BUS7B31 HRM In Context Sample
Introduction
Many businesses make the error of believing that human resource management is a contributory function and that it takes action in response to directives from senior leadership or other business-related departments. Maybe a few years ago, this was the situation. But it is no longer the fad or the accepted wisdom. Associations and the HR people group know about the meaning of this capability and how, in the advanced world, the direction is crucial for human asset obligations. All human cycles are locked in when HR direction is referenced. Choices made inside or by this capability influence each phase of a worker’s vocation, including enrollment, recruiting, execution assessment, remuneration, and end. For a speedier and savvier direction, HR utilizes market information alongside inward input and bits of knowledge. All business processes are affected by decisions. Contrary to past perception, HR is today a genuine business partner. All of the businesses that the corporation participates in are directly affected by its actions. All HR choices are directly and inextricably linked to organizational objectives. Given the way teams work today, HR rarely operates in silos in businesses. Performance goals will filter down to the individuals in the form of overall corporate goals, such as what types of business metrics are being evaluated. A superb recognition policy that the HR department will decide to implement will help to establish a culture of achievement-oriented if the organization’s objective is to become the market leader. These are a few significant ways that decision-making occurs and presents itself in human resource management (Vrontis et al., 2022). Now, businesses are paying more attention to these factors and stressing how important HR choices are to overall business operations. The chosen organization for this essay is Tesco. Here, in this essay, the decision-making process of the human resource management of Tesco will be discussed.
Discussion
Key external factors have a significant impact on HRM
There are various elements that affect everyday activities in human assets. It’s crucial to adapt to this industry because suddenly new laws with immediate application dates or corporate policies that disproportionately affect human resources may be amended. A powerful procedure for the HR division considers outside factors that could affect the division (Shrestha et al., 2019). The outer elements which influence the human asset of the executives of Tesco are unofficial laws, financial circumstances, innovative headway, and labor force socioeconomics.
Government Regulations: Tesco’s HR division is feeling the squeeze to comply with the law because of the reception of new work environment consistency guidelines. The HR division’s employment, preparation, compensation, end, and different methods are completely influenced by these sorts of regulations (Zamanan et al., 2020). Tesco may face heavy fines for breaking the rules, and if the situation were really bad, it might even force the company to go out of business.
Economic Conditions: The current state of the economy is one of the largest external impacts. It could also make it more difficult to hire anyone at all, which has an impact on the talent pool. One of the best methods to prepare for economic conditions is to make a plan for when there is a downturn in the economy as well as to be aware of what is going on in the organization’s immediate environment (Connelly et al., 2021). Tesco can survive a downturn in the economy if they have a rainy-day fund or a strategy for dealing with the hostile climate.
Technological Advancement: This is viewed as an outer effect since when new innovations are presented, the HR office might begin considering strategies to reduce expenses and psychologists. One individual could follow through with a responsibility that previously expected two to four people. Not just according to the viewpoint of the buyer, yet in addition as inner expenses decrease, innovation is modifying the manner in which organizations work.
Workforce Demographics: The HR division should track down systems to attract this new gathering of competitors as a more seasoned age resigns and a more youthful one enters the labor force. They need to employ contrastingly and give elective compensation bundles that allure for this more youthful age. The working environment likewise should be obliging to the way this age works.
As well as recruiting and firing workers, those responsible for human assets, the board guarantees that all outer impacts are considered and that the right methods are followed to forestall lawful activity and punishments (Anwar and Abdullah, 2021). There is a decent likelihood that outside factors are affecting somebody’s work and their employer, in this way anybody in HR ought to ensure they are giving close consideration to them.
Approaches to HRM strategy in relation to the organizational strategy
Tesco’s HR strategy was developed from the ground up with the goal of vertical integration, which entails aligning HR strategy with business strategy and organizational culture. The three methods of developing HR strategies; the “universalistic,” “contingency,” and “configurational” approaches—are thus given the framework they require. The business plan should be vertically integrated with the HR strategy, and both should be compatible with the corporate culture. From this process of alignment, everything else flows.
Incorporating the company plan, the main challenges that could have an impact on HR strategies are those related to intents for expansion or contraction, acquisitions, mergers, divestments, diversification, and product/market development. proposals for enhancing competitive advantage through innovation that results in differentiating goods and services, boosting output, enhancing the quality and customer service, and lowering costs (downsizing) (Zeebaree et al., 2019). the perceived need to change the organization’s culture to be more positive and performance-focused, as well as any other culture management requirements related to changes in the organization’s philosophies, such as gaining commitment, mutuality, communications, involvement, devolution, and teamwork.
HR-related elements may have a small but significant impact on business strategies. Business strategy implementation is the focus of HR strategies. Key HR opportunities and restrictions must, however, be considered in the company plan. In order to find fit, one must be aware of the abilities and behaviors required to carry out the strategy, the HRM procedures required to elicit those abilities and behaviors, and the swift implementation of the desired system of HRM procedures. An approach to competitive strategy that links various HR strategies to the competitive strategies of the company offers a framework for coordinating HR and business plans.
