Strategic HRM

Strategic HRM Plans and Policies



Executive Summary

In the significant period of global competition, a large number of organizations have developed a lot by improving their business' models, raising growth, and corporate reorganization. Traditional industrial framework has changed in to globally expanded companies, intellectual corporations, knowledge based system of finances, modified ideas about the social contract of employers and workers, increased pool of talented and competent workforces, demands HRM (human resource management) functions to relocate and realign itself (Dowling, 2004, 246). Managerial work has changed a lot in past years. These changes have an alarming effect on the responsibilities of the human resource manager. Appearance of human resource management as a worldwide remedy for business strategy integration and management of people has shown private practitioners to a new and different role challenges which have filled the holes between HR (human resource) language and reality. Moreover, HR functions include response to foremost changes in the organization, related increase of human resource management and competitive advantage of the organization with the help of its man power. In this paper, we try to focus to develop strategic HRM plans and policies for an organization that is undergoing changes. The paper discusses key issues that are address, especially in the fields of ethics and culture. The paper highlights the strategic recommendations on key HRM plans and policies that would best facilitate any potential change in the organization's HR profile.

Table of Content

Executive Summary2

Introduction4

HRM issues and its Significance4

Discussion5

Performance of Organization and HR5

Policy of Tesco Related to HR7

Role of HRM9

Reward strategy in knowledge/service organizations11

HR practices that support cultural change13

Recommendations13

Conclusions14

References16

Strategic HRM Plans and Policies

Introduction

More companies have adopted strategic HRM practices than are still using traditional HRM practices. Recruitment methods are more sophisticated and comprehensive. Scientific selection methods such as psychometric test, competency based interviews and assessment centres have now been more widely adopted. Training is provided to employees to address change of product, advanced technology, and organizational change, Hr department also uses information technology to deliver their services. Human resource management also enables adaptation to the organizational culture and adjust to changes accordingly (Bratton, 2003, 23).

This can be done if the Human Resource professionals work both with management and employees. Human resources management can amend this and become a bridge in establishing what the management wants from employees. Human resource strategic management is a continual process. It is a continuous development process. HRM strategic management requires that the management be prepared always do deal with any situation that comes up (Beaman, 2002, 234). The paper discusses the HR practices to improve the performance of organizations and enhance employee well-being”.

HRM issues and its Significance

The management should also be prepared for any tasks and operations and lead the rest of the team towards continued success. Management should be equipped with the right skills in planning, leading, organizing and establishing operating standards. This is because the management is the one who will eventually be focused in developing the organization instead of operations and technical aspects, a higher understanding of this responsibility ...