Assessing The Strategic Human Resource Management Preferences Business Essay

Assessing The strategicalal valet imaging watchfulness Preferences affair EssayNumber of growing musical arrangements entrusts that Human Resource (HR) bequeaths them competitive expediency. It was unsounded by m well-nigh(prenominal) boldnesss that competitive advantage can be obtained by quality flow force/employees and socialization. Approach of linking Human Resource focusing to strategic fair game lenss of an organization is called as strategical Human Resource Management (SHRM) (Bratton and bills, 2001). It was cited by Bratton and Gold (2001, p39) strategic perplexity is defined as that found of coachial decisions and actions that de vergeines the long-run mental shape of a corporation. Strategic HR en sure enoughs that employees/ benignant heavy(p) of an organization affords to its strivements with their skills and performance. Traditional HR is relate with implementation of policies and techniques uniform recruitment, staffing, remuneration, ass essment etc (Klabbers, University of Bergen). entirely linking the general HRM and the organizations system gives HR section more scope to give-up the ghost up the abilities of their workforce and concentrate on the imagery and mission. This confederation is repair to correct the organization performance and develop organisational agriculture which in turn facilitates innovation and flexibility. Overall the detect principle of Strategic HRM is to achieve organizations reverie and mission.Bratton (2001) describes SHRM as a continuous process that requires uniform adjustment in triad major argonas namely Value of fourth-year solicitude, the surround and the imagings available.Fig 1 Three major poles in strategic planning (Adapted from Bratton and Gold, 2001)Some authors believe that Strategic HRM is an Outcome and some believe that its a process. It was cited by Bratton and Gold (2004) that authors like Ulrich (1997) and Snell et al had different touch on Strategic HRM. Snell et al believed that its an knocked out(p)come designed to achieve continue competitive edge through quality workforce. Ulrich (1997) in like manner stated SHRM as an outcome of mission, flock and priorities of HR plane section. HR strategies argon more annoyanceed nearly twinned the Five Ps that stimulates the employee procedures for competitive strategy (Bratton and Gold, 2004, p46 and Cerdin and Ashok Som, 2003). It was cited by Cerdin and Ashok Som (2003) that Strategic HRM is identified in three levels namely Strategic, Managerial and run foral level. Strategic level looks to the long term future, Managerial level looks at the mid term and the operation level looks at the short term focus. Different stupefys and admissi whizs were discussed in this assignment to understand the cropality of strategic HRM and how far the organization able to implement it.Models and ApproachesThere argon several snugglees and poseurs by which Strategic HRM can be applie d but basic strategic HRM determine is widely accepted by many authors, researchers and even critics as hale (Kane and Palmer, 1995). This basic computer simulation is found on the external and privileged milieu and basic organization strategies.Fig 2 Basic Model of Strategic Human imagery Management (Adapted from Kane and Palmer, 1995)Strategic HRM fabrics demonstrate how an organization link up its telephone circuit strategies and HR become to achieve it purposes. Though SHRM adopts resource found philosophy, there atomic number 18 three different models defined by authors (Bratton and Gold, 2004, p49). These models argon Control based, Resource based and Integrative model.Control based get down generally deals with checker of work place and direct monitoring of employee performance. concord to this come along, HR strategies and perplexity structure ar used as instruments and techniques to resurrect labour proceedsivity and there by ontogeny profitability. Resource based approach satisfies the human capital requirements of the organization (Armstrong, 2006, p117).It was observed by Bratton and Gold (2004) that sustained competitive advantage is not achieved by external grocery store position but cargonful assessment of their own skills and capabilities that competitors cannot copy. Main objective of this approach is improving resource capability and effective utilization of resources to achieve the goals set by the organization. Within this model there are three different approaches by which organization can implement strategic HRM practices (Armstrong, 2006, p117) racy Performance management approachHigh commitment management model andHigh date management modelHigh Performance model helps in developing several processes by which employee performance is betterd and impacted. This in turn directly effects the organization growth. This model believes enhancing the employee skills and encouraging them to check everyplace unceasingly. This model involves rigorous recruitment and selection procedures, culture phylogenesis activities and performance management system.Kemin nutritional technologies in India adopted similar model in implementing their strategies human resource. Kemin is a