• Posted on April 12, 2024
• Vikas Chelani

HRM7053 Strategic Human Resource Management Assignment Sample

HRM7053 Strategic Human Resource Management Assignment Sample

Introduction

Flexible and supportive HRM (Human Resource Management) usually plays a significant role in terms of ensuring distinctive comparative advantage from the perspective of an organisation. In this assessment, the context of a renowned automobile service provider General Motors has been taken into account in order to focus on their HRM functionalities. The assessment would provide a clear description regarding potential HRM issues faced by General Motors within their global Business environment. Suitable theoretical evidences and understanding would also be evaluated in this case along with justifying their efficiency and characteristics to align with the business goals and strategic objectives of General Motors. The significance of HRM would also be entitled in this case concerning employment relations as well as employee engagement in General Motors. Lastly, a reflection would also be provided to highlight my experiences and learning throughout the semester.

Two contemporary HRM issues and complexities in General Motors and their impact on the HR functions and strategic plans

Different HRM issues can be highlighted within the present changing dynamic business environment concerning the maintenance of inclusion, supportive workplace environment and others. The most significant contemporary HRM issues selected for this purpose include maintenance of inclusion and diversity and elimination of discrimination from the workplace. These aspects usually influence HR in efficiency as well as overall brand image of an organisation across the competitive market.

While operating as a renowned automobile manufacturer, General Motors are facing issues due to lack of proper inclusion and diversity within their workplace atmosphere. It has been highlighting the need for the empowerment of diversity goals within the organisation as an integral part of fostering an equitable workplace (Asare, 2019). Apart from that, better brand reputation can also be obtained by General Motors as an employer in the competitive market while focusing on proper diversity and inclusion within their working environment. Along with this, maintenance of extended inclusion and diversity explicitly helps an organisation to obtain adequate competitive advantage depending on profound brand image and reputation in the market (Lashitewet al. 2020).

On the other hand, workplace discrimination can also be certified as another significant HRM issue, which are impacting the corporate business environment to a large extent. While referring to the case of General Motors, the consequences of workplace discrimination can be highlighted, this eventually impacted their brand image to some extent (Asare, 2019). However, working atmosphere of General Motors has eventually faced consequences of racial abuse and discrimination where the black employees working for the organisation were resisted through racial slurs. The emergence of racial discrimination had also pointed out the need for the improvement of working culture within General Motors for creating a supportive and inclusive environment for the employees (Whitaker, 2019). In this regard, General Motors had to also experience a negative influence regarding their brand awareness within the consumer’s mind behind which subsequent contribution of the racism related allegations can be signified. It can be signified as an ethical concern due to which the deontological ethical theory can be highlighted in this case. The theoretical understanding highlights to consider the rational morality of an action from the perspective of an individual (Biagetti et al. 2020). However, the emergence of workplace discrimination can be reflected as a violation to the deontological ethics where the ineffectiveness of their HRM strategies can be highlighted.

While operating within a diverse multicultural global business environment, these two contemporary HRM issues had raised a significant point of concern for the management of General Motors and leadership to incorporate strategic initiatives in order to eliminate those issues and ensure a flexible and supportive working environment.

Impacts on the HR functions and strategic plans

The contemporary HRM issues concerning racial discrimination and maintenance of inclusion and diversity have provided distinctive influence within the HR functions as well as operational strategies of General Motors to some extent. The most important attribute, in this case, can be enlightened through the consequences of a lawsuit claim against General Motors regarding their culture of racism in the workplace environment (Klausner, 2019). This lawsuit was filed because of indicating the inability and poor focus of General Motors management to address valuable complaints like racial bullying and discrimination. This aspect eventually provided a negative influence on the brand recognition of General Motors concerning the maintenance of supportive HRM strategies (Klausner, 2019). Along with this, the consequences of employee engagement and satisfaction are also negatively impacted as a result legal lawsuit taking place against General Motors. Sequential inefficiency of General Motors HRM can also be indicated through this measure.

