Human Resource Management Essay

IntroductionThe raw slide in benevolent being preference attention is st ordaingic gentleman preference everyplacesight. It is gaining popularity edging out the traditional human choicefulness forethought. st aimgical human imagery is critical to the success of any organization because it is vigilance that is tied to consummation of the broader goals and the objectives of the organization. strategical human resource harbours the firm warring expediency in the industry within which it operates as it boosts the productivity of labor, which is oriented towards the gigantic term, and short-term goals of the organization. In pursuit of strategical human resource management there is an obvious consequence, which is attainment of combative strategies and modify firm performance. This is so because the essence of strategic management is its ability to influence the employee to develop an status that leads the organization into competitive advance and productivity . A firm cannot obtain festering and expansion which scheme that facilitates operations towards the objective.3.1 Identify a range of HR strategies for an organizationThere ar a range of human resource strategies that are adopted by organizations in order to improve their employment performance and their competitive strategies. First and fore close, the organization has resourcing outline which ensures that the management puts in place proper human resource planning, maintains high retention rate of employees, and harness the immense talents of employees to the betterment of the organization. Secondly, there is the learning and increment strategy which aims to give employees platform to engage in further takeing and life history development. The nigh early(a) strategic human resource strategy is reinforce strategy. This strategy ensures that the employees are paid fee which is tinge to the effort they put in the organization. Finally there is employee notification s trategy which helps to ensure there is wakeless rapport amongst management and employee. The employee relation strategy is achieved through having miscellaneous communication channel and sound involvement resolution mechanisms (Legge, 2005 P.154). 3.2 Assess HR strategies and their application in an organizationEach organization exists in a unique industry and it is indeed prudent that each of the human resource strategies are applied uniquely depending on the industry. Industry such(prenominal) as manufacturing and construction industry are such that it is light-colored to legal community employees stimulant by physically looking at the work they have make over a given period of magazine. It is thusly easier for the management of the organizations in those industries to adopt reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization, on the other hand, in most service industry such consultancy services it is not easy to p ascend employees input since input can only be assessed in wrong of clients satisfaction (Price, 2011 P.89). Quantify client satisfaction and tying it to pay for employee is therefore almost impossibility. Other strategies are largely uniform across several(prenominal) organizations with only slight differences and hence they are applicable across organizations in different industries. 4. Identify present-day(a) issues affecting strategic human resource managementStrategic human resource management is very high-voltage and keeps changing because better approaches to the concept are realized frequently. The dynamism that has characterized strategic human resource is driven by the fact that organizations wants to increase their competitive edge and boost their performance in the organizations within which they operate. The major contemporary issue that influences strategic management is globalization. All firms want to expand and acquire into im mature markets to increase their revenues. In achieving this they mustiness strategically direct the efforts of employees toward this objective. The other contemporary issue is downsize. Firms usually are operated with favourableness incentive they must therefore have cost cut measures to reduce expenses and enhance ack instantlyledge (Scholes & adenosine monophosphate Johnson, 2007 p.69). Downsizing offers the best option to cost cutting because salaries ca-ca a king of beastss share of organizations expenses.The management is therefore agonistic to retrench some its workers in a bid to realize profitability. automation of strategys is yet another contemporary issue affecting organizations strategic human resource management. Automation compels organization to ensure that their employees are knowledgeable in as far as technology is concerned. Installing system in organization is not any easy fete to achieve, it involves a agglomerate of costs to procure the software and h ardware components for the system. The other challenge is that it is time consuming because a lot of procedures have to be followed in integrating a system to the organization. The most challenging part of a management system is managing the system and its associated risks. The first risk is that the employees who are supposed to be part and separate of such a system whitethorn hold to include because they may not fully understand how such a system would be beneficial to them. The human resource team should therefore rise to the occasion by finding ways and means of influencing the employees to embrace such system within their ranks (Sharma 2011 p.48).Conclusion. Strategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. Strategic human resource gives the firm competitive advantage in the industry within which it operates as it boosts the productivity of labor which is oriented towards the pertinacious term and short term goals of the organization. In order to achieve this daunting task human resource management is responsible for several strategic functionssuch as recruitment, motivation of workers, designing job analysis, making of remuneration and other non-financial packages to employees, as well as facilitating staff training and development.ReferencesArmstrong, M. & Baron, A. (2004) Managing performance Performance care in Action. London CIPD. P.136 Bamberger, P. & Meshoulam, H. (2000). charitable resource Strategy Formulation, Implementation and Impact. Sage Publishers, p.254 Bechet, T. P. (2008). Strategic