Human Resource Management

Strategic Human Resource Management



This assignment gives the detailed knowledge about the different areas of strategic human resources management such as staffing, training & development, performances management, compensation and labour relations, etc. (Kaufman & Miller, 2011). These all areas considered as an effective to managing the strategic human resources in the organization. But in this study, on the basis of above-mentioned areas by the Mello, the best-suited area will be chosen for successfully managing the human resources and properly deliver the organizational goals. Therefore, the chosen areas would be considered as a very important for the company to effectively manage the human resources.

Different areas of Mello’s Strategic human resource management

It is also determined that every organization has different requirements and as per their requirements, the Mello strategic area will select by the organization (Patel & Cardon, 2010). For instances, particular organization prefers the area of staffing to achieve the organization goals. While some company like manufacturing business focuses more on the area of labour relations. Thus, this clear indicates that different organization chooses the different area to manage their human resources.

Best suited area for managing the human resources or to deliver the organization goals

According to Guest, (2011) the most appropriate area for managing the human resources for the Australian bank called heritage bank is the performance management and feedback. Likewise, in today’s increasing competition, the performance management consider as a most appropriate practices/ area for managing the human resources, especially in the banking sector. The reason for choosing the performance management is because this area is quite effective in terms to execute better business strategy and allows the business to stay in competition over the longer period of time. In addition to this, the performance management includes the process that helps business to evaluate the individual performance and optimize the productivity of the organization. This could be done through stating clearly the roles of the individual to achieving the organizational goals (Avazpour et al., 2013). Furthermore, HR also identified the ability of the individual and accordingly helps them to enhance their competency or necessary skills among the individuals. So this process contributes high on the managing the workforces properly at the right time.

Stanton et al., (2010) stated that feedback also considers as an advantage for the heritage bank for successfully managing the human resources through providing the detail information about the performance of the individual in the organization. Feedback considers as a most encouraging way to influences the employees in a positive manner. As with the help of feedback, the business intimates the employees about the areas where he is lacking or performing well. Such practice helps the employees to increase their competency level and required skills to perform the certain task. Therefore, feedback proves to be useful in context to manage the different skill people under one roof and allow them to develop team spirit. In support to this, Hutchinson & Purcell, (2010) find that feedback also directs different employees towards the common goals by bringing the individuals competencies or skills in the common direction of the business. Hence, feedback has a deep impact on the performances of the workforces in the organization.

For instances, in the current scenarios, companies pursue more on the 360-degree feedback. It is because 360-degree feedback considers as a holistic approach in which from peer member to top management to customer etc. each and every members provide the performances level of the individual. Thus, this helps the individual to gather the detail information about their weakness as well as their competencies part (Den Hartog et al., 2013). In a similar manner, both the managers and leaders of heritage bank widely used this area in their business as feedback surveys help them to get the better understanding about their each employee and on that basis of the understanding, the manager able to deal the weak area and convert into their strength. From this manner, the organization can manage the different employees at the same time and in an efficient manner. Thus, it can be stated that the using of 360-degree feedback system for managing the human resources purpose is quite effective as it is more convenient way to measure performances of the various employees at a time. On that basis, focuses on their competencies and skills so that their skills become suitable to handle the business job responsibility. Thus, this way company can able to manage their diverse employees in a systematic manner. Moreover, Van den Brink et al., (2013) determined that performances management and feedback system not only supports the releasing of employees competencies but it also contributes towards making clear information network among the organization. That assists the company to appropriately dealing and managing the human resources.

