Strategic Human Resouce Management

ITM-IHM, NAVI MUMBAI B.A. International Hospitality Management

STRATEGIC HUMAN RESOURCE MANAGEMENT

“Though people are recognised as most valuable resource there is seldom a matching long –term strategy of human resource management (and asset formation) at organisational level” 2008

Module Code – B3106 Module co-ordinator – Arpita Pandey Module teacher team - Daisy Baidwan, Mona Sinha Matriculation number - 08006555 Word count – 1836

As H. Fayol (1961) states that the management means, “to manage is to forecast and plan, to organise, to command, to co-ordinate and to control.” It says the management needs to manage forecast and plan with the command for organise co-ordination and control. Where management also required a human resource department which can also called as human resource management. And according to Watson (2002) is states that, “rather messy situation currently exists where by tern human resource management (HRM) is used in a confusion variety of ways.” But the other side Boxall and Purcell (2003) used the term to refer to “all those activities associated with the management of employee relationships.” And also by comparing this statement Storey (1995) defines human resource management as “a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of highly committed and capable workforce, using array of culture, structural and personnel techniques.” By referring definitions off human of human resource management it required strategies to get the work of human resource department. Strategic human resource management is the pattern of planned human resource developments and activities intended to enable an organization to achieve its goals. This means accepting the human resource functions as strategic partners in both the formulation of the company’s strategy, as well as in the implementation of those activities through human resource activities. While formulating strategic plan human resource management can play a vital role, especially in identifying and analyzing external threats and opportunities. Human resource management can also offer competitive intelligence (like new incentive plans being used by competitors, data regarding customer complaints etc.) that may be helpful while giving shape to strategic plan. Human resource functions can also throw light on company’s internal strengths and weakness. For examples, IBM’s decision to Lotus by probably prompted in part by IBM’s conclusion that its own human resource were inadequate for the firm to reposition itself as an industry leader in networking systems. Some firm even develop their strategies based on their own HR-based competitive advantage. Software Majors, Wipro have not slowed down their recruitment efforts during the lean periods, pinning hopes on their own exceptionally talented employee teams. In fact they have built their strategic and operating plans around outsourcing sourcing contracts from US, Europe, Japan and Germany- which would help them exploit the capabilities of their employees fully. Strategies are made to apply on work to get the work done in profitable way. And sometimes the management of human resource needs to be place the strategies for retain the employees by giving empowerment, business context etc. Employee empowerment is term used to express the way in which non-managerial staffs can autonomous make decisions without consulting a boss/ manager. Empowerment, thus, is the authority to take decisions within one’s area of operations without having approval from anyone else. Here the operatives are encouraged to use their initiative to do things the way they like. To this end, the employees are given not just authority but resources as well so that they not only take decisions but implement them quickly. According to V.P.S.Rao (2000), “giving the

employees the authority to make decisions and providing them with financial resources to implement these decisions.” For empowerment also has a necessary condition to gain credibility and acceptance at various levels in an organization. Such as participation in which workers should get encouraged to take the initiatives. Innovation where the management encourages the employees to try out new ideas and makes decisions that help in finding new and improved way of doing things. Even when employees fail in their attempts to break the mould of custom, the word of encouragement must come the same way, so that they begin to feel that failures are stepping stone to success. Employees must have free access to information and resources that they need to raise their talent. If they need additional training in putting the classified information to use, it should be offered readily. Empowered employees should be held accountable for results. This step is not intended to identify their black spots and single them out for punishment. The intent, instead, is to see that they giving their best efforts, working toward mutually- agreed goals and behaving responsibly towards each other. When employee exhibits such behaviors, they are encouraged to go the same way at their own ‘comfortable pace’. Hence with an employee empowerment the flexible working also has same important of the employee. According to John M.I. (2008) the, “flex time is another type of flexible work arrangement in which employee can choose when to be at the office.” For example, employees may decide that instead of working 5day in a weak for 8hours per day, they may prefer to work 4days in a weak for 10hours per day schedule. With this schedule, the employees do not have to be at office on Friday. To avoid peak rush hours, other employee might use their flex time to arrive and leave from work one hour later Monday through Friday. And where according to J.D.Ninemeiere (2001) is, “flex time allows employees to vary their times of arrival and departure.” There is usually a period of time during each shift (core time) when all employees need to be present. The other hour can be flexible. For example, if the hours between 10A.M. to 2P.M. are core time, flexible starting hours could be from 7A.M. to 10A.M. The term flexible working refers, to working practices, mutually agreed between employee and employer, which over working hours, locations and pattern of work. Such arrangements have to comply with law on working time, including hours, rest breaks, and working weak. Hence according to S.K. Bhatia (2007) he states, there is the linkage between strategic human resources planning and development with competitive strategy. The absence of clear human resource strategy link to corporate may thus: advice sly impact the organization effectiveness there is a growing concerns among human resource professional that organizational human resource policy scan, if properly configured, the provide a direct and economically significant human resources practices, as well as internally consistent system can indeed directly organization performance. When we are planning business strategy there is a process from statement of business thrust to human resources strategy and evaluation for inclusion in strategy business plan which includes in-between is Hr environment analysis, HR resources analysis, HR

