Human Resource in an Organization
HR代写 There is unanimous consensus amongst business scholars that an organization’s human resource strategy is pivotal for the business plan.
Human Resource, Business Plan, and Organizational Performance
There is unanimous consensus amongst business scholars that an organization’s human resource strategy is pivotal for the business plan. Incidentally, the management of a company’s workforce is directly linked to the ability of the form to succeed in its routine business running. A profound business plan is that which incorporates a functioning human resource strategy in which employees work closely with colleagues to boost trade.HR代写
However, while scholars have unanimously concurred on the essence of HR on boosting business, it has become increasingly clear that it is difficult to determine how HR strategy affects organizational performance. The argument put forth here is that it is difficult to establish a yardstick for determining the outcome of HR strategies and the resultant impact, if any, on performance.
This essay provides an overview of human resource and how it is essential in any business plan as well as the difficulty of determining its potential impact on performance.
The Benefits of Incorporating Human Resource and Business Strategy HR代写
Firms are advised to establish a close relationship between the overall business plan and the human resource strategy because the ultimate deciding factor of success depends on the productivity of the workforce. As observed in numerous organizations, however effective a business strategy may appear to be on paper, there would be no success without the cooperation of employees, staff, management, and every other personnel in the organization.
As Apple visionary Steve Jobs explained,HR代写
the road to success within any given organization is through creating a cohesive organizational culture (Dessler, 2014). It is crucial as well to note that concepts about the perfect business or marketing strategies do not create success; any form of achievement depends heavily on the motivation of employees to actualize it. Many organizations have been known to dedicate their resources to procure expert opinions regarding the success of business strategies, which often do not translate into any prospective future accomplishments (Werner & Desimone, 2012).
The biggest problem in such situations is about focusing on misguided priorities while ignoring the real essence of strategic business planning. which is employee motivation to improve workforce productivity. As such, it is important for every business planner or marketing strategist to understand the key to success is through the merger of the business plan with the human resource strategy.HR代写
In the present business landscape,
consumer tastes, preferences, and choices have become largely unpredictable considering that customer needs keep changing sometimes in drastic proportions. Therefore, the most viable strategy is to create a comprehensive business plan that recognizes the role of human resources in attaining the desired business objectives. The Harvard Business Review identifies human resource as the most strategic tool for tactical planning and implementation of long-term policies (Noe et al, 2011).
Businesses are therefore urging human resource managers to equip organizational workforce with special skills and competencies that build up organizational capacity to gain a core competitive edge and build sustainability going forward. Such a plan is based on the understanding that the manner in which HR recruits, trains, and manages human capital determines future progress.
For every effective business plan,HR代写
strategic human resource management offers a guidepost for building a firm foundation for tactical long-term planning. In practice, such plans involve creating an effective organizational structure and building a lasting commitment among employees to pursue projected organizational goals through tactical planning and implementation.
For best-practice organizations, as explained in the Harvard Business Review, strategic HRM involves defining the goals and pursuits to be achieved within a designated time frame along with the human capital and competencies required to meet those specific pursuits (Dessler, 2014).
The process of merging human resource management and the overall organizational planning, referred to by scholars as competency-based management, allows the organization to access human capital and use it to achieve the desired goals.HR代写
According to an article published in the Cornwell HR Review,
a generic HRM strategy ought to focus on the overall performance of the entire organizational workforce as opposed to individual performance of specific personnel. The entire essence of having a workforce is to ensure their efforts, skills, and talent blend in together to create a powerful force to oversee the implementation of desired objectives (Dessler, 2014).
This underscores the essence of teambuilding along with proper leadership. In addition strategic HRM focuses on solutions. This is to say that planning does not involve avoiding challenges rather than overcoming those challenges by deploying human capital in form of innovation, creativity, and ingenuity. Challenges are inevitable but they can also be surmounted through tactical planning (Kaufman, 2008).
First, HR must build focus and inspire commitment among employees.HR代写
The objective of strategic HRM is to create a sustainable competitive advantage for the company moving into the future. The cardinal rule of HR planning and management is that employees’ performance is greatly influenced by how they feel. In view of this proposition, it is vital to ensure that employees have a positive perception of their job description as well as their contributions to the organization (Kaufman, 2008).