On the other hand, the company strategies are eventually influenced to a wider extent as a result of realising the need for improving inclusion and diversity within the working environment of General Motors. The need for ensuring increasing investment has been highlighted from the perspective of General Motors in the maintenance of diversity and inclusion goals within the workplace while linking their performance goals with the diversity initiatives (Asare, 2019). Apart from that, General Motors is also noted to experience a negative footprint from consumers’ perspective because of the racism allegations. However, the company had responded by establishing their focus with the maintenance of zero tolerance for discrimination (Klausner, 2019). The social media commitment of General Motors can eventually be indicated in this regard, which is reflected to strive for eliminating these issues out of their workplaces. The consequences of the human relations theory can be intercepted in this concern. The theoretical evaluation focuses on changing working conditions as an integral part of considering improved productivity (Omodan et al. 2020). This aspect can be effectively compared with this issue as General Motors are changing their working atmosphere with a focus on avoiding such incidence.

Hence, perceptual focus as well as toxic influence of the contemporary HRM issues can be indicated concern in the operations of General Motors across the competitive market. The decision of the leadership and management to think for the achievement of diversity goes through an adequate reward system and incentives can also be highlighted, in this case, which are determining their strategic focus to think from an employee centric approach.

Characteristics of strategic HRM models and theories and their effectiveness and characteristics

Different strategic HRM theoretical understanding can be taken into account by recognising the evidence of General Motors and the HRM issues faced by them. The most significant concern, in this case, can be enlightened upon the Harvard framework of HRM. The theoretical understanding highlights five different components including stakeholder interest and situational factors, HRM policies and outcomes, long-term consequences, and others (Li et al. 2019). Significant interrelation is maintained between stakeholder interest and the situational factors in terms of determining valuable HRM policy is to ensure human resource flow as well as reward systems and others.

Figure 1: Harvard framework of HRM

(Source: Leisink and Boxall, 2021)

Based on successive alignment between stakeholder interest and situational factors to derive valuable HRM policies, an organisation would be extremely benefited with the application of this theory to ensure long-term consequences under the shape of individual and organisational wellbeing. With the maintenance of this flexible HRM flow, an organisation would be extremely benefited by maintaining transparency across different HR activities as an integral part of formulating valuable policies. Apart from that, the Harvard framework has also looked forward to establish transverse relationship between the HRM policies and HRM outcomes (Leisink and Boxall, 2021). Core HRM activities like recruitment and training, reward process and others are being influenced through stakeholder interest and situational factors according to this theory, which lead towards positive HRM outcomes in the form of increased commitment and competence, employee retention and others. The consequences of employee satisfaction are also explicitly related to this concept where the holistic approach to HRM is associated with the generation of long-term outcomes under the shape of an employee oriented approach (Onnis and Onnis, 2019). Along with this, the theoretical understanding has also signified different situational factors such as workforce characteristics and others to determine relevant HRM policies in the corporate environment. Due to this reason, the theoretical understanding can be considered as a substantial parameter to justify the HRM focus within an organisation in order to maintain complete alignment with the company structure as well as workforce culture.

Apart from the Harvard framework, the eight-box model of HRM can be taken into account which focuses on both the external and internal factors responsible for influencing the HR process. That theoretical understanding highlights six different elements including intended and actual HR practices, perceived HR practices, HR outcomes, critical HRM goals, ultimate business goals and others (Khan, 2022). A systematic interrelation can also be highlighted between these elements as an integral part of deriving the HRM status within an organisation.

