Importance of SHRM for Organization-Free-Samples for Students

Question: What is Strategic Human Resource Management Explain why SHRM is important for Organizational success provide example and evidence to support your arguments. Answer: Introduction (Purcell Boxall, 2015) Highlights the connection between Human Resource Management and strategic management. The scholars connect Strategic Human Resource Management (SHRM) to organizational functions, leadership, policies and practices. This summary unveils existing gaps in basic HRM. Among the problems is the inability to cope with the changing global environment. This disconnection between HR and strategic needs in an organization explains the emergence of a detailed approach to contemporary HRM. By explaining the role of HRM as a significant part of organizational strategies, the authors bring out its importance in creating a competitive edge(Purcell Boxall, 2015, p. 57). In the contemporary business world, companies continuously innovate new ideas using self-awareness, commitment and smart projections techniques. This gives them recognition and better opportunities in the competitive system(SenGupta, 2011). Globalization is the reason for numerous reforms in the management sys tems. Its impact in employee management touches on individuals bringing out the best in human capital. Using the example of Vodafone New Zealand, this essay defines SHRM in a global environment. It discusses SHRM elements namely, organizational performance, market competition and barriers successful implementation of SHRM. By 2014, Vodafone New Zea Land had a revenue per employee at $728, 400 (Keall, 2014). This was higher than what its competitors Spark and 2 Degrees had. Despite this immense contribution from its employees, the brand also has a notable retrenchment plan. SHRM ensures that its employees do not waste their talent after such job losses. Most of its employees have marketable IT skills, which might present challenges like skills mismatch and adaptation to change Performance Management and HRM Performance management becomes better with HRM but SHRM adds more value. Research associates high performance with employee attitudes like trust and job satisfaction(Xian, Lewis, Atkinson, 2017). HRM practices encourage constructive inter relationships between the managers and their teams. As a result, HRM provides workable solutions for personnel management. It does this by creating a platform for successful management practices. Vodafone has had its own share of challenges when it comes to balancing good personnel practices and performance costs(McBeth, 2014). As the countrys leading provider of telecommunication services, the brand has to balance its operations and functions effectively. Gaining an edge over competitors in business is a continuous process that takes calculated steps(Riccucci, 2016, p. 14). Having recognized that business organizations have a lifecycle, an effective performance management plan needs to feature a continuous process whose focus is the HR trends in t he global environment(Purcell Boxall, 2015, p. 41). Performance revolves around the fundamentals of HRM. Training As organizations strive to achieve competences in different capabilities, it needs to tap into peoples talents. The process of building a reputable and qualified personnel calls for a talent management plan. Training is one way to improve on skill deficiencies in an organization. It ensures that Vodafone employees can match the technology systems in the industry. The penetration of organizations like Vodafone into the New Zealand markets often finds the new region professionally unprepared(Keall, 2014). When this happens, the organization may choose to train new staff with the expected skills, or import skills in form of expatriates. This costs money and it has its own challenges. Aligning the employee interests with the organizational needs is strategic. Employees must feel the motivation to partake in this development. Part of Vodafone NZ initiatives is in technology development(Vodafone New Zealand Foundation, 2017). This is not just for CSR but for developing an informed society, that becomes a regular consumer. Its corporate leadership agenda incorporates support for technology development issues among the youth(Crook, Todd, Combs, Woehr, Ketchen Jr, 2011). Having an understanding of the characteristics of the population enables Vodafone to target the skilled workforce in technology. The young generation is the ideal focus because of they are keen on technology products and services. Cultural barriers in Multinationals Company layoffs in multinationals is a common occurrence because of the uncertainties in the global markets (Higginbottom, 2016). Brands face a challenge of changing the global consumers mindset with new ideas. Cultural barriers are at the center stage of this problem. One way to solve the problem of cross-cultural hindrances is by having a diversified work force. The localization of global companies by hiring more employees from the host country gives it a global image. Incorporating the local community makes the brand acceptable and it brings benefits to the local community. A closer look at Vodafone NZ reveals that it is a segment of the main global brand. Within its region of New Zealand, It also has multiple divisions. The management of such complex organizations requires HR