Once they feel that they are part of an organization that allows them to be the best in what they do. they develop a feeling of belongingness as well as a sense of pride and identity. This has a desirable outcome on their performance.
For any given business plan to be effective,
the structure of human resource must create a learning environment that fosters employee engagement. In a scenario where HR fails to create a viable learning environment, the outcome reflects lack of knowledge management and capacity building, which in turn stall organizational success (Singh & Kumar, 2011). The key to improving the productivity of organizational workforce lies in effective management of corporate knowledge.
Dr. Madison Gilbert, a business expert from Harvard Business School, explains that proper management of intellectual assets – corporate knowledge – facilitates the dissemination, assimilation, and application of that knowledge through learning (Dessler, 2014). This shows the interplay between Nonaka’s SECI model and knowledge management.HR代写
Nonaka’s SECI model illustrates the process through which tacit and explicit knowledge (types) interact and create and convert new knowledge (Noe et al, 2011). Viable management of knowledge involves proper communication between HR and various departments as well as among employees, staff, and top management. Like in the ‘socialization mode’ in Nonaka’s SECI model, individuals assimilate knowledge through learning organization.
Human Resource Strategy and Organizational Performance HR代写
As discussed above,
there is a widespread view among scholarly platforms that the key to any successful business is human resource. However, there lacks a clear cut methodology detailing how the potential outcome of any human resource strategy on organizational performance might be measured is not clearly defined.
The absence of a reliable mechanism of measuring the impact of HR strategy on organizational performance makes it that much difficult to tell how it can help boost business. As a result, the link between HR and improved performance – or lack of it – remains unclear. Likewise, it is not clear how a functioning human resource helps an organization gain cost advantage. which is the cornerstone of a profound business plan.HR代写
while it has been proven that higher employee motivation translates into better organizational performance. there lacks articulate theoretical and practical basis of studying human resource policy and how such policies translate into improved practice. Likewise, to evaluate the nature of organizational performance, one would have to assess the ‘best fir’ or ‘best practice,’ which often vary due to the dynamic nature of the internal and external environments.
Ultimately, there are many variables in human resource that make it difficult to measure outcome in different scenarios. For instance, a company can have a HR strategy of downsizing in an attempt to keep a manageable workforce. Such a move would require that some employees be relieved of their respective duties. which is likely to cause unnecessary panic. As such, there the company would have efficient cost management .but it would not help improve performance as every worker will be on the lookout for possible dismissal.HR代写
As a HR strategy therefore, downsizing is likely to have the reverse effect on organizational performance.
On the other hand, a decision to cut back on the number of workers could be beneficial in certain circumstances. Consider a scenario where there is an impending digital switch in a tech company; the human resource department may choose to replace workers with machines such that work previously done by people can be discharged by electronic gadgets.
This way, the company retains a small number of employees who have specialized skills to oversee the digital switch. The projected result would be cost efficiency and improved performance. Given both scenarios, it is clear how difficult it would be to determine the impact of an organizational human resource strategy on performance.
It is crucial as well to note that concepts about the perfect business or marketing strategies do not create success; any form of achievement depends heavily on the motivation of employees to actualize it.
Therefore, it is crucial for businesses to establish a close relationship between the overall business plan and the human resource strategy, because the ultimate deciding factor of success depends on the productivity of the workforce. In addition, despite the enthusiasm about HR strategy being beneficial to organizational performance, determining the exact impact of HR strategy on performance remains a difficult task.
Kaufman, B. E. (2008). Managing the Human Factor: The Early Years of Human Resource Management in American Industry. Ithaca, New York: Cornell University Press.
Dessler, G. (2014). Human Resource Management. Upper Saddle River, NJ: Prentice Hall.
Mathis, R. L., & Jackson, J. H. (2009). Human resource management essential perspectives. New York: Continuum.
Mathis, R. & Jackson, J. (2014). Human Resource Management. Stamford, CT: Cengage Learning.
Noe, A., Hollenbeck, B. & Wright, M. (2013). Human Resource Management: Gaining a Competitive Advantage. New York: McGraw-Hill/Irwin.
Singh, P. N. & Kumar, N., (2011). Employee Relations Management. New Delhi: Pearson Education South Asia.
Werner, J. M., & Desimone, R. L. (2012). Human resource development. Mason, OH, South-Western.