...Running Head: ALIGNMENT OF HRM AND BUSINESS STRATEGIES 1 Alignment of HRM and Business Strategies Name Professor Travis Davidson Strayer University HRM 530 – Strategic Human Resource Management January 22, 2015 Propose how you would ensure the HR strategy is in alignment with the business strategy. In order to ensure the HR strategy is aligned with the business strategy, HR needs to be proactive. It is HRs responsibility to identify the necessary skills to do the job and successfully recruit, promote, and evaluate based on those skills. According to the VP of the Center for Workforce Preparation at the U.S. Chamber of Commerce, Beth Buehlmann, she says that 75% of today’s workforce will need additional training “just to keep the jobs they have today” (Morden, 2013). Every company’s HR strategy needs to have a vision which is a picture of the anticipated future, a mission that is strong and convincing, goals that lead to the achievement of the needs and wants, strategy to achieve those goals, and initiatives to implement the strategy (Wheeler, 2012). Describe the HR job position and the responsibilities listed for that HR department. The Marriott HR department position is headed up by the HR Coordinator. This position is responsible for supporting recruitment, training, benefits, payroll, performance appraisals, and career development. Implementation of HR programs and initiatives is the responsibility of the HR Manager which requires...
Words: 734 - Pages: 3
...Alignment of HRM and Business Strategies Assignment 1 Strategic Human Resources Management- HRM 530 Ford Motor Company believes it is one of the greatest automobile manufacturers of all time. One Ford, One team, One Plan, One Goal is the mission and vision for its company, which is an American diversified global automobile industry, and that was founded in 1903, by Henry Ford (“History of Ford Motor Company”, 2015). These vehicles have changed how the world view and drove automobiles. Their core values are putting people first, pursuing excellence, embracing the change, acting with integrity and serving our world. They have always worked on the base of founding principles and their heritage. Propose how you would ensure the HR strategy is in alignment with the business strategy. According to the OPM, HR (1999), alignment means to incorporate decisions about people with decisions about the results an organization is trying to obtain. Companies that successfully align HR with the business mission accomplishments do so by integrating HR with the planning process and activities that support the mission and goals of the company, while building a strong relationship. Aligning Human Resources (HR) Strategy with the Business Strategy, Ford is committed to ever changing upgrades and developments to help ensure the company can realize its goals. This company’s values and vision will provide the groundwork for everything it does to include its employees, what’s right for the customer...
Words: 956 - Pages: 4
...head: Ethical Issues in HRM Strategy HRM 530: Assignment #1 Nakesha Booker Strayer University Dr. Obi Iwuanyanwu July 15, 2012 When hired as a newly HRM (Human Resource Management) consultant, you must first understand your role before you can began assisting with any issues or other areas of overlap. The primary role of a HRM consultant “is to assist the client to identify needs, develop an action plan and facilitate change to enhance the success of your organization. Our management, human resource, and training services are designed to improve productivity, efficiency, communication and employee morale” (Welcome to HR Consultants, Inc., 2009). Once you have a thorough understanding of your duties in this role you can successfully develop an action plan that will aid in the implementation of necessary changes within the organization. Some areas of overlap that you many encounter in a new client organization could include; but not limited to the following: talent acquisition, retention, employee morale, and training. Each of these roles (in my opinion) is vital in the successfulness of any organization. If you, as a HRM consultant can acquire the needed talent, effectively train them while instilling the need of excellent employee morale, you will be able to retain these employees keeping, while maintaining a high retention rate. While not all candidates selected will be successful, the important part is that HRM consultants keep and reward...
Words: 745 - Pages: 3
...Alignment of HRM and Business Strategies HRM 530 Jernita Taylor Dr. Joe DiBenedetto Starbucks Coffee Company is a global coffeehouse chain that started in Seattle Washington in 1971. With revenues increasing every year since its opening year Starbucks began to publically trade in 1992. In this paper I will evaluate Starbucks Coffee Company’s Human Resource and business strategy by describing HR positions in Starbucks and the responsibilities listed for the HR Department. I will determine which HR position I would prefer while working for Starbucks with reasoning. I will analyze how Starbucks can establish HRM strategies to improve competitive advantages and Lastly, I will discuss three ways the company can continue to increase diversity. I. To ensure that the HR strategy is aligned with the business strategy Starbucks can ensure that employees hired know what the goals and growth strategies are for the company as a whole and on an individual store basis. One of Starbucks business strategies of 2015 is to be the employer of choice. Starbucks believes its company’ success lies a great deal with the people the company chooses to employ and it’s also important for the company as a brand to have a name that’s respected in the way it treats its employees. A survey conducted by Starbucks shows that 27% of the customers love the brand because of the way it treats its people. (Starbucks Press Release, 2015) Starbucks HR strategy since 2011 has been to hire people who are the very...