strategies to limit its challenges. The merger between the global Vodafone and Australias TelstraClear led to an increase in the number of staff and diverse cultures(Herald, 2012). The management of these employees requires a unified HR system designed with a multicultural approach that tackles language barriers and cultural conflicts. SHRM prevents discrimination based on cultural practices in an environment where terrorism elements stem from religion. Pay systems Employees who leave global organizations like Vodafone find it hard locating jobs that pay at the same level. This is because the brand has in place unmatched pay packages and compensations for its workers. Top-notch professionals search for jobs in competent multinational organizations because of the work experience(Onichabor, 2017). A good environment is one in which an employee enjoys a good interpersonal relationship. Vodafones exposure to IT applications places its employees at a competitive edge in the industry and beyond. The brand provides a strong foundation for skill development and it gives the worker an opportunity for learning and networking. As a result, its compensation plan needs to consider the employee competencies, work experience and professional training. This is in line with international labor laws. However, New Zealand also has its employment and industry laws(Flides, 2017). These may differ from its country of origin in Britain. Although the UK and New Zealand share a number of cultural values, the introduction of Vodafone in the new location in 1993 brought about some changes in the peoples lifestyle. Technology in communication transforms the society giving it a global outlook(Castells, 2011). Vodafone New Zealand employees from countries outside the region travel across borders in order to offer their professional skills. As a result, they receive monetary and non-monetary packages as a motivational factor. Among these is the health benefit cover for employees and their family members. In modern organizational management, cultural diversity is a major concern for the management and training in language is a non-financial benefit (Barton Diane, 2011) SHRM Factors Corporate Leadership Leadership in business is contributes to performance practices in many ways. Its impact affects employees, supervisors and the management systems of the organization. Vodafone NZ is a large organization with numerous leadership posts. The alignment of leaders from different branches and departments calls for strategic coordination. Quality leadership from its top provides direction at each level. Redirection in form of restructuring and reinventing the brand shapes the corporate culture (Beer, Boselie, Brewster, 2015). The fact that Vodafone NZ has diverse product segments and services means it requires an effective leadership plan for all stakeholders. SHRM advocates for the involvement of employees as part of these changes. The existence of the brand in an entrepreneurship environment where business models adopt innovative approaches is fragile because leading brands poach skilled personnel from competitors. Vodafone NZ becomes a leader through a different level of thinking(Kanter, 2011). Becoming a business leader means the organization needs. Winning organizations invest in CSR practices, which add value to the consumer as well as the employee. Vodafone NZ as the leading in telecommunications sets a corporate leadership example, which implements union laws and advocates for respect to human rights (Midllemiss, 2017). Benchmarking The strategy enables brands to embrace progressive change in the dynamic market system. Line managers connect individual workers and the HRM in an organization (Alfes, Truss, Soane, Rees, Gatenby, 2013). HR practices encourage task performance as well as personal development. As a result, organizations need structural frameworks, which motivate the individual employees. Vodafone NZ replicates the Vodafone Groups health and safety tactics(Vodafone, 2014). As a core value, the strategy ensures that the operations protect employees in all kinds of tasks. Engraved in the organizational culture, this approach gives the brand recognition among its competitors in terms of risk management, occupational safety, and contractor management. In SHRM, benchmarking advocates for databased management decisions that improve the system, product, service quality through process(ELMO, 2015). In essence, the HR team seeks to analyze efficiency, individual performances, unit ratios and piecemeal changes. This leads to progressive change as the improvement culminates to a competitive advantage. The employee becomes part of this process under different levels of operation in the multiple divisions. Benchmarking improves the company from its subdivisions and stages of development. Technology and Innovation The information technology age came with major changes in the work environment. By placing innovation at the center of strategic management, it created employment opportunities for the technically trained(Castells, 2011). Improved management of personnel advocates for a good working environment that invests in employees safety and health matters(Riccucci, 2016, p. 50). Workers who travel across different regions for work deserve quality compensation and technology skills have benefited such professionals. Influenced by external factors of globalization, cultural