better it will create conditions for development and improvement of their capabilities. Further, it was found that the improvement and empowerment of employees increases the efficiency of the company. Confirming this, research has shown that numerous companies invest quite heavily in program development and improvement of capabilities and skills of their employees, including staff training programs, programs to improve management skills. In a survey of asset managers were asked to evaluate the influence of ability and opportunity to workers in the performance of the company as a whole.
Strategic Human Resource Management
Strategic means to coordinate tasks and HR initiatives with organisational objectives. The most important task of HR is to contribute to the organisation and its goals by increasing staff productivity. Role assigned to the traditional HR-department includes the pursuit of organisational objectives and operational issues (Anderson, 2007, pp. 74). The strategic role requires that HR is proactive and focused on the future, contributing to the ...