Human Resource Management Essay

IntroductionThe new trend in clement pick perplexity is strategic adult male mental imagery c ar. It is gaining popularity edging out the tralatitious tender-hearted resource centering. Strategic mankind resource is diminutive to the succeeder of any judicature because it is counseling that is tied to achievement of the broader goals and the objectives of the face. Strategic mankind resource gives the sign of the zodiac competitive advantage in the industry in spite of appearance which it operates as it boosts the productiveness of labor, which is oriented towards the long term, and short-term goals of the system of rules. In following of strategic human resource management there is an obvious consequence, which is skill of competitive strategies and improved firm exercise. This is so because the essence of strategic management is its ability to influence the employee to develop an attitude that leads the organization into competitive borderline and productivi ty. A firm arousenot obtain growth and expansion which dodge that facilitates trading operations towards the objective.3.1 Identify a range of HR strategies for an organizationThere atomic number 18 a range of human resource strategies that be adopted by organizations in order to improve their trade performance and their competitive strategies. offset printing and foremost, the organization has resourcing dodge which examines that the management frame ups in place proper human resource planning, maintains high retention rate of employees, and harness the immense talents of employees to the rise of the organization. Secondly, there is the learning and development schema which aims to give employees platform to lock away in further training and career development. The opposite strategic human resource outline is reward system. This strategy ensures that the employees are paid requital which is equal to the effort they put in the organization. Fin all(prenominal)y there is employee resemblance strategy which helps to ensure there is good rapport between management and employee. The employee relation strategy is achieved by subject matter of having dissimilar communion channel and honorable conflict 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 therefrom prudent that each of the human resource strategies are applied unambiguously depending on the industry. Industry such as manufacturing and construction industry are such that it is well-fixed to measure employees input by physically feel at the work they take a leak done over a tending(p) period of time. It is hence easier for the management of the organizations in those industries to adopt reward strategy. This strategy ensures that the employees are paid earnings which is equal to the effort they put in the organization, on the other hand, in most service industry s uch consultancy services it is not easy to measure employees input since input can only be assessed in terms of lymph glands satisfaction (Price, 2011 P.89). Quantify client satisfaction and tying it to pay for employee is therefore almost impossibility. Other strategies are largely uniform crosswise several organizations with only slight differences and wherefore they are applicable across organizations in different industries. 4. Identify modern-day emersions affecting strategic human resource managementStrategic human resource management is very dynamic and keeps changing because better approaches to the theory are draw ind frequently. Thedynamism that has characterized strategic human resource is operate by the fact that organizations wants to increase their competitive edge and boost their performance in the organizations within which they operate. The study contemporary issue that influences strategic management is globalization. All firms want to expand and grow into new markets to increase their revenues. In achieving this they must strategically direct the efforts of employees toward this objective. The other contemporary issue is downsizing. Firms unremarkably are operated with profitability bonus they must therefore have address cut measures to reduce expenses and enhance receipts (Scholes & Johnson, 2007 p.69). Downsizing offers the best excerpt to toll rude(a) because salaries constitute a lions dispense of organizations expenses.The management is therefore forced to retrench some its workers in a bid to realize profitability. Automation of systems 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 engine room is concerned. Installing system in organization is not any easy fete to achieve, it involves a lot of cost to procure the software and computer hardware 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 challenge part of a management system is managing the system and its associated hazards. The first risk is that the employees who are hypothetic to be part and parcel of such a system may refuse to embrace because they may not to the full understand how such a system would be beneficial to them. The human resource squad should therefore rise to the occasion by conclusion ways and means of influencing the employees to embrace such system within their ranks (Sharma 2011 p.48). mop up. 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 long 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, innovation 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 surgical procedure precaution in Action. capital of the United Kingdom CIPD. P.136 Bamberger, P. & Meshoulam, H. (2000).Human Resource Strategy Formulation, Implementation and clash. Sage Publishers, p.254 Bechet, T. P. (2008). Strategic Staffing A super System for Effective Workforce Planning. New York AMACOM, p.145 Cox, W. & Klinger, E. (2011) Handbook of Motivational counselor-at-law Goal-Based Approaches to Assessment and Intervention with Addiction and Other Problems, Wiley & Sons p.125 Goodstein J. (2009) A Practical watch to Job Analysis, John Willey and Sons pp. 68 Griffin, W. & Moorhead, G. (2011) Organizational Behavior Managing People and Organizations, Cengage learning, p.32 total heat A. (2008) Understanding Strategic Management, Oxford University insisting pp. 51 Legge, K. (2005) Human Resource 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 scholar 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 news report analyses how British Airways has adopted different strategies in strategic human resource management to achieve competitive strategies and improved firm performance. The reports al so put into perspective the impact of merger between British Airways and Iberia on strategic HRM at British Airways Overview of British AirwaysThe company commenced business in the 1974 afterward the successful merger of BOAC and BEA. It was owned by the state until 1987 when it undergoneprivatization. Up to realize British Airways is the leading airline is UK flying over 400 destinations across the world through both its freight and passenger business. The company intractable to merge with Iberia a Spanish Airline in order to pose 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. for the first time and foremost, the organization has resourcing strategy which ensures that the management puts in place proper human resource planni ng, maintains high retention rate of employees, and harness the immense talents of employees to the advancement 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 experience 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 consequently earning the airline more business performance in terms of profitability and revenues. Finally there is employee relation strategy which help s to ensure there is good 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 front end 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 sort out (IAG) expands and growsinto new markets to increase its revenues. In achieving this they must strategica lly direct the efforts of employees toward this objective. The other impact of the merger is downsizing. (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 involved reducing their costs by a whopping 400 million 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 part and parcel of such a sys tem 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 convocation (IAG) decided to train 900 of British Airways staff and 4000 of Iberia staff on various aspect of this new business modelConclusionInternational Airlines radical (IAG) has no choice but to restructure its human capital by implementing the strategic needs 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 increased 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