...Redesigning Human Resource Redesigning Human Resource Human resource plays an essential role in the organization. The main functions of human resource in the organization are providing training to employees in the organization and benefits. In addition, human resource helps in performance manage and promoting safety of the workers in the organization. Other roles include recruiting employees and payroll. Most of the organizations do not recognize the benefits of human resource in the organization as they have not integrated human resource in their activities. The human resource functions are limited to payroll, benefits, training, performance manager and safety. Also, the organizations do not allow human resource managers to report to organizational managers. Human resource managers report to VP of operation. Organizations in different parts of the world have integrated human resource in their activities. The human resource roles have increased for the last ten years. Many people have called the human resource for the last ten years to take the role of strategic partner. In this role, human resource is seen as a member of the senior management team. In addition, human resource is involved in making important decisions in the organization like forming strategies, designing the organization and implementing the business model. There are various methods that can be used to redesign human resource in the organization and make it an essential strategic partner in the future...
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...and Management Vol. 5, No. 12; December 2010 Impact of Resource Based View and Resource Dependence Theory on Strategic Decision Making Ali Raza Nemati Riphah International University, Islamabad, Pakistan Tel: 92-345-590-5581 E-mail: aliraza.nemati@riphah.edu.pk Afkar Majeed Bhatti Riphah International University, Islamabad, Pakistan Tel: 92-333-535-9743 E-mail: Afkar_tg@yahoo.com Muhammad Maqsal Riphah International University, Islamabad, Pakistan Tel: 92-345-956-5435 E-mail: mmaqsal@gmail.com Immad Mansoor Riphah International University, Islamabad, Pakistan Tel: 92-345-580-0451 E-mail: immadmansoor@gmail.com Fariha Naveed Riphah International University, Islamabad, Pakistan E-mail: farihanaveed@riphah.edu.pk Abstract This paper aims to investigate different factors determining strategic Decision making. This study attempts to identify the role of RBV and RDT and its impact on strategic Decision making. It has been seen that different strategies has to be made to get competitive advantage keeping in mind external resources and while strategies differ when to get competitive advantage through internal resources such as Human resource and capital Resource. In this research heuristics and bounded rationality acted as moderator to strategic decision making as when decision makers (managers take decisions personal biases and heuristics also get involved. Keywords: Decision making, Resource based view, Resource dependence theory, Heuristics and biases 1. Introduction The...
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...Assignment #1 Ethical Issues in HRM Strategies You have just been hired to consult with a new client organization. This organization is similar to others for whom you have served in an HRM consulting role and experiences many of the same problems and situations that the other organizations have had. You have a wealth of knowledge about other organizations’ HRM strategies. Describe your approach to this new client in terms of relying upon knowledge you have gained working with other similar situation. 1. Identify the issues of overlap in the new client organization with others that you have had as client. 2. Explain the ethical dilemma(s) that may arise if you use your expert knowledge of other organizational HRM strategies with the new client. 3. Discuss your approach to customizing HRM strategy to business strategies. 4. Emphasize the importance of establishing HRM strategies to improve a competitive advantage. Issues of overlap in a new client organization. According to Stewart & Brown (2012) good human resource management practices help successful organizations meet the needs of their employees, customers owners and society. .A company must have a strategic plan to for dealing with important changes that are likely to occur both in the marketplace and among its workforce. Employee productivity increases when organizations hire and motivate employees effectively. Good human resource practices create more satisfied employees who in turn...
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...guidance, support and resources at aqa.org.uk/7132 You can talk directly to the Business subject team E: business-studies@aqa.org.uk T: 01483 477 863 AS (7131) A-level (7132) Specifications For teaching from September 2015 onwards For AS exams in May/June 2016 onwards For A-level exams in May/June 2017 onwards Version 1.0 19 August 2014 aqa.org.uk G00395 Copyright © 2014 AQA and its licensors. All rights reserved. AQA retains the copyright on all its publications, including the specifications. However, schools and colleges registered with AQA are permitted to copy material from these specifications for their own internal use. AQA Education (AQA) is a registered charity (number 1073334) and a company limited by guarantee registered in England and Wales (company number 3644723). Our registered address is AQA, Devas Street, Manchester M15 6EX. AS Business (7131) and A-level Business (7132). AS exams May/June 2016 onwards. A-level exams May/June 2017 onwards. Version 1.0 Contents 1 Introduction 5 1.1 Why choose AQA for AS and A-level Business 1.2 Support and resources to help you teach 2 Specification at a glance 2.1 Subject content 2.2 AS 2.3 A-level 5 6 8 8 8 9 3 Subject content 10 Strategic decision making (A-level only) 3.1 What is business? 3.2 Managers, leadership and decision making 3.3 Decision making to improve marketing performance 3.4 Decision making to improve operational...
