Essays on Aligning HR with Organizational Strategy Literature review

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The paper "Aligning HR with Organizational Strategy " is a good example of Human Resources literature review.   The report focuses on the appropriateness of Hyman’ s argument that market structure determines its management strategic decisions. It also explores ways in which organizations can align their human resource management in their strategic planning. It does so by reflecting on the human resource management’ s four linkages that include administrative, one-way, two-way, and integrative linkages. Synopsis The report identifies the problem of the study The report describes some of the causes of the problem The study expounds on some of the solutions to the problem The report provides recommendations to organizations The report provides a conclusion of the study Research base Many organizations, today, see their Human Resource (HR) department as a mere administrative function of the business; hence, they exclude it from the strategic planning team.

In fact, in the handful of organizations that integrate the HR department in their strategic planning process restrict it to the forecasting function. Sharma (2009, pp. 49-60) argues that the major reason why the department is not incorporated in the process is that it does not have space in the strategic planning team.

Ironically, the HR department concerns people who form an integral part of the organization. The problem that the study focuses on is that organizations do not align the HR with their strategic planning. Therefore, it is important to understand identify the reasons behind the problem in order to look for its appropriate solutions. Merritt (2007, pp. 15-20) demonstrates the HR’ s exclusion in the strategic planning of an organization is caused by its too much focus on the administrative function. Basically, the human resource management department of any company has two functions that involve strategic effectiveness and administrative effectiveness (, Brush & Ruse (2005, pp.

5-10). To begin with, the strategic effective function develops a firm’ s employees in order to contribute effectively to the realization of its objectives. On the other, the administrative effectiveness function deals with the traditional activities that include selection, recruitment, performance, training, compensation, and appraisal (Merritt 2007, pp. 15-20). Therefore, HR ought to understand that both functions are critical in the achievement of the organizational goals. However, it should perfect its administrative activities before focusing on the strategic function. Secondly, HR’ s poor personal skills are responsible for its exclusion in strategic planning (Bennett & Brush 2007, pp.

12-17). In most cases, HR has a low reputation for incompetence, inefficiency, and costly. In order to enhance its function, HR professionals need to change their thoughts and actions. Sharma (2009, pp. 49-60) asserts that a company’ s top management should also regard the HR with a lot of confidence that it can handle the strategic function of the firm, apart from the administrative one.

In addition, HR personnel should also focus on upgrading themselves. In order to succeed, Bennett & Brush (2007, pp. 12-17) state that organizations ought to incorporate individuals, who are well-conversant with business, can affect culture, and bring a positive transformation in their firms. Consequently, HR’ s credibility will be greatly enhanced. Thirdly, Brush & Ruse (2005, pp. 5-10) state that failure to align HR with a strategic planning process is caused by the fact that HR cannot be quantified in monetary terms. Since firms do not pay enough attention to it, HR has no accountability.

Apart from its administrative duties of processing wages and vacations, the department lacks strategic accountability. Imperatively, Joyce & Woods (2001, pp, 281-285) note that the department cannot perform optimally unless it demonstrates its role in the creation of return on investment (ROI) and organizational value. , Brush & Ruse (2005, pp. 5-10) note that there are no business measures that are necessary for the determination of HR’ s contribution to a firm.

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