Words: 1132 - Pages: 5
...Britni Davis January 21, 2013 HRM 530 Ethical Issues in HRM Strategy Dr. Daniel C. Frost Introduction As a Human Resource Management Consultant you are there to solve the problems of the company that has hired you. Also not only is that the key objective of your job you have to be ethical due to not messing up business relationships with other clients you may have. This paper will focus on different objectives that a HRM Consultant may have while doing his or her job. Identify the areas of overlap in the new client organization with others that you have had as clients. An Area that may overlap in a new client organization with others that you have had as clients would be giving a completive edge to another client. An overlap could be when a HR consultant departs one client and joins another. The knowledge acquired at the previous company can be sensitive and valuable to the new client. This can cause ethical problems for me as the new HRM consultant. Ethical Dilemmas: There are many ethical issues that can come about in the case of HRM consulting. When you have knowledge of the company and previous assignments that can be useful in your new position. As a consultant you can encounter many obstacles some can be being Fair, Competitive Edge and not being biased. Fairness: The wisdom of a consultant improves with experience. An old client‘s project experience has helped the consultant in providing a more wise consultation to future clients. Therefore, whether or not...
Words: 1251 - Pages: 6
...Rajesh Tiwari Strayer University HRM 530 Prof. Mary Collins July 21, 2013 Question 1. Propose how you would ensure the HR strategy is in alignment with the business strategy. Ford Motor Company is the second largest is the auto maker company in America and the fifth largest auto maker company in the world. It was founded by Henry Ford and was established in the year 1903. The company produces heavy trucks, luxury car and various commercial vehicles under its own name. The company sales various automobiles and vehicles by the use of “Ford” brand and luxury car under the “Lincoln” brand. The company has employed around213000 employees in its ninety plants so that it can give its best result to its customers and to the society at large. Ford Motor Company provides a golden as well as incredible opportunity for most of the Human Resource professionals which they have never experienced in terms of cultural and global considerations. The company provides many opportunities to experience the expertise and technical knowledge for the manufacturing and design facilities. The company provides various training to the employees to deal with the complex business issues. The company does not leave any chance of their employees’ motivation and promotion. The company provides various opportunities in Labor relations, Business Operations, Work force planning and recruiting them, in Personnel Relations and learning and Development. Question 2. Describe the HR position and the responsibilities...
Words: 894 - Pages: 4
... Riordan's President does not feel comfortable with changing the compensation system and the company has allocated $50,000 to hire an independent human resource (HR) consultant to analysis the issues in the employee survey. The HR consultant presented a proposal to redesign Riordan Manufacturing’s compensation and reward system which suggested a salary survey of the company's positions be conducted to determine current market positioning and adjust the salaries based on the results of the survey. The proposal also suggested developing an incentive system for sales and research and development based on the company's change to a CRM. Additionally, the proposal recommended a performance appraisal process be developed to ensure clearer alignment between business strategy and performance rewards (Apollo Group, Inc., 2004). Situation...
Words: 2667 - Pages: 11
...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
Words: 9227 - Pages: 37
...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
Words: 9211 - Pages: 37
...Running head: XEROX Case Assignment Two- Xerox Charmella L. Tyler Dr. Valencia Westray-Miller Strategic Human Resource Management – HRM 530 October 29, 2011 Discuss how human resource professional can ensure that top organizational leaders encourage managers and employees to follow laws and guidelines. It is the human resource professional’s responsibility to ensure the fair treatment of all employees. Human capital is one the most significant assets held by organizations. Weatherly (2003) identifies an organization’s human capital as “the collective sum of the attributes, life experience, knowledge, inventiveness, energy and enthusiasm that its people choose to invest in their work.” Organizational leaders are responsible for locating and hiring human resource professionals that are knowledgeable about federal and state laws and guidelines that support will manage and influence organizational culture, promote employee safety and fairness, and adjust and facilitate change quickly and efficiently within the company. Organizational leaders hire human resource professionals to provide adequate up-to-date information about federal and state laws and guidelines to employees. Human resource professional are faced with the tasks of developing and enforcing clear policies against employee discrimination, and keeping employees familiar with their rights and laws. Human resource professionals must abide by specific guidelines and laws to conserve employers’ money and...
Words: 1149 - Pages: 5
...Assignment 1 week 3 – Alignment of HR and Business Strategies Carmen Roberts Professor Morgan Human Resource Management – HRM 530 April 22, 2016 1. Discuss the factors causing the employees dissatisfaction. It appears the employee has a variety of factors that are leading to their dissatisfaction. One has an enormous amount of work that is not challenging enough for him or her. The employee has a lot of busy work. Busywork is work that usually appears productive or of intrinsic value but actually only keeps one occupied. It can get aggravating doing a variety of little tiresome, tedious work. It has lead to making her feel bored on the job. Secondly, the employee lacks education, instructions and excitement. There appears to be no career advancement or development. Therefore, she has not been encouraged or guided toward steps for promotion. Inasmuch as she has been performing the same duties without promotional training she does not feel she is achieving her career goals. Thirdly, she is experiencing burnout. According to Careerplanning (2011) burnout is a combination of exhaustion of physical or emotional strength or motivation that is a result of prolonged stress or frustration. Burnout is related to the job duties, tension, stress and interoffice issues. Burnout is draining and can to someone looking for a new job. Sometimes, there is just so much you can take. There are a lot of employees who suffer this sort of burnout and it takes...