diversity provides guidelines for management practices. The success of an organization in the cross border business is largely dependent the ability to manage tap into diverse talent regardless of language and culture barriers. Essay Effective Human Resource Management in the international hospitality industry covers a wide area. It has a unique approach to making workers productive without coercion. The technology industry is demanding and it calls for competent skills. The characteristic development of technology over the years creates a need for the advancement of new skills to manage it. That is why there are changes in the management practices. This approach looks at the weaknesses of HRM as well as its strengths. It combines it with performance management to form Strategic Human Resource Management. This is a method of managing workers using modern approaches such as digital technology for strategic communication. The changes in HRM arise from its practices, policies and functions. Some of the challenges encountered in HRM include the management of cross-cultural employees. SHRM provides strategies for employing foreign workers, new workers from the host country and offering attractive jobs. SHRM supports advanced principles of management for employee functions like cloud computing, and digital or eHRM(Strohmeier Stefan, 2014). SHRM advocates for individual competencies through self-awareness. This helps the brand to match the employee with the organizational goals and objectives. These are the strategic maps drawn to ensure that each department contributes to the overall best practices. Teamwork is also at the heart of the organization and SHRM supports Vodafone NZ approach to having different teams within its divisions is helps the brand to unify its focus. Motivational team awards used to reinforce employee performance target the success of the group as well as individuals(Liu, Harris, Zheng, Li, Kirkman, 2016). SHRM looks at factors that enhance teamwork such as open offices, team events and compensation plans. As a result, workers in most global companies today feel appreciated. Potential employees look forward to finding jobs in such organizations because of the opportunities as well as the working conditions. The Vodafone team building action has a plan for staff development that is also entertaining. Organized in safe environments, these activities have learning activities to relieve stress and give employees a treat. These activities bear results because employees interact with each other and they gain motivation to perform(CircleResearch, 2015). SHRM supports strategic management to enable the company to tap into the global markets(David, 2011). Vodafone is yet to open branches in regions where government control of the telecommunications is unchallenged like China. Experiences in New Zealand provide concrete information for the brand to penetrate the new markets. SHRM provides proof that foreign companies can create employment in foreign countries successfully. It ensures that the brand succeeds. As an improvement to a business process, it improves revenue and brand image. Successful companies like Vodafone NZ manage to uphold a good reputation in all kinds of regions. Companies with franchised units maintain a uniform approach to personnel management because of these strategic planning. Conclusion Strategic Human Resource Management is a new approach to personnel management for contemporary organizations. This is a multidimensional approach to employee relations in an organization. Managers in HR embrace its methodology as a holistic approach to cross country organizations. The use of Vodafone New Zealand as a case example compliments the role of technology in HR management. The global culture indicates a shift in the way organizations handle employees in the organization. Rather than using them as performance tools, SHRM takes employees as stakeholders in the organization and industry. The framework for managing HR in organizations with a culturally diverse setting has factors from the host country as well as the foreign or country of origin of the brand Vodafone NZ comes from UKs Vodafone Group. In order for the brand to succeed in New Zealand, it needs to localize by creating employment for local employees. This is one way to gain the favor of the community. SHR finds ways in which such global brands can hire and retain employees effectively. It does not ignore strategies for retrenching its workers fairly. The approach encourages organizations to be in good terms with the host nation and its people. Developing a good, reputation starts with treating workers well. Therefore, SHRM is a branding strategy for creating a competitive edge through employee management tactic References Alfes, K., Truss, C., Soane, E., Rees, C., Gatenby, M. (2013). The relationship between line manager, percieved HRM practices, and inidvidual perfomance: Examinining the mediating role of engagement. Human Resource Management, 839-859. Barton, R., Diane, V. (2011). Agency and the deunionisation in an Australian telecommunications company. Journal of management organization. Beer, M., Boselie, P., Brewster, C. (2015). Back to the future: Implications for the field of HRM of the multistakeholder perspecive proposed 30 years ago. Human Resource Management, 427-438. 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