In the findings of Krishnan & Singh, (2011), it is identified that there are various reasons of selecting the performances management and feedback system over the other areas of Mello. It is because the performances management and feedback have more influence on human resources management. Likewise, the main purpose of performances management system is to evaluate the performances of the employees whether it is newly hired employees or existing employees. Both employees performance are undertaken by the organization in the evaluation process. Such practices will help the company to manage all the levels through evaluating each and every individual and based on that guides the actions of each member (Bracken & Church, 2013). Thus, this reflects that the performances management contributes largely as compare to the other areas especially in the field to manage the human resources and to achieving goals of the company. In support to this, Eric Soderquist, et al., (2010) also explained the different reasons to opting the performances management and feedback. The main cause is that performances management process helps the company to estimate how many particular employees are fit and contribute towards the organization goals. As per the different capabilities of different employees, the company with their training program tries to guide the employees in a way to release their respective skills to perform the certain task and collectively achieve common goals. Basically, the company with the help of performances management process able to align the various employees’ performances towards the delivery of common goals of an organization. Thus, it can be stated that performances management proves to be the most effective area for successfully achieving the organizational goals.

In the research of Armstrong & Taylor (2014), it is identified that performances management process/ feedback system is also considered as a vital for the heritage bank in regards to managing the human resources. It is because through identifying the different ability of the employees, the organisation could able to connect the different individual actions towards the common goal achievements. This is done through conducting the training programs as the training helps in developing necessary skills among the individual and coordination the different abilities of the employees into common objective for performing the specific task. Therefore, it leads to attaining the organizational goals and achieving the human resources management (Price et al., 2010).


From the above discussion, it can be concluded that among the different strategic human resources management area of Mello, the best-suited area for the organization like heritage bank is the performances management and feedback process. Due to this process coordinates different actions of employees into goals achievements. From such practices, the company easily manage the diverse employees who have different skills, competencies, etc. Hence, performances management and feedback both prove to be beneficial for the heritage bank to manage the employees and for accomplishing objectives.


Armstrong, M., & Taylor, S. (2014) Armstrong’s handbook of human resource management practice. USA: Kogan Page Publishers.

Avazpour, R., Ebrahimi, E., & Fathi, M. R. (2013) A 360 Degree Feedback Model for Performance Appraisal Based on Fuzzy AHP and TOPSIS. International Journal of Economy, Management and Social Sciences, 2(11), pp. 969-976.

Bracken, D. W., & Church, A. H. (2013) The” new” performance management paradigm: capitalizing on the unrealized potential of 360 degree feedback. People and Strategy, 36(2), 34.

Den Hartog, D. N., Boon, C., Verburg, R. M., & Croon, M. A. (2013) HRM, communication, satisfaction, and perceived performance: A cross-level test. Journal of management, 39(6), pp. 1637-1665.

Eric Soderquist, K., Papalexandris, A., Ioannou, G., & Prastacos, G. (2010) From task-based to competency-based: A typology and process supporting a critical HRM transition. Personnel Review, 39(3), pp. 325-346.

Guest, D. E. (2011) Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), pp. 3-13.

Hutchinson, S., & Purcell, J. (2010) Managing ward managers for roles in HRM in the NHS: overworked and under‐resourced. Human Resource Management Journal, 20(4), pp. 357-374.

Kaufman, B. E., & Miller, B. I. (2011) The firm’s choice of HRM practices: Economics meets strategic human resource management. ILR Review, 64(3), pp. 526-557.

Krishnan, S. K., & Singh, M. (2011) Strategic human resource management: A three-stage process model and its influencing factors. South Asian Journal of Management, 18(1), pp. 60.

Patel, P. C., & Cardon, M. S. (2010) Adopting HRM practices and their effectiveness in small firms facing product‐market competition. human resource management, 49(2), pp. 265-290.

Price, M., Handley, K., Millar, J., & O’Donovan, B. (2010) Feedback: all that effort, but what is the effect?. Assessment & Evaluation in Higher Education, 35(3), pp. 277-289.

Stanton, P., Young, S., Bartram, T., & Leggat, S. G. (2010) Singing the same song: translating HRM messages across management hierarchies in Australian hospitals. The International Journal of Human Resource Management, 21(4), pp. 567-581.

Van den Brink, M., Fruytier, B., & Thunnissen, M. (2013) Talent management in academia: performance systems and HRM policies. Human Resource Management Journal, 23(2), pp. 180-195.

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