Words: 1241 - Pages: 5
...• " A STUDY OF THE IMPACT OF HUMAN RESOURCE PRACTICES IN REGIONAL RURAL BANK OF MP II (A) INTRODUCTION OF HRD According to Economic Theory, the factors of production are land, labour, capital, organization and enterprise to produce and distribute goods and services. These five factors can be further grouped into two broad categories, (i) land and capital and (ii) labour, organization and enterprise. The former category is passive in nature while the latter one is active. The inputs of this category may be largely termed as human resources working in the form of entrepreneurs, managers and workers. No amount of production of any good or service is possible in their absence. Even with the given factor - inputs (factors of production) of the first category, the magnitude of goods and services and their quality depend on the quality of such human resources. In the present day society, the need for well developed and qualified human resources is being felt very profoundly to successfully face cut-throat competition. This is because the modern commercial and industrial scenario is characterized by mega-sized organizations, global competitions, innovative and newer wide variety of goods and services and ever changing technology. In this situation, the development of human resources has assumed more significance so as to understand and use ever - changing technology and to do the job effectively and efficiently, eventually leading to...
Words: 4801 - Pages: 20
...contributors Preface Authors’ acknowledgements Tour of the book HRM as I see it: video and text feature Publisher’s acknowledgements Key topics grid xviii xx xxi xxii xxv xxxiii xxxiv xxxvi xxxviii xl 1 2 2 2 3 3 3 4 5 6 8 9 9 13 16 17 18 18 20 22 22 24 25 27 30 I the arena of contemporary human resource management 1 the nature of contemporary HRM John Bratton Outline Objectives Introduction The development of HRM Keynesianism: collectivism and personnel management HRM in practice 1.1: A new role for HR professionals Neo-liberalism: individualism and HRM Management and HRM The meaning of ‘human resource’ The meaning of ‘management’ The nature of the employment relationship Scope and functions of HRM Theoretical perspectives on HRM HRM in practice 1.2: Twenty-first-century senior HR leaders have a changing role The Fombrun, Tichy and Devanna model of HRM The Harvard model of HRM The Guest model of HRM The Warwick model of HRM The Storey model of HRM HRM and globalization: The HRM model in advancing economies? Ulrich’s strategic partner model of HRM Studying HRM Critique and paradox in HRM viii contents ix Case study: Canterbury Hospital Summary, Vocab checklist for ESL students, Review questions and Further reading to improve your mark 33 34 37 37 37 38 38 39 41 44 44 45 46 48 50 52 54 55 56 56 58 60 62 65 66 69 69 69 70 70 71 72 72 73 73 74 77 78 80 81 88 92 2 corporate strategy and strategic HRM John Bratton Outline Objectives Introduction Strategic management...
Words: 37021 - Pages: 149
...EPG SHRM Foundation’s Effective Practice Guidelines Series HRM’s Role in Corporate Social and Environmental Sustainability Produced in partnership with the World Federation of People Management Associations (WFPMA) and the North American Human Resource Management Association (NAHRMA) HRM’s Role in Corporate Social and Environmental Sustainability This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM®). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part...
Words: 25781 - Pages: 104
...www.ccsenet.org/ijbm International Journal of Business and Management Vol. 5, No. 12; December 2010 Employee Engagement: The Key to Improving Performance Solomon Markos (Corresponding author) PhD Scholar, Department of Commerce and Management Studies, Andhra University Waltair, Visakhapatnam-530 003, Andhra Pradesh, India Tel: 91-996-664-1683 E-mail: solomonmarkos5@yahoo.com M. Sandhya Sridevi Professor, Department of Commerce and Management Studies, Andhra University Waltair, Visakhapatnam-530 003, Andhra Pradesh, India Tel: 91-984-884-2230 Abstract Employee engagement is a vast construct that touches almost all parts of human resource management facets we know hitherto. If every part of human resources is not addressed in appropriate manner, employees fail to fully engage themselves in their job in the response to such kind of mismanagement. The construct employee engagement is built on the foundation of earlier concepts like job satisfaction, employee commitment and Organizational citizenship behaviour. Though it is related to and encompasses these concepts, employee engagement is broader in scope. Employee engagement is stronger predictor of positive organizational performance clearly showing the two-way relationship between employer and employee compared to the three earlier constructs: job satisfaction, employee commitment and organizational citizenship behaviour. Engaged employees are emotionally attached to their organization and highly involved in their job...
Words: 5173 - Pages: 21
