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INTRODUCTION

Human resource management is a functional unit of the organization that focuses on the recruitment and selection of employees. It is the responsibility of the manager to motivate their workers through rewards and incentives so that their performance level can be increased. Strategic human resource management is the practice that is performed by the firm in order to retaining their staff members (Daley, 2012). Along with this, HR manager interact with other departments of the enterprise so that strategies can be formulated as per their objectives. The present report is based on Morrisons which perform their operations in United Kingdom. Below mentioned report explains the strategies that are used by the companies in order to improve the employee engagement and competitiveness. It also focused on the models and theories that are used by the manager of the firm.

TASK

1. Evaluate a range of strategic organisational HRM interventions

Every organization perform their operations in the business environment so that they can identify the opportunities in order to get the success in the market. They offer quality products to their customers so that their level of satisfaction can be increased. For this, the manager of Morrisons has to conduct a survey in the market so that they can identify the need and desires of their consumers. On the other hand, the higher authority of the enterprise have to focus on their employees in order to fulfil the demands of their service users. For this, manager has to use some techniques so that motivation level of their staff members is get improved. Strategic human resource management is used to link the overall objectives of the firm with the planning of the HR department (Darwish, 2013). There are some of the strategic organizational human resource management interventions that are used to create the employment engagement and competitive advantage. Some of these interventions are:

Recruitment and Selection

This is the role of HR manager to recruit and select right employee for the organization who is suitable for job. So, in order to recruit a worker the firm have to use a selection process in order to identify the candidate. Through this, a potential candidate can be selected who help the enterprise in achieving their goals. Strategic HRM make some strategies so that skilled workforce can be created in the company. Through this, they will be able to sustain their competitive advantage in the market than any other firm (What is strategic human resource management?. 2017).

Rewards

This is the second intervention of the strategic human resource management that help in increasing the motivation level among all the employees. Through some monetary and non monetary rewards, the commitment and engagement of the worker towards the companies goals can be enhanced. Along with this, some incentives and compensation should be given to the staff members so that they feel satisfied while doing the work at the workplace. Employee will work hard for the firm so that their overall objectives can be achieved.

Human Resource Development

his is an another function that should be performed by the HR manager of Morrisons. Some of the activities and processes are used by the manager so that all workers will be able to enhance their core competencies. When their knowledge, skills, experience will be improved then they will be able to achieve their future goals. For this, training and development programs should be conducted in the firm. Through such programs all staff members will be able to update their skills (Wang, Lin and Chu, 2011). When skilled workforce is created then the industry will be able to sustain their competitive advantage in the market than any other market leaders.

Performance management

This is the role of strategic human resource management to evaluate the performance of staff members so that overall effectiveness can be achieved (Kaufman, 2015). In this, all members will be able to get the reviews from their superior in order to improve their future performance. It is an ongoing process that is used by the manager to identify the progress of an individual and their strengths. Through this process, the overall performance of the workers can be improved. Employee wellness and health: The HR manager has to conduct some of the health and wellness programs in the firm so that morale of employees can be improved. Through this, the overall performance of the staff members can be improved that will lead towards the low absenteeism and low turnover. Through this employee engagement can be enhanced and they will be able to accomplish their objectives in an efficient manner. Further, the overall performance of Morrisons can be improved and they will be able to get success in the market (Strategic Human Resource Management - A Tool to Achieve Organizational Goals. 2017).

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Through all these interventions of human resource management the overall growth of the organisation can be improved. Through these the motivation level, commitment, involvement,engagement of the employees can be improved. When satisfaction level of workers will get improved then they will be able to perform well with their skills and knowledge. Through this the high performance of the staff members, Morrisons will be able to achieve the competitiveness at the marketplace.

2. Analyse the application of strategic HRM models, theories and approaches in practice

According to Marler (2012) strategic human resource management is used by the organization so that their overall growth can be improved. They are using the planning of the human resources and implement the strategy so that overall objectives of Morrisons can be achieved. On the other hand, strategic HRM uses the functions of human resource functional unit such as recruitment, selections, rewards, performance management and so on. As per the view point of Rees and Smith (2014) companies are using some of the strategic models, theories and approaches in order to improve their performance and attain the competitiveness in the market. Schalk, Timmerman and Van den Heuvel (2013) says that there are some of the models that are used by the manager such as:

Staffing: The manager of Morrisons have to recruit the right candidate for their vacant position in order to improve their performance. Along with this, a staffing program can be conducted by the firm so that they will be able to get the effective and skilled staff members. Through this, the manager will be able to retain their workers.

Training

Training and development programs should be conducted in the business organization so that all employees will be able to enhance their core competencies. Through the improved skills and knowledge, all workers will be able to offer quality services to their customers.

Compensations and rewards

These are kind of tool and technique that is used by the firm in order to improve the motivation level of all people who are working at the workplace. Through these, a positive reinforcement can be created within the worker and they will work hard so that overall objectives can be achieved. Along with this, staff members will become more competitive that will lead towards the success.