Many experts have expressed their opinions on the idea of strategic human resource management over a protracted period of time. They talked about it using a somewhat different strategy. Some approaches have been discovered via their literature review. These methods are founded on performance, dedication, resources, participation, and strategic match-based techniques. Backward integration is a strategy that is performance-based. This method places a strong emphasis on the output or performance of systems, machines, and personnel as a whole. The aspects that affect performance must be explored backward in order to achieve higher performance. Because human resource management is a significant aspect that influences performance, strategies are also developed for human resource management (Mohammed and Quddus, 2019). Management approaches SHRM from a performance-based perspective. Strategies for technology, materials, operational procedures, supply, maintenance, etc., can be created. The approach includes provisions for human resources. The top management’s approach to SHRM is therefore performance-based. When developing an HR plan to raise employee performance, each individual’s performance is taken into consideration, and calculations are made backward.
The psychological aspect of the commitment-based approach is greater. It relates to the employees’ mental and psychological feelings. The focus while developing strategies is on how committed individuals are to their jobs and organizations. Everything is favorable for the organization because of the high degree of dedication. A higher level of employee engagement at work benefits output, product or service quality, the employer-employee relationship, labor relations, and peace (Sousa et al., 2019). All of this leads to improved overall organizational performance, financial success, industry advancement, general business efficacy, and market standing. A higher level of employee commitment is taken into consideration when developing an HR strategy.
HRM practitioners respond to national and/or international factors at operational level
Tesco is a global brand and the HR management practices can be modified after the evaluation of the national and international factors on the operational level. Managing human resources is an important part of the organization and then the organization will try to implement the strategies for the development of skills and capabilities within the employees of Tesco. The main purpose of human resources is to recruit employees who will increase the profitability and productivity of the organization (Vincent et al., 2020). The efficiency in the employee’s performance will increase the business performance. Changes within the world are a continuous process and the human resource practitioners will try to develop the policies and procedures for the company after evaluating the changes. The economic changes are one of the national and international factors of the company. Tesco will face some changes within the business processes due to the changes within the economy of the country and in the global platform. Tesco’s human resource management will change its practices according to the demands of the market. The business performance of the organization can be improved when the organization will try to implement the changes in the strategies according to the current economic conditions of the global market (Vincent et al., 2020). In this time of globalization, technology is upgrading continuously and the changes in the technological strategies are happening because the company has to fulfil the demands of the consumers from the market. The applicants and the employees of the organization should have the capabilities which can handle the changes in the technology and try to formulate a training program which will cover these areas (Aust et al., 2020). The company will provide training and knowledge to the employees so that they will have an idea about the modern tools and framework which will be implemented within the business for developing creative business ideas for the organization (Aust et al., 2020). The human resource management should have understood the factors and then implement innovative strategies so that it will be possible for the company to deal with the changing environment and try to understand the requirements of the consumers and the stakeholders of the company. Legislation and regulation of the organization should be modified according to the time. The legislation will be modified for the employees and give them a proper safe environment so that their job satisfaction levels will increase with time (Cooke et al., 2020). Organizational structure is an important factor for human resource management because the human resource strategies will modify the organizational structure according to the demands of the market. In the international market, Tesco is trying to maintain the organizational structure so that it will be beneficial for the human resource manager to develop strategies for the diversified environment. In Tesco, the employees come from different cultural backgrounds and it is important to provide opportunities to all the employees so that they can grow and the business of the organization will develop (Cooke et al., 2020). The human resource practitioners will try to maintain an environment where discrimination between the employees will not happen and all the employees will get the facilities.
HRM practitioners respond to national and/or international factors at strategic level
The human resources practitioners will develop the strategies to support the changing environment. Tesco has some vision and mission and that can be achieved when the organization will do strategic development after understanding the national and international factors of the human resource (Kaslow et al., 2020). The rules and regulations for the employees should have changed with time because the business process of the organization is changing. Technology has improved a lot and a strategic decision will be made. Tesco has created a high-performance work system for the employees so that they can perform well and the organization will be able to have proper growth in the business (Malik et al., 2021). The employees must have known about their responsibilities and when they will understand their tasks then they will be able to perform well in the organization. The human resource manager will explain the roles and responsibilities of the organization to the employees so that they will be able to understand the importance of the tasks. The human resource manager will provide training to the employees for developing capabilities to do the work and improve their performances (Kaslow et al., 2020). The company should have the right measures for measuring the performances of the employees and a reward system to give appreciation to them so that they will feel excited to do the work. The human resource manager will measure the KPI of each employee and on the basis of the evaluation, a reward will be given to the employees (Malik et al., 2021). Facilitating communication is another criterion to be established by the human resource manager. Sometimes, the organisation does not have the proper structure which will facilitate the performance of the employees (Farndale et al., 2019). The company must have known about the structure of the organization and what facilities should be given to the employees, the facilities will be modified with time. The requirements of the employees are changing with time and the companies will try to modify the rules and regulations of the company to support the employees for their better performance and business improvement (Farndale et al., 2019). The human resource practitioners will evaluate the internal and external impacts on the business and try to align the legislature according to that. Globalization has changed the scenario for the business because now the company must have implemented innovative business strategies so that it will be easier for the company to improve the ways of doing business. Tesco will modify the human resource rules and regulations after the evaluation of the globally changing environment and the strategies will be changed according to that. The human resource manager will evaluate the profiles of the competitors and then formulate the strategies so that it will be easier for the company to get a competitive advantage in the international market. Tesco has to make some strategic decisions in human resource management that will support the organization in adapting to the changes and improve its business over time.