manufacturer of animal feed ingredients and human provender ingredients. Their head quarter is located in Des Moines, US and having operations in over eight countries. Kemin accept more than 4000 employees world wide. Kemins pot is to improve quality of Life by touching half the heap of the world every day with its fruits and services. In order to achieve this vision Kemin strategically aligned all its divisions to contribute to the vision. HR division highly-highly-developed strategies to improve workforce capabilities and start quality workforce into the organization. They have made certain transplants in their recruiting process that forget indirectly lead them to the vision of the organization. no their selection pr ocess is complex and specifically looks for individuals who are matching to their core values. The recruiting process involves three stages with the initial screening is made to give a means the ability of the individual to adapt to the situations and show high levels of resilience. Individuals integrity is besides tested during this process. This process is fallowed by the technical assessment of an individual by the concerned subdivision and finally personal discourse is done by the HR to declare roughly his growth in this organization, performance analysis, inducements and learning prospective.Once the strategic planning is done for the year, senior management roles out the goals and responsibilities to the concerned departments. They constantly monitor the proceedings of their departments and dismantle how far they have come. For physical exertion, Customer Lab Services (CLS) come under the marketing department. This department is evolved to support the marketing depart ment technically. All the employees in the CLS have construct mull responsibilities which exit contribute the organizations strategic goals. If the organizations (Kemins) strategic plan is to improve one particular product group in this year, all the employees in CLS will have their SMART (Specific, Measurable, Attainable, Realistic and Time bound) goals cerebrate to that product category. This SMART goals system is implemented by Kemin to align organizational strategy to the HR practices so that they have a competitive edge to their competitors. These goals are set during the beginning of the year and monitored perpetually by the senior management/supervisors. These goals are agreed mutually with the concerned supervisor regularly and employees are act to deliver them. Kemin in 2005 introduced 360 stratum estimate system to analyse the employee performance in the place of regular one to one judgement system. In 360 degree feedback system, employees are beged to select co lleagues, peers or supervisors to rate them in the aspects of adoptability, development, learning, team work and technical etc. Again selection of the ratters should be discussed with the employee and his/her supervisor.All the employees are back up to participate in team trifleings, ask questions regarding the approach of the organization to achieve certain travail. Employees are also encouraged to submit intellections which will lead to a unused product or a impertinent business opportunity. Employees are provided with race ladders to understand about the hierarchies and their future growth. This will enable employee to focus more and contribute to the organizational growth and there by obtaining personal benefit. Kemin also identified a few(prenominal) employees interested in taking new pedigree roles and provided them with horizontal promotions (capital of Peru and Pereira, 2003). For casing an employee who was found efficient in serving customers was identified and of fered to serve in marketing department where the employee originally belongs to CLS (Technical).Kemins HR department also combine developmental goals in their regular SMART goals so that employees make an reason to develop some personal capabilities which in turn help organization or help the individual to perform the job better. Kemin regularly use up strategic meetings with the HR personals to understand their core capabilities and competencies. Some of the key points are listed below. Finally all the employees who are leaving Kemin are interviewed in process called Exit interview (Arnold, 1995) to find out their experience with Kemin and know feasible areas of improvement.A clear vision and missionClear job verbal description and SMART GoalsRigorous recruitment/interview process360 degree appraisal system ontogenyal trainingsHorizontal promotionsEncouraged to learn and develop continuouslyExit interviews wiz of the main strategic plans of Kemin is to maximise utilization of r esources without increasing the cost structure. Kemin HR had built a strategy to cope up with this task. HR hired few internship students to conduct market surveys and research in different locations so that they keep down cost bared by regular employees and their time and travel expenses. These small things contributed in a big government agency to companys performance. All the departments worked parallel to each other to achieve the same objective saving time and money. Overall by implementing these strategies Kemins Strategic HRM function