PUTTING PEOPLE FIRST

Putting People First



Executive Summary

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 ...