Figure 2: Eight box model

(Source: Knies et al. 2022)

With the help of the mentioned elements, this theory outlines a profound picture in order to recognise HRM policies and strategies as a valuable parameter to obtain inclusive business growth and productivity enhancement while depending on a systematic flow to achieve critical HR goals. These goals include flexibility and legitimacy based on which ultimate corporate goals of ensuring sustained competitive advantage can be achieved by businesses (Knies et al. 2022). Apart from that, accurate conceptualisation of actual and perceived HR practices according to this theory can also prove beneficial from a corporate perspective to maintain a transparent and flexible operational flow. This attribute can largely be helpful in terms of ensuring adequate growth opportunities in the market behind which subsequent contributions of their HRM policies are signified. The prime advantage of this theoretical evidence reflects its explicit integration with the empowerment of HRM value chain as an integral part of considering effective strategies (Shah and Khan, 2019). Moreover, supportive external general market contexts including macro-economical attributes as well as market competition, technology advancement and others are eventually considered in order to derive valuable human resource practices and strategy in order to achieve corporate goals. From this understanding, this theoretical evidence can also be signified as a conceptual framework in order to recognise situational awareness during incorporating effective HRM strategy. Moreover, consideration of labour market outlines and external general institutional contexts are equally related to this theory, which are initially considered by the HRM department of an organisation during the incorporation of human resource practices. In this case, achieving employee satisfaction and motivation may also take place with rapid implications of HRM policies and strategies (Subramanian and Suresh, 2022).

Based on the maintenance of transparent HRM practices while considering the external general market context and others, an organisation might be able to ensure addressing critical business goals of achieving increasing market share as well as market capitalisation. From this understanding, this theory is considered as a critical pathway to obtain a complete picture of actual HRM strategies and practices to be considered by an organisation in alignment with corporate business objectives and values.

Significance of HRM for employment relations and employee engagement

HRM has been explicitly related to the maintenance of profound employment relations and employee engagement within a corporate environment. While referring to the case of General Motors, the company culture can be considered, which usually focuses on innovation and diversity as an integral part of obtaining success (GM, 2023). Apart from that, a sense of collaboration is also applied by the company management where the employed relationships are built by treating one another with respect. As a result of this, the cultural framework of General Motors can be certified to maintain a concise interrelation with the HRM attributes in order to improve employment relations. In alignment with the cultural practices and values within General Motors, the HRM has looked forward to ensure adequate inclusivity as well as a skilled workforce to create a future ready working environment within the company. With regards to this concern, the company is rebuilding their auto industrial workforce through adequate training and development arrangements, which comes under the HRM activities (GM, 2023). The employees are also provided with subsequent opportunities for staying competitive while working for the organisation. These initiatives can be signified as a valuable parameter to ensure adequate employee engagement practices where employment relations are maintained by the company with their workforce extended.

Along with this, General Motors HRM policy has eventually been attentive towards avoiding harassment or discrimination from the workplace. The company has provided a strong commitment by recognising their visionary pathway of removing discrimination-related activities on the basis of age and religion, race and national origin, gender identity, sexual orientation and others (GM Sustainability, 2022). The company eventually considered the UN guiding principles on business and human rights as a profound framework for guidance related to the area of human rights as well as HRM policies. While ensuring worker rights, General Motors have also disclosed their internal workplace culture with a supportive focus towards employee orientation, which can be understood through their initiatives of not tolerating workplace harassments. The HR value chain advanced framework can be evaluated in this regard. The theoretical analysis highlights the implications of HRM enablers, activities and outcomes, which can be largely helpful to empower key performance indicators within an organisation concerning the accuracy of delivery and product quality (Cheng and Hackett, 2021). Based on this theory, critical HR outcomes in relation to increasing employee engagement and retention may take place for General Motors with the empowerment of workforce competence as well as performance level.

Apart from that, General Motors also focuses on inclusive culture within their working environment, which is largely supported through their words, deeds, and characteristics. The diversity statistics of General Motors eventually reflects the maintenance of 46% female representatives within their board of directors across 5 different continents (GM, 2023). This evidence largely signifies the HRM of General Motors to put an adequate focus on the improvement of employee engagement as well as employment relations with a focus on inclusivity and diversity. The Schein cultural model can be taken into account in this case. The theoretical framework highlights the formulation and development of supportive culture by adapting to the changes in the external environment as well as context (Assoratgoon and Kantabutra, 2023). Three different levels can be highlighted as per this theory including artefacts values and assumed values (Refer to appendix). In the case of General Motors, the company policy of supporting inclusivity and diversity may empower internal cultural values by providing a deep impact with improved productivity and others.