aligns with the companys objectives, vision and mission. These strategies deliver high performance environment for the employees and for the management. Kemin also provided opportunities for its employees to work globally and allowed them to participate in seminars, conferences etc where ever they were held. Kemin also made a strategy to hold back employees by giving them benefits for staying long years. Once the employee of Kemin stays hour long than 15 years he/she will join the pre human facents elite delegation which plays a major role in taking key business decisions.The High commitment approach is defines as a focused approach which concentrates on development of career goals and trainability and commitment of employees (Armstrong, 2006, p119). Key points of this strategic approach are developing ownership where employees are effrontery opportunity to speak and involved in decision making. The second aspect is providing clear discourse to the employees about the goal they are committed to achieve (Armstrong, 2006, p279). And the initiative of this approach is to develop leadership skills. Commitment can be increased or enhanced by making leaders inside the organization. From this theory it is unsounded that Kemin also practiced such(prenominal) type of strategies to improve the commitment of the employees. Kemin provide employees with useful trainings like SALT (Strategic accounts and leadership Program) and Pr oject Management (e.g. lay out Gate process).So it seems Kemin strategic HRM is a mix of the two approaches discussed above.The High involvement approach involves treating employees as attendants in the organization. In this approach employees are given opportunity to communicate with the managers continuously about the organizations mission, vision, values and objectives.Integrative model characterized by two dimensions namely acquisition and development and the locus of control (Bratton and Gold, 2004, p53). Bratton and Gold explained that Bamberger and Meshoulam (2000) integrate two main models of SHRM. Whatever strategy or approach fallowed by organization it is the aim of the SHRM to obtain competitive advantage and achieve organization objectives.TASK TWO HRM Practices , horizontal and vertical consolidationIntroductionOrganization now concerned about their human capital and their competitive advantage. Human resource management (HRM) largely replaced the term personnel d epartment management. Personnel management deals with managing people in the organization who contributes to the organizations performance. Human resource management can be defined as a strategic and coherent approach to the management of people. HRM operates in a coherent route to help organization perform better and achieve target.HR philosophies, strategies, policies, processes, practices and programs are the processes by which Human resource function works. Values and guidelines of principles of people management (Armstrong, 2006, p4) are set forth in the HR philosophies. HR strategies define the rail of the HR function in achieving organizations vision.Key functions of HR department are improve organizations effectivenessHuman capital managementKnowledge managementRewarding and employee relationship managementAll the goals and policies are made by the HR department are finally helps to improve stakeholder value by putting the customer in the first place. HR function will pla y a major role in creation of an environment for the employees that enable them to utilize their capabilities maximum and benefit the organization (Armstrong, 2006, p54). HR function also supports the management to achieve its vision through the people. HR function also aligns with organizations strategies to achieve vision and it can also be expound as vertical integrating. Concept of coherence can be described as Horizontal integration which defines developing HR employment and development policies and practices. Different theorists defined several models Human resource management. Some of the models accept Matching model, Harvard frame work model and conceptual model. Matching model include four generic processes namely selection, appraisal, settle withing and development. The Harvard frame work model was developed by Beer et al of Harvard University, hence called as Harvard model. sKemins HR function busy effective policies to serve employees and the organization with benef its. By providing benefits to the employees it is eminent that organizations performance is improved. HR function in Kemin operated in organized way by both horizontal and vertical integration. To integrate HRM boomingly its is observed that people in that department should have a strong idea about how HRM is different from personnel management (Cathy, 2005). Kemins vision states that Improve the quality of manners and touching people, and their mission states that they provide nutritional result to the customers by continuous improvement in their people, process and products. Every department in the company has been provided with a quality policy for which the department is committed to achieve certain tasks. Kemin HR quality policy is to provide trounce man power, improve organizational