Labour relations

This model is used to improve the relations among all the employees so that a positive work environment can be created within the firm. When there are good relations among all the people then through this a smooth functioning can be ensured

As per the view point of Veld (2012) there are some theories and approaches that are used by the manager of the organization so that their overall performance can be improved in an efficient manner. Some of the theories such as Herzberg, two factor and Maslow are used in order to increase the motivation level among all the staff members so that their performance level can be improved. According to the view point of Bondarouk and Ruël (2013) some of the approaches are used by the higher authority of enterprise such as strategic fit, high performance, high commitment and high involvement. These are:

High performance management

The performance of the workers should be managed in Morrisons so that overall productivity can be enhanced, quality can be improved and that will lead towards the higher customers satisfaction. The performance can be improved through an effective recruitment, training and development program.

High commitment management

The commitment level of the employees can be improved through the high level of motivation in the firm. This can be improved through the relationship among the employees and employers. If trust is get build between all they employees then their commitment level is also increased and they will be able to achieve their objectives. This can be achieved through core competencies of the workers.

High involvement management

Morrisons have to consider their workers as a part of their business then only their involvement level can be increased within the organization. If their is proper communication between the higher authority and employees then their satisfaction level can be improved. Along with this, the manager has to share their mission and vision with the group members so that overall growth can be improved.

3. Evaluate the impact that a strategic approach to people management can have in contemporary organisations

According to the view point of Sparrow (2013) human resources are an important asset of the business organization so it is the responsibility of the manager to manage all the people of the firm. Through this the overall performance of the enterprise can be improved and they will be able to improve their position in the market. On the other hand, strategic human resource management is used by the firm so that overall objectives of the different functional units can be achieved. Through these strategies the overall satisfaction among all the workers can be improved and that will lead towards the success. It has been criticised by Marler (2012) that some of the strategic approaches are used by the manager so that they can manage all the people who are working in Morrisons. Talent management is a kind of approach that is used by the higher authority and through this they will be able to retain the high performing and skilled workers so that future goals can be achieved. This can be achieved through an effective training and development programs. Along with this, manager can also provide some rewards and incentives to their staff members so that absenteeism and turnover can be decreased. Through this, overall satisfaction of the workers can be achieved.

As per the view point of Wang, Lin and Chu (2011) the manager of Morrisons has to provide a work environment to their workers so that they will be able to improve their learning abilities. Through this they will be able to enhance their core competencies such as skills, knowledge, experience, attitude and beliefs. When these skills are get improve then they will be able to provide services to their customers as per their need and demands. On the other hand, they have to manage all the activities that are performed by their employees so that overall performance can be improved. He has to communicate with their subordinates in order to build a trust with them so that subordinate and superior relationship can be improved. It has been criticised by the Bondarouk and Ruël (2013) that if communication gap is their between employees and their higher authority then Morrisons will not be able to achieve their objectives in an efficient manner. Along with these, he has check the performance of their staff members and give them feedback so that they can perform better in future and all goals can be achieved. Further, the satisfaction level can also be increased so that they will be able to achieve their targets.

Sheehan and Cooper (2011) says that, on timely basis health and wellness programs should be conducted in the enterprise so that all workers will be able to get the peaceful environment. If a positive work environment is created then employees feel comfortable while doing the work and through this their performance and growth can also be improved. On the other hand, if negative environment is created then turnover and absenteeism is get increased within the enterprise. Through this the overall performance will not improved. As per the view point of Veld (2012) strong relationship should be their among all the staff members, between the worker and the manager. If relationship is get improved then communication gap is get reduced and trust is get established so overall performance can be improved.

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According to the view point of DuBois and Dubois (2012) human resources can be managed through some strategies that are performed in the firm. When resources can be managed then they will be able to perform well so that overall growth and position of the enterprise can be improved. On the other hand, some of the functions are performed by the manager such as recruitment, selection, planning, decision making, employee relations so that Morrisons can improve their brand image at the global level. As per the view point of Li, Frenkel and Sanders (2011) the firm have to focus on their stakeholders and perform such activities so that their objectives can be accomplished.

CONCLUSION

From the above mentioned report it has been concluded that human resource management is an essential functional unit of the business organization. They have to perform some of the functions such as planning, organizing and controlling. On the other hand, strategic human resource management is related to the HRM. Their main aim is to link the strategies of the human resources to the organizations objectives. It is the responsibility of HR manager to motivate their employees through some rewards and incentives so that their overall performance can be improved. Further, Morrisons can use some of the models and approaches in order to increase the employee engagement. They can also achieve the competitive advantage in the market through the high performance of their employees.

REFERENCES

  • Li, X., Frenkel, S.J. and Sanders, K., 2011. Strategic HRM as process: How HR system an
  • organizational climate strength influence Chinese employee attitudes. The Internationc
  • Journal of Human Resource Management. 22(9). pp.1825-1842.
  • DuBois, C.L. and Dubois, D.A., 2012. Strategic HRM as social design for environment
  • sustainability in organization. Human Resource Management. 51(6). pp. 799-826.
  • Sheehan, C. and Cooper, B.K., 2011. HRM outsourcing: the impact of organisational size
  • HRM strategic involvement. Personnel Review. 40(6). pp. 742-760.
  • Sparrow, P., 2013. Strategic HRM and employee engagement. Employee engagement in theor
  • and practice, pp.99-115.
  • eld, M., 2012. HRM, Strategic Climate and Employee Outcomes in Hospitals: HRM Care
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