Critical reflection on skills and knowledge

The overall learning and experiences from this module during the semester have added a greater value to my skills and knowledge level concerning the attributes of teamworking and others. In order to describe my self-learning aspects, the Kolb’s reflective learning cycle has been taken into account, which includes for different stages such as reflective observation, active experimentation, abstract conceptualisation and concrete experience (Chiu, 2019). While considering my learning from this module, I have been able to efficiently signify the consequences of collaboration and communication as a substantial parameter of improving teamwork. It has eventually empowered my reflective observation as well as concrete experience where the maintenance of proper collaboration is seen to provide fruitful outcomes.

Figure 3: Kolb’s reflective cycle

(Source: Chiu, 2019)

While putting a focus on effective teamwork, I have also looked forward to develop critical thinking ability for the needs of this module. In this regard, I used to consider both the positive and negative circumstances related to a particular situation or phenomenon to reach an accurate conclusion (El Soufi and See, 2019). Apart from that, my decision-making skills were also developed to help in understanding the most significant HRM issues within the current diverse multicultural business environment. Moreover, I was also able to develop my reading and writing skills to collect relevant information and data for this module. This aspect has been widely helpful for me to outline critical exploration of relevant HRM concepts as well as theoretical evidences. I also became familiar with respective HRM issues to satisfy the need of this module from a wider perspective.

On the other hand, I also considered assertive body language with a profound leadership trait of action-oriented judgement and eagerness to accept responsibility. This aspect was developed by me in terms of taking a complete control over the teamworking process with regards to ensure critical analysis of the concepts as well as HRM issues in the present changing business environment.

These experiences are expected to assist me in collaborating with a diverse steam for addressing the business objectives and performance goals while considering contemporary HR functions. According to the Kolb’s reflective learning cycle, the active experimentation stage highlights to identify potential areas of improvements in order to back individual practice by trying out the new strategies emerging through reflective observation and abstract conceptualisation (Behrendt and Machtmes, 2021). Similar concepts can be certified from my perspective where I have been able to point out the implications of critical thinking and judgemental decision-making skills among myself. These attributes are also expected to add a greater value to my professional accountability in terms of flexible collaborating within a diverse team. Maintenance of proper communication as well as teamworking skills are equally significant in terms of assisting me in the future to collaborate with diverse team members (Morrison-Smith and Ruiz, 2020). While considering contemporary management or HR functions, I can also look forward to improve my professional credibility with the understanding and learning from this module concerning the development of positive body language, which is explicitly supportive to improve motivation level of the team members in order to achieve business objectives and performance goals. With the generation of critical understanding, I will also be assisted in terms of thinking from an employee perspective for formulating supportive policies and practices as per business needs.

Conclusion

Based on the overall assessment, profound implications of contemporary HRM issues of workplace discrimination and maintenance of inclusivity and diversity are highlighted. The case of General Motors has also reflected the existence of certain issues for workplace harassment and discrimination. Different theoretical frameworks such as the Harvard model of HRM and the eight box model of HRM are equally important in terms of driving the corporate focus to ensure systematic and transparent HRM policy flow in order to obtain supportive business outcomes with improved productivity as well as employee engagement. The cultural values as well as strict commitment of General Motors management to eliminate discrimination and harassment from the workplace have been reflecting their vision to support employee welfare with the empowerment of HRM practices.

References

Asare, G. J., (2019). How General Motors Can Overcome Its Toxic Work Culture. [Online]. Available at: https://www.forbes.com/sites/janicegassam/2019/01/21/how-general-motors-can-overcome-its-toxic-work-environment/?sh=2c91d2a94cac [Accessed 20 April 2023]

Assoratgoon, W. and Kantabutra, S., (2023). Toward a sustainability organizational culture model. Journal of Cleaner Production, p.136666.