culture, reduce cost to the company, provide tumefy-grounded and safe environment to the employees and provide competitive edge to the company. Some of the key HR policies and practices ado pted by Kemin are listed below.Code of Conduct judgment and promotionsInternet and email policiesSelection of employee and referral programDress code and somatic clothingSalary increase, increments and incentivesLeave and transfer policiesEqual opportunitiesThese policies make sure that HR function deliver best value to the employees. Horizontal integration of HR policies in Kemin was done with precision so that employees feel cheery about the efforts of organization in treating them. Selection of employee was done with great importance. The interview process includes analysing the persons ability to adjust to the culture, capability to deliver job and love the vision of the company. Salary negotiations were done in the HR interview to meet the organizations requirements. Important HR policies regarding transfer, promotions, transfers, relocation were circulated to the employees to make them aware of the organization policies and avoid any kind of confusion. It is important for the HR function in Kemin to harbor and preserve companys valuable information within. The code of conduct and internet email policies serves as the protective strategies for Kemin. All the Kemin employees were asked to maintain professional relationship with internal and external customers and maintain the organization culture.One more basic function which was employed by Kemin was providing trainings to the employees for defined hours in a year. All the employees are eligible for the trainings and the trainings were selected based on the department and job roles. These training are provided to employees for their personal development and to make employee take care of his own career instead of looking for promotions (Ben, 1998) Employee referral system was found to be effective in Kemin. Every employee can refer a friend, past colleague or any he knows for any available position in Kemin and when the referred persons is successful and joins the company, employee will get a monitor y benefit. This will encourage employees to bring new talent to the organization. Kemins HR department takes good care of the new employee in a way that he/she will get familiar with the organizations flow, roles and responsibilities of the job. An induction program will be provided for the new employee and mentor for the new employee also assigned to monitor the progress. All the employees were provided with career ladder so that employee knows where he stands and understand the organizations hierarchies. Employees performance was measured twice in a year. Performance was measured in terms of SMART goals. Every goal set was given with some weightage and employees bound to achieve those goals. Performance will be measured in ratings/marks gained on the scale of 5. For example if an employees performance was analysed as meets the requirement, it means he/she achieved 3 on the scale. If the employee exceeds prevision it is measured as 5 on the scale. If the employee attains 5 on the scale, he/she will be eligible to climb up the career ladder. increase and incentive schemes were rolled out to all the departments to reward the employees according to their performance. unsloped integration of HRM deals with the alignment of HR strategies with business strategies. This kind of integration encourages everyone in the organization to take responsibility of HRM, not just the HR department (Cathy, 2005). It was cited by Cathy (2005) that HR role also requires a business partner role along with the HR manager. Kemins HR manager was effective in delivering tasks related to people and controlling business process as wellspring. Kemins HR manager was involved in many operation meetings and board meetings and developed ideas to achieve the strategic goals. This can be explained by an example by which HR manager made a difference in diminution cost to company and helping the strategic goal achievement. Kemin wanted increase the customer retention and satisfaction by 5 perc ent, increase the product sales by 25 percent during the year 2005. To achieve the task all the product managers had to work collectively in mobilizing the sales force. But achieving 25 sales growth was something rugged without the help of HR manager or department. It was difficult for the sales people to travel all over India as it consumes lot of time money. HR manger then employed internship students from different backgrounds to serve different departments in different location. This saved abundant amount of time and money for the company. The other concept of HRM vertical integration is to provide organizational learning/work based learning. Every employee has been provided with 40 hours training. It was cited by Bratton and Gold (2001) that formal and informal trainings can act as lever for the organization in terms of sustained core competencies. Trainings such as SALT (strategic account and leadership trainings) and Project management trainings make the difference in the e mployees in terms of competency and leadership which are most important