assumption, HR implications, critical HR issues. By looking at process of business strategy, Niniger (1982) as suggested that human resources planning has to be carried out at the same time as strategy planning. For example the strategy for human resources for hypothetical organization by listing the details in the light of the region, mission and goals it was the most important thing which requires in the strategy of human resources management. The vision will provide them an enjoyable work environment too our employees, to promote team work quality improvement and excellence. Mission is where the organization comes automatically and goals will be to promote team work to and give them empowerment of particular area of the organization. This helps to gain a profit from the business. In the existing business environment markets are unstable and customer needs fast changing, companies should go for ways to add value or their customers by offering product and services just the way they want it. When the customers has to choose from large and bewildering number of option, features, pricing structure, and delivering method, offering unique product to every individual customer will go long way in adding value to the consumer, decision making process,. Customer satisfaction is a continues process which does not begin or end with the purchase. It covers the entire, “ownership experience from selecting a product, to purchase, through aftercare to repeat purchase”. There are three phases in the customer satisfaction process, i.e. Pre-sale during this stage the customer’s expectation through the various information sources like advertising, word of mouth and so on. Second is during sale where customer which engaged in experiencing on how to deal with enquiries and sell product. And the third is the after sales period this refers to the period when the customer has started using product. In presale period the following information should get used that is the product of service, its quality aspect price of product with core benefits and advantages. In during sales periods with attentive service and the reasonable and reliable delivery should be there with the enchasing quality good and services. And the last phase is after sale period if necessary support is required then advice will be provided. Today, a vary powerful driver of any business, “every customer has choice”. In India also the range of choices has gone much beyond only competing players in the same service category to new competitive services from different categories so as to satisfy the same need. For example, Taj group is planning to its entire leisure hotel in south India as an integrated circuit that offers everything-culture, sports, exotic sights and activities. These is the stage or it’s a place were staff is changing their mind towards the job. It means like to work in the same orgnisation instead of other organization. And further this group is also trying for tie-ups with air lines which will enable it to further ‘Customize exclusive services to its cliental’. As per the above essay the strategy human resource management has divided in to three parts that is management, human resource development and strategy. Combine all three things it called as strategic human resources management. Strategic human resource management are consists four plan on which they want to make a business as well as retain their staff by making strategy

on them i.e. employee empowerment, flexible working, business context and customer satisfaction. Employee empowerment is the authority which is given to the staff on particular area of an organization we can also that it is a type of motivation where they get feeling as manager or as boss. It is a strategy where the management wants their staff should take an initiative towards the work. Second is flexible working which means working shifts, hours and days should be flexible, by keeping mind of an organization profits. In the flexible working employees are allow to adjust their time as per the organization peak period or their some of the problem of the staff. By looking at flexible working the human resource management makes the strategy of business which is also called business context. Business is a thing in which the human resource management makes the policies of an organization. It has a linkage between human resource planning and development. The role of the human resource manager and the policies which he had made for the business has included in the business context. And the last but not the least customer satisfaction in this the human resource management needs to make a strategy so they can satisfy guest as well as retain the staff. Like the example of the Taj hotel is which given in the essay.

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