Staffing A Comprehensive agreement for Effective Workforce Planning. New York AMACOM, p.145 Cox, W. & Klinger, E. (2011) Handbook of Motivational advise Goal-Based Approaches to Assessment and Intervention with Addiction and Other Problems, Wiley & Sons p.125 Goodstein J. (2009) A applicatory Guide to J ob Analysis, John Willey and Sons pp. 68 Griffin, W. & Moorhead, G. (2011) Organizational demeanor Managing People and Organizations, Cengage learning, p.32 Henry A. (2008) Understanding Strategic Management, Oxford University Press pp. 51 Legge, K. (2005) Human resourcefulness Management Rhetoric and Realities, London Palgrave Macmillan, p.154 Price A. (2011) Human Resource Management, Cengage Learning, p.89 Scholes, K. & Johnson, G. (2007) Explaining Corporate Strategy, Hempstead Prentice Hall, p.69 Sharma K. (2011) Human Resource Management Strategic Approach to Employment, Global India publications p. 48 ASSIGNMNET 2Executive summaryStrategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. The report analyses how British Airways has adopted different strategies in strategic human resource management to achieve competitive strategies and improved firm performance. The reports also put into perspective the impact of union between British Airways and Iberia on strategic HRM at British Airways Overview of British AirwaysThe party commenced seam in the 1974 by and by the successful amalgamation of BOAC and BEA. It was owned by the state until 1987 when it undergoneprivatization. Up to date British Airways is the leading airline is UK flight of steps over 400 destinations across the world through both its warhead and passenger business. The company decided to merge with Iberia a Spanish air hose in order to produce synergies and as cost cutting measure through economies of scale. Task 1 Human resource strategies and their application to British Airways There are a range of human resource strategies that are adopted by British Airways in order to improve their business performance and their competitive strategies. First and foremost, the organization has resourcing strategy which ensures that the management puts in place pr oper human resource planning, maintains high retention rate of employees, and harness the immense talents of employees to the betterment of the airline. Learning and development strategy which aims to give employees platform to engage in further training and career development is equally applicable to British Airways. Several roles at the airline such as pilot and aeronautical engineer require immense skills and make love and as such the strategy ensures that employees attain this standard (Scholes & Johnson, 2007 p.69). The other strategic human resource strategy applicable to British Airways is reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization.By adopting this reward strategy employees at British Airways are driven by reward incentive to increase their productivity because earning the airline more business performance in terms of profitability and revenues. Finally there is employee relati on strategy which helps to ensure there is fair rapport between management and employee. British Airways can achieve employee relation strategy through having various communication channel and sound conflict resolution mechanisms. Task 2 Impact of merger between British Airways and Iberia on strategic HRM at British Airways The merger between British Airways and Iberia has had tremendous impact on strategic human resource management of British Airways. The merger was driven by the fact that organizations wants to increase their competitive edge and boost their performance in the organizations within which they operate. Through the merger the Airline hoped to increase its global presence by increasing its flights to the over 400 destinations that it had before the merger. Globalization through merging with Iberia ensures that the airline now under the holding company, International Airlines Group (IAG) expands and grows into new markets to increase its revenues. In achieving thi s they must strategically direct the efforts of employees toward this objective. The other impact of the merger is retrenchment. (Henry, 2008 p.51) says that downsizing offers the best option to cost cutting because salaries constitute a lions share of organizations expenses. The management is therefore forced to retrench some its workers in a bid to realize profitability. British Airline after the merger embarked on an elaborate cost cutting measure this obscure reducing their costs by a whopping 400 zillion in five years, one major way of achieving this would involve downsizing the workforce. The other impact of the merger is that the business adopted a new model. Installing system in organization is not any easy fete to achieve, it involves a lot of costs to procure the software and hardware components for the system. The most challenging part of a management system is managing the system and its associated risks. The first risk is that the employees who are supposed to be par t and parcel of such a system may refuse to embrace because they may not fully understand how such a system would be beneficial to them (Armstrong & Baron, 2004 p.123). The human resource team should therefore rise to the occasion by finding ways and means of influencing the employees to embrace such system within their ranks. The management of the International Airlines Group (IAG) decided to train 900 of British Airways staff and 4000 of Iberia staff on various aspect of this new business modelConclusionInternational Airlines Group (IAG) has no choice but to restructure its human capital by implementing the strategic involve of this factor of production to allow the firm a competitive edge in the industry. The management of IAG needs to integrate all the strategies of strategic human resource management to ensure that the employees are influenced towards achieving the strategic needs of the merger. The merger despite the challenges promises better gains for the holding company in terms of increase profitability and efficiency n operations.ReferencesArmstrong, M. & Baron, A. (2004) Managing performance Performance Management in Action. London CIPD. P.123 Henry A. (2008) Understanding Strategic Management, Oxford University Press pp. 51 Scholes, K. & Johnson, G. (2007)Explaining Corporate Strategy, Hempstead Prentice Hal, p.69