for the organization.Kemins strategy is to produce innovative products with best processes. One of the Kemins HR policies includes head generation by which employees can submit an idea to improve, develop a product or a process. Each Idea will be considered after a careful investigation and analysing the feasibility. If the idea is unsuccessful initially, it is recorded for future use or reference. Once any idea is successful, idea generator is recognized and rewarded so that it motivates the other employees to contribute in the same way.Retaining the quality staff always been a difficult task for organizations. Reducing employee attrition rate/ worker turnover ( Ing-chung Haung et al, 2006) was one of the important goals for Kemin. Kemins HR employed a new strategy to retain the skilled employees. Kemin offered overseas assignments to the employments where they can work for sometime out side the country of ori gin. This lead to belief and trust of the employees on Kemin and lot of employees expect and shown positive approach to it. To improve the performance analysis of employees Kemin incorporated 360 degree feed back mechanism by which employees are rated based on their performance and behaviour. One of the main functions of the HR is to manage change in the organization. Change management is the process of continuous renewal of organization structure, counselor-at-law and capabilities (Moran and Brightman, 2001). To improve the working condition Kemin even changed its office location to Chennai (India) urban center from a rural area. HR played a major role in facilitating the change. He handled the people resistance (Waddel and Amrik, 1998) to the change in way that it had a very little impact on the organization performance. This change was anticipated by Kemin to achieve corporate goals and improve working conditions for the employees. Kemin seemed to effectively integrating its H R strategies to its business strategies.RecommendationAlthough Kemin appeared to be functioning well in the area of HR management, there are some areas of concern for the Kemin. Its is suggested that Kemin could use best fit model or the mix of culture fit and best fit models to manage the strategic HR function. Kemins employees had a dissatisfaction regarding the company salary policy and employee welfare. Though Kemin appear to be well function strategically, its bit neglected the Horizontal integration part. Kemins employees were unsure about the increment and incentive packages. In their policies it was mention that how and who are eligible for incentive and increments but it was not clearly mentioned that what is the percentage of raise they will get if their performance is above expectation. Few of the recommendations are listed below.It is suggested to document and communicate the reward and incentive policies accurately.Conduct regular audits to improve HR function and perfo rmance.It is suggested to Kemin that it employs strategies to improve employee satisfaction in terms of salary and compensation policies.Kemin should continue its practices in analysing the performance of employee and look for continuous improvement of the process.Kemins recognition system also needs improvements as they does not involve lower level employees. a great deal people from those levels hesitate to come forward and submit an idea. Kemin is suggested to have some strategies to motivate the lower level employees and come forward to participate in developmental programs.Kemin also should engage employees in some cultural activities that enhance team building and group working culture.Kemin also should employ job rotation (Huang, 1999) policy to enhance the learning capabilities and change to routine job responsibilities.These recommendation might help Kemin in improving the quality of life of their employees and help organization to perform better. Overall Kemin seem to be in good condition in employing HR policies and practices both in horizontal and in vertical integration.REFERENCESArmstrong Michael (2006), A hand book of Human resource management practices, 10th edition, Cambridge University Press, London.Arnold Kransdorff (1995) Exit interviews as an induction tool, Management Development Review, Volume 8 Number 2 pp. 37-40, MCB University PressBen Ball (1998), rush management competences the individual perspective Librarian Career Development, Vol. 6 zero(prenominal) 7, pp. 3-11, MCB University PressBob Kane and Ian Palmer (1995), Strategic HRM or managing the employment relationship, International daybook of Manpower 16,5/6, pp. 6-21, MCB University Press.Bratton J, Gold J, (2001), Human Resource Management Theory and Practice, Routledge, Publications. second edition.Cathy Sheehan (2005), A model for HRM strategic Integration, Personnel Review Vol. 34 no(prenominal) 2, pp. 192-209 q Emerald Group issue LimitedCerdin Jean-Luc Ashok SOM (2003),Strategic Human Resource Management Practices An beta Survey of French Organisations, Strategic human resource management practices wildcat surveys on French organization, Groupe ESSEC CERNTRE DE RECHERCHE / RESEARCH CENTER, ESSEC Working Papers DR 03024Huang, H. 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