Dean Blake's Case Study Analysis
CASE STUDY
INTRODUCTION
Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed strategic planning process.
QUESTION ONE
The word “strategy” is derived from the Greek word “stratçgos”; stratus (meaning army) and “ago” (meaning leading/moving)
Strategic human resource management is essential in both large and small companies. In small companies, this may be as simple as the owner or manager taking a little time every day to observe, assist, and assess employees, and provide regular reviews. Larger companies may have a whole department in charge of human resources and development. By meeting the needs of the employees in a way that also benefits the company, it is possible to improve the quality of staff members. Taking the effort to provide employees with the tools they need to thrive is worth the investment. Also, through strategic decisions, there is the shaping of the Knowledge, Skills, Abilities and Other Characteristics (KSAOs) of the workforce based on the vision and goals set by the organization in its strategic decision making process.
Strategic human resource management is designed to help companies best meet the needs of their employees while promoting company goals. Human resource management deals with any aspects of a business that affects employees, such as hiring and firing, pay,
INTRODUCTION
Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed strategic planning process.
QUESTION ONE
The word “strategy” is derived from the Greek word “stratçgos”; stratus (meaning army) and “ago” (meaning leading/moving)
Strategic human resource management is essential in both large and small companies. In small companies, this may be as simple as the owner or manager taking a little time every day to observe, assist, and assess employees, and provide regular reviews. Larger companies may have a whole department in charge of human resources and development. By meeting the needs of the employees in a way that also benefits the company, it is possible to improve the quality of staff members. Taking the effort to provide employees with the tools they need to thrive is worth the investment. Also, through strategic decisions, there is the shaping of the Knowledge, Skills, Abilities and Other Characteristics (KSAOs) of the workforce based on the vision and goals set by the organization in its strategic decision making process.
Strategic human resource management is designed to help companies best meet the needs of their employees while promoting company goals. Human resource management deals with any aspects of a business that affects employees, such as hiring and firing, pay,
References: Armstrong, M. 2005. A Handbook of Human Resource Management Practice: 9th edition, Kogan Page Limited, London, UK Connor, D. (1993). Managing at the speed of change. New York: Random House Dormant, D. (2011). The chocolate model of change. Lulu.com Dyer, L. & Kochan, T. 1995. Is there a new HRM? Contemporary evidence and future directions. In: B. Downie, P. Kumar & M.L. Coates (eds.) Managing HRM in the 1990s and beyond. Is the workforce being transformed? Kingston, Ontario: Industrial Relations Centre Press, Queens University Leiserowitz, A. (2007) American opinions on global warming. A Yale University/Gallup/ClearVision Institute Poll. New Haven, CT: Yale School of Forestry & Environmental Studies. Linville, P., & Fischer, G. (1991). Preferences for separating and combining events: a social application of prospect theory and the mental accounting model. Journal of Personality and Social Psychology, 60, 5–23. Rogers, E. (2003). Diffusion of innovations (5th ed.). New York, NY: Free Press Ulrich, D. 1997. Human resource champions: The next agenda for adding value and driving results. Boston. Massachusetts: Harvard University Press