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...www.ccsenet.org/cis Computer and Information Science Vol. 4, No. 2; March 2011 The Impact of Human Resource Information System on Strategic Decisions in Iran Hassan Rangriz (Ph.D) Assistant Professor, Department of Management, School of Economic Sciences No. 66, Roudsar Ave, Hafez Ave, P. O. Box: 15875-1111, Tehran, Iran Tel: 98-912-226-2026 E-mail: hassanrangriz@yahoo.com Javad Mehrabi (Ph.D) Assistant Professor, Faculty of Management & Accounting, Islamic Azad University Qazvin Branch, No. 1, Daneshgah Ave, P. O. Box: 34185- 1416, Qazvin, Iran Tel: 98-281-3675-787 E-mail: mehrabijavad@yahoo.com Alireza Azadegan (M.A.) Researcher, Tehran, Iran Tel: 98-912-8158675 E-mail: Azadegan1981@yahoo.com Abstract Purpose – The purpose of this paper is to examine the impact of Human resource information system (HRIS) on strategic decisions. Design/methodology/approach – The papers develops a research model based on current literature and then test this model in Mellat and Parsian banks selected from 19 banks with 18000 branches, public and private sectors in Iran. Statistics society consists of 172 persons include assistant of general managers in both personnel affairs and welfare and domestic payments department in Mellat bank, and also professionals, managers and deputy of personnel affair and department of organisation and methods in Parsian bank. The sample size provided based on "Cohan- Morgan- Korjsay" is 108...
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...Organizations University of Southern California 1 What Makes HR a Strategic Partner? Edward E. Lawler III and John W. Boudreau Executive Summary For several decades, the HR function in corporations has been encouraged to become a strategic partner. Data from a longitudinal study of large corporations suggest that HR is not now a strategic partner and that little or no movement toward it becoming one has occurred. An analysis of what HR can do to become a strategic partner shows some clear actions that HR can take. These include talent development in HR, creating corporate centers of excellence, developing the right metrics and analytics, and perhaps most important, understanding how human capital management impacts business results. The results also show that there are a number of strategy activities that HR can be involved in and that to some degree, different factors influence how much HR is involved in each of them. 2 What Makes HR a Strategic Partner? Edward E. Lawler III and John W....
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...ET HI CA L I S SUES IN HRM STRATEG Y by PHILLIP REID Professor: Damaris Garrett COURSE: STRATEGIC HUMAN RESOURCE MANAGEMENT 10/23/12 ! 1 When providing Human Resources consulting to a new organization that is similar to ones that one has worked with in the past there are several opportunities and risks that must be identified when relying on knowledge gained from these previous experiences. Opportunities include, identifying areas of overlap, customizing your Human Resource Management strategy to the organizations business strategy, while emphasizing the importance of establishing Human Resource Management Strategies to improve a competitive advantage. Risks include ethical dilemmas that may possibly arise when utilizing our knowledge of other organizational Human Resource Management Strategies with our new client. These areas of overlap include the application of the employment laws based in Title VII of the Civil Rights Act, ensuring employment safety, and execution of the core human resource functions. As a HR consultant regardless of the nature of the business one wants to ensure they are always in compliance with the employment laws as outlined in the Civil Rights Act and any subsequent amendments. If not implemented, this can cause the business to be imposed severe penalties and incur fines as a result of lawsuits filed. We also want to foster an environment that provides occupational safety through compliance with standards and guidelines as outlined by OSHA...
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...Strategic human resource management John Bratton Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance. ‘If a global company is to function successfully, strategies at different levels need to inter-relate.’ 1 ‘An organization’s [human resource management] policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control...
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... Strategic human resource management John Bratton Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance. ‘If a global company is to function successfully, strategies at different levels need to inter-relate.’ 1 ‘An organization’s [human resource management] policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative...
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...– Test 1 (9,1,2,4,7,8) Chapter 9: Managerial Decision Making Decision: a choice made from available alternatives Decision-making: the process of identifying problems and opportunities and then resolving them Programmed decisions: involve situations that have occurred often enough to enable decision rules to be developed and applied in the future Non-programmed decisions: are made in response to situations that are unique, are poorly defined and largely unconstructed, and have important consequences for an organization Certainty: all the information the decision maker needs is fully available Risk: a decision has clear-cut goals and that good information is available, but the future outcomes associated with each alternative is subject to change Uncertainty: managers know which goals they wish to achieve, but information about the alternatives and future events is incomplete Ambiguity: the most difficult decision situation; the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define and information about outcomes is unavailable * Can create a “wicked decision problem” which are associated with conflicts over goals and decision alternatives Classical-rational model: decision making based on rational economic assumptions and manager beliefs about what ideal decision making should be * Economics assumes that people are rational * How a decision maker SHOULD decisions (normative) * Considers all the alternatives...