Conclusion
The human resource management will give direction to the company about the changing world and the capabilities of the employees. The demands of the company are changing with time and it is the main focus of the organization to expand the business in the global market. Human resource management will evaluate the conditions of the business and the internal and external factors so that it will be easier for the company to implement different business models and frameworks for the business. The human resource managers will evaluate the profile of the competitors and try to develop the environment diversified so that all the employees will be provided with equal opportunities and there will be no place for discrimination. The primary criteria of the company are to increase the business performance on the international platform and it is possible when the organization will increase the capabilities of the employees according to the modern time and then formulate new strategic decisions. The company will make changes within the reward system and the measurements of the performances to evaluate the capabilities of the employees and then take necessary steps to improve the business conditions for the company.
Reference List
Journals
Anwar, G. and Abdullah, N.N., 2021. The impact of Human resource management practice on Organizational performance. International journal of Engineering, Business and Management (IJEBM), 5.
Aust, I., Matthews, B. and Muller-Camen, M., 2020. Common Good HRM: A paradigm shift in Sustainable HRM?. Human Resource Management Review, 30(3), p.100705.
Connelly, C.E., Fieseler, C., Černe, M., Giessner, S.R. and Wong, S.I., 2021. Working in the digitized economy: HRM theory & practice. Human Resource Management Review, 31(1), p.100762.
Cooke, F.L., Schuler, R. and Varma, A., 2020. Human resource management research and practice in Asia: Past, present and future. Human Resource Management Review, 30(4), p.100778.
Farndale, E., Horak, S., Phillips, J. and Beamond, M., 2019. Facing complexity, crisis, and risk: Opportunities and challenges in international human resource management. Thunderbird International Business Review, 61(3), pp.465-470.
Kaslow, N.J., Friis-Healy, E.A., Cattie, J.E., Cook, S.C., Crowell, A.L., Cullum, K.A., Del Rio, C., Marshall-Lee, E.D., LoPilato, A.M., VanderBroek-Stice, L. and Ward, M.C., 2020. Flattening the emotional distress curve: A behavioral health pandemic response strategy for COVID-19. American Psychologist, 75(7), p.875.
Malik, A., Pereira, V. and Budhwar, P., 2021. HRM in the global information technology (IT) industry: Towards multivergent configurations in strategic business partnerships. Human Resource Management Review, 31(3), p.100743.
Mohammed, D. and Quddus, A., 2019. HR analytics: a modern tool in HR for predictive decision making. Journal of Management, 6(3).
Shrestha, Y.R., Ben-Menahem, S.M. and Von Krogh, G., 2019. Organizational decision-making structures in the age of artificial intelligence. California Management Review, 61(4), pp.66-83.
Sousa, M.J., Pesqueira, A.M., Lemos, C., Sousa, M. and Rocha, Á., 2019. Decision-making based on big data analytics for people management in healthcare organizations. Journal of medical systems, 43(9), pp.1-10.
Vincent, S., Bamber, G.J., Delbridge, R., Doellgast, V., Grady, J. and Grugulis, I., 2020. Situating human resource management in the political economy: Multilevel theorising and opportunities for kaleidoscopic imagination. Human Resource Management Journal, 30(4), pp.461-477.
Vrontis, D., Christofi, M., Pereira, V., Tarba, S., Makrides, A. and Trichina, E., 2022. Artificial intelligence, robotics, advanced technologies and human resource management: a systematic review. The International Journal of Human Resource Management, 33(6), pp.1237-1266.
Zamanan, M., Alkhaldi, M., Almajroub, A., Alajmi, A., Alshammari, J. and Aburumman, O., 2020. The influence of HRM practices and employees’ satisfaction on intention to leave. Management Science Letters, 10(8), pp.1887-1894.
Zeebaree, S.R., Shukur, H.M. and Hussan, B.K., 2019. Human resource management systems for enterprise organizations: A review. Periodicals of Engineering and Natural Sciences (PEN), 7(2), pp.660-669.
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