The paper 'Applied Strategic Evaluation' is a great example of a Management Essay. Strategy in employment relations differs among companies. However, an effective strategy should ideally enhance the likelihood of obtaining positive attitudes and results from the workforce. It should build a cooperative and stable relationship with employees, minimize conflict, achieve commitment through effective communication and involvement, and develop mutuality in the workforce (Zheng, Rolfe, Di Milia & Bretherton 2007). Additionally, strategy in employment relations should align to the bigger organizational strategy and as such, should deliver on four organizational goals namely: commitment, competence, cost, and congruence (Zheng et al.
2007, p. 932). This essay is an evaluation of the strategy in human relations as reflected in three case studies. The first case study relates to strategic recruiting while the second case study relates to rebuilding employee trust by managers. The third case study on the other hand looks at demoting a long-serving and faithful employee. The essay concludes by noting that strategic employee relations are not just about what managers say or document in employee policies; rather, it is also about how the management treats, interacts with, and manages the employees.
Maltreatment, an inconsiderate act, or wrongful hiring may have larger consequences in the organization and as such, it is indicated that employers need to design and implement effective employment relations strategies. Strategic recruiting: Midwest Education, Inc. The case of the Midwest is not easy to decipher. While the company’ s three divisions have ad hoc recruitment procedures, employee turnover is low, thus meaning that most employees register high job satisfaction levels. In one division recruitment is done through referrals by existing employees; in another division, recruitment is done through getting experienced people from other distribution centers; while in the third division, a combination of creativity, knowledge, and experience is sought in new hires (Murray & Fischer 2010).
However, the need to increase production by 25-40% has alerted the management that the Midwest can no longer rely on prevailing recruitment methods. A strategy contains a set of planned activities meant to help in the attainment of a set objective. As Gunning, Turner, and Morley (1998, p. 115) observe, strategic employee relations are “ characterized by the integration of employee relations considerations into the business plan to facilitate the establishment and maintenance of competitive advantage. ” Reviewing the Midwest case based on the foregoing understanding of strategy, one can thus argue that the company does not have a strategy to effectively handle its human relations.
For example, the HR head in the creative development division seems to be struggling with hiring the right people – i.e. people with the right skills, abilities, and attitude. Ideally, recruitment should be the first step in strategic human relations to address issues such as qualification, selection, pay, bonuses, induction, and performance appraisal (Baker 1999).
Notably, Midwest has four sections that handle staffing, compensation and benefits, labor relations, and “ training, career development, and performance appraisal” (Murray & Fischer 2010, p. 98). Notably, however, the aforementioned four sections work separately, meaning that the company does not have a solid human relations management structure. Evidently, all three divisions in the Midwest have different staffing needs. However, a strategic human relations approach would streamline recruitment and provide guidelines on how best to recruit and select resourceful employees for each of the divisions.
Since all HR heads seem to understand the human resource requirements for the departments they head, their input should be considered during the development of a human relations strategy. Notably, and in the light of a 25-40% production increase, all three divisions in Midwest would not be able to recruit additional employees through their current approaches. This signals the need for strategy formulation, which would formalize the recruitment procedures to be followed by each division considering the different dynamics therein. For example, the recruitment strategy for the creative development division needs to consider the high salaries, flexible and supportive work environment needs by potential new hires for that department.
Baker, D 1999, ‘Strategic human resource management: Performance, alignment, management’, Library Career Development, vol. 7, no. 5, pp. 51-63.
Clark, M.C & Payne, R.L 1997, ‘The nature and structure of workers’ trust in management’, Journal of Organisational Behaviour, vol. 18, no. 3, pp. 205-224.
Farazmand, A 2004, ‘Innovation in strategic human resource management: Building capacity in the age of globalization’, Public Organisational Review: A Global Journal, vol. 4, pp. 3-24.
Kane, B & Palmer, I 1995, ‘Strategic HRM or managing the employment relationship?’ International Journal of Manpower, vol. 16, vol. 5/6, pp. 6-21.
Kane, R. L & Stanton, S 1991, ‘Human resource planning: Where are we now? Asia Pacific Human Resource Management, vol. 29, no.2, pp. 5-20.
Lamberton, H 2010, ‘Human relations and you’, In Lamberton, L & Minor, L (Eds.), Human Relations, McGraw Hill, NY, pp. 1-27.
Lucas, J. J 2010, ‘Case study: Possible demotion of a long-time and faithful employee’, Journal of Business Case Studies, vol. 6, no.2, pp. 47-48.
Murray, L & Fischer, A. K 2010, ‘Strategic recruiting: A human resource management case study’, Journal of Business Case Studies, vol. 6, no. 6, pp. 97-102.
Pate, J., Morgan-Thomas, A & Beaumont, P 2012, ‘Trust restoration: An examination of senior managers’ attempt to rebuild employee trust’, Human Resource Management Journal, vol. 22, no.2, pp. 148-164.
Smith, R. L & Round, D. K 1998, ‘A strategic behaviour approach to evaluating competitive conduct’, Agenda, vol. 5, no.1, pp. 25-36.
Zheng, C, Rolfe, J, Di Millia, L & Bretherton, P 2007, ‘Strategic people management of coal mining firms in Central Queensland’, Management Research News, vol. 30, no. 9, pp. 689-704.