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...chapter two Strategic human resource management John Bratton If a global company is to function successfully, strategies at different levels need to inter-relate.1 Throughout the first half of our century and even into the early eighties, planning – with its inevitable companion, strategy – has always been a key word, the core, the near-ultimate weapon of ‘good’ and ‘true’ management. Yet, many firms, including Sony, Xerox, Texas Instruments, …have been remarkably successful… with minimal official, rational, and systematic planning.2 Chapter outline Introduction p. 38 Strategic management p. 38 Hierarchy of strategy p. 42 Strategic human resource management p. 46 HRM and organizational performance p. 60 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework. 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management. 3. Explain the two models of strategic HRM, the matching model and the resourcebased model. 4. Comment on the various strategic HRM themes of re-engineering, workplace learning, trade unions and leadership. 5. Explain the methodological difficulties of measuring the link between HRM practices and organizational performance. 38 The Nature of Human Resource Management Introduction In the first chapter we examined the theoretical debates on the nature and significance...
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...in Trade Unionism Have Affected Employee Relations 6 1.3 Role of Main Players in Employee Relations 8 2.0 Understanding the Nature of industrial Conflict and Its Resolution 10 2.1 The Procedures an Organization should follow in dealing with Conflicts 10 2.2 The key features of employee Relation in a Selected Conflict Situation: 12 2.3 Effectiveness of procedures used in a selected conflict situation 14 LO3 Understanding collective bargaining and negotiation processes 15 3.1 The role of negotiation in collective bargaining 15 3.2 The impact of negotiation strategy for a given situation 17 Win-Win Strategy 17 Win-Lose Strategy 17 LO 4 : Understanding the concept of employee participation and involvement 20 4.1 The influence of the EU on industrial democracy in the UK 20 4.2 Comparing of the methods used to gain employee participation and involvement in the decision making process 23 4.3 The impact of human resource management on employee relations 24 Conclusion 26 References & Bibliography 27 Introduction The Purpose of this assignment to acquire knowledge and development of skills about employee Relations (Relations between an employer and a collective workforce, typically through a recognized union), its nature, historical background, types, and European Union roles in its development. It also encompasses the industrial conflicts such as strike, lock out etc. and the procedure for solving those dispute to ensure smooth business operation. Further purpose of this...
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...Why Human Resources? ..................................................................................... 2 Why Shell Company? .......................................................................................... 2 1-1- 1-2- 2- Constraints on Shell’s Human Resource Strategies ..................................................... 3 IT systems for fully decentralized geographically company .................................. 3 Operating as part of the local community ............................................................ 3 Highly skilled nature of new jobs ......................................................................... 3 2-1- 2-2- 2-3- 3- Analyzing Shell’s constraints according to the book’s categorization ........................... 4 4- Shell’s solutions for constraints on Human Resource Strategy .................................... 6 Using Technology to transform HR...................................................................... 6 Implementing concept of fairness and equity........................................................ 7 Connecting new business goals with talent recruitment policies ............................ 8 4-1- 4-2- 4-3- 5- Conclusion ................................................................................................................. 9 Page 1 1- Introduction 1-1- Why Human Resources? Human Resources (HR), as one of the key points of operation management strategy decision, involves...
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...with a Concentration in Human Resource Management The Bachelor of Science in Business (BSB) undergraduate degree program is designed to prepare graduates with the requisite knowledge, skills, and values to effectively apply various business principles and tools in an organizational setting. The BSB foundation is designed to bridge the gap between theory and practical application, while examining the areas of accounting, critical thinking and decision-making, finance, business law, management, marketing, organizational behavior, research and evaluation, and technology. Students are required to demonstrate a comprehensive understanding of the undergraduate business curricula through an integrated topics course. The Human Resource Management Concentration helps students develop an understanding of the fundamentals of human resource management and its strategic relevance in business. The concentration addresses the legal and ethical components of the decision making process involved in the human resources environment. The Human Resource Management Concentration introduces students to the basic concepts of human resource management, and allows further study in the areas of employment law, risk management, recruitment and selection of employees, international HR, change management, compensation and benefits, employee development, and performance management. Students will also develop an understanding of the critical business implications for human resource professionals today and in...
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...Unit 7.3 Strategic Resource Management Level 7 Contents Introduction 1.1 Investigate how human resource management contributes to the achievement of organisational objectives 1.2 Critically evaluate the role of human resource management within an organisation 1.3 Appraise the processes that an organisation uses to plan its human resource requirements 2.1 Evaluate the recruitment and retention strategies used in an organisation 2.2 Critically assess the techniques that are used for employee development in an organisation 2.3 Evaluate the contribution of human resource development techniques in ensuring employee engagement 2.4 Systematically analyse the effectiveness of human resource management strategies in supporting organisational strategy 3.1 Investigate how physical resource management contributes to the achievement of organisational objectives 3.2 Critically evaluate the role of physical resource management within an organisation 3.3 Systematically appraise the processes that an organisation uses to plan its physical requirements 4.1 Investigate how marketing activities contribute to the achievement of organisational objectives 4.2 Critically evaluate the role of marketing operations within an organisation 4.3 Systematically appraise the processes that an organisation uses to develop its markets 5.1 Investigate how information systems management contributes to the achievement of organisational objectives 5.2 Critically evaluate the role...
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