Behrendt, M. and Machtmes, K., (2021). Exploring the catalyst energizing the Kolb Learning Cycle. Experiential Learning & Teaching in Higher Education, 4(1), pp.73-80.

Biagetti, M.T., Gedutis, A. and Ma, L., (2020). Ethical theories in research evaluation: an exploratory. Scholarly assessment reports, 2(1), pp.1-9.

Cheng, M.M. and Hackett, R.D., (2021). A critical review of algorithms in HRM: Definition, theory, and practice. Human Resource Management Review, 31(1), p.100698.

Chiu, S.K., (2019). Innovative experiential learning experience: Pedagogical adopting Kolb’s learning cycle at higher education in Hong Kong. Cogent Education, 6(1), p.1644720.

El Soufi, N. and See, B.H., (2019). Does explicit teaching of critical thinking improve critical thinking skills of English language learners in higher education? A critical review of causal evidence. Studies in educational evaluation, 60, pp.140-162.

GM Sustainability, (2022). HUMAN RIGHTS POLICY. [Online]. Available at: https://www.gmsustainability.com/_pdf/policies/GM_Global_Human_Rights_Policy.pdf [Accessed 29 April 2023]

GM, (2023). Building a future-ready workforce at General Motors. [Online]. Available at: https://www.gm.com/stories/tech-learning-university [Accessed 22 April 2023]

GM, (2023). Diversity is our strength. [Online]. Available at: https://search-careers.gm.com/en/working-at-gm/diversity-equity-and-inclusion/ [Accessed 22 April 2023]

Khan, R.A., (2022). COVID-19’s Impact on Human Resource Management strategy: A Review Study. IUBAT Review, pp.44-53.

Klausner, A., (2019). General Motors allowed a culture of racism, lawsuit claims. [Online]. Available at: https://nypost.com/2019/01/17/general-motors-allowed-a-culture-of-racism-lawsuit-claims/ [Accessed 20 April 2023]

Knies, E., Borst, R.T., Leisink, P. and Farndale, E., (2022). The distinctiveness of public sector HRM: A four‐wave trend analysis. Human resource management journal, 32(4), pp.799-825.

Lashitew, A.A., Bals, L. and van Tulder, R., (2020). Inclusive business at the base of the pyramid: The role of embeddedness for enabling social innovations. Journal of business ethics, 162, pp.421-448.

Leisink, P. and Boxall, P., (2021). HRM and social legitimacy in the public sector. In Research Handbook on HRM in the Public Sector (pp. 189-201). Edward Elgar Publishing.

Li, S., Rees, C.J. and Branine, M., (2019). Employees’ perceptions of human resource management practices and employee outcomes: Empirical evidence from small and medium-sized enterprises in China. Employee Relations: The International Journal.

Morrison-Smith, S. and Ruiz, J., (2020). Challenges and barriers in virtual teams: a literature review. SN Applied Sciences, 2, pp.1-33.

Omodan, B.I., Tsotetsi, C.T. and Dube, B., (2020). Analysis of human relations theory of management: A quest to re-enact people’s management towards peace in university system. SA Journal of Human Resource Management, 18, p.10.

Onnis, L.A. and Onnis, L.A., (2019). An Integrated HRM Framework for Remote Managers. HRM and Remote Health Workforce Sustainability: The Influence of Localised Management Practices, pp.121-133.

Shah, A.U. and Khan, M.I., (2019). HRM-Performance Perspectives: An overview of Theoratical Challenges and Prospects. Engineering Economics, 30(3), pp.382-393.

Subramanian, N. and Suresh, M., (2022). Assessment framework for agile HRM practices. Global journal of flexible systems management, 23(1), pp.135-149.

Whitaker, T.R., (2019). Banging on a locked door: The persistent role of racial discrimination in the workplace. Social work in public health, 34(1), pp.22-27.

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