Staffing Strategies Human Resources
Executive Summary
Human Resource Management is consistently challenged by the need to adapt to the forever changing business environment and react through their focus on staffing policies to enhance their own competitive advantage within a business setting. This essay identifies the key reasons why staffing policies are changing as well as how they are changing from an organisational point of view. This paper also includes academic literature and organisations to support the theories and practices used.
Introduction
The nature of work in today’s society brings many challenges for staffing in organisations. Some of the factors that are contributing to the dynamic nature of work environments are knowledge-based work places and the fact that organisations are placing more demand on employee competencies. In conjunction with this the demographics within an organisation such as culture, age and diverse work places are all contributing to the business environment and staffing policies. Staffing, as described by Heneman & Judge (2009, p.28) is the practice of acquiring, deploying and retaining a workforce to create a positive impact on the overall effectiveness of organisations. Each of the practices identified by Heneman and Judge (2009, p.28), come together to create staffing policies for organisations. Whilst the notion of acquiring talented employees, deploying competent staff members and retaining quality employees all contribute to staffing policies, they also form part of the wider goal which is Strategic Human Resource Management and the end goal of sustained competitive advantage. Literature review identified arguments for and against each of these ideas presented by Heneman and Judge (2009) which will be explored in further detail. This paper will critically analyse academic writings on staffing as well as drawing on personal experience (Company ABC) and case evidence from South West Airlines to support and/or challenge the main arguments.
Human Resource Management is consistently challenged by the need to adapt to the forever changing business environment and react through their focus on staffing policies to enhance their own competitive advantage within a business setting. This essay identifies the key reasons why staffing policies are changing as well as how they are changing from an organisational point of view. This paper also includes academic literature and organisations to support the theories and practices used.
Introduction
The nature of work in today’s society brings many challenges for staffing in organisations. Some of the factors that are contributing to the dynamic nature of work environments are knowledge-based work places and the fact that organisations are placing more demand on employee competencies. In conjunction with this the demographics within an organisation such as culture, age and diverse work places are all contributing to the business environment and staffing policies. Staffing, as described by Heneman & Judge (2009, p.28) is the practice of acquiring, deploying and retaining a workforce to create a positive impact on the overall effectiveness of organisations. Each of the practices identified by Heneman and Judge (2009, p.28), come together to create staffing policies for organisations. Whilst the notion of acquiring talented employees, deploying competent staff members and retaining quality employees all contribute to staffing policies, they also form part of the wider goal which is Strategic Human Resource Management and the end goal of sustained competitive advantage. Literature review identified arguments for and against each of these ideas presented by Heneman and Judge (2009) which will be explored in further detail. This paper will critically analyse academic writings on staffing as well as drawing on personal experience (Company ABC) and case evidence from South West Airlines to support and/or challenge the main arguments.