The Impact of Strategic Human Resources Management - Assignment Example

Assessment Name: Institution: Course: Lecturer: Date: Task 1 - A The Table Title ( written as Harvard reference style) Main points/theories/key issues raised Conclusion made by author Where has research data (if any) come from? Validity of article  ( details why or why not ) Specific page references to quotes etc. that may be useful Your thoughts on reading 3 Reasons HR Needs to Be Involved in Planning a Business's Strategy HR team understands the personnel gaps prevalent in the firm. HR team can greatly cut cost associated with staff. HR function possesses vital information regarding recruitment process (Andre 2015). Possessing data-driven insights and knowledge, HR function is bound to greatly impact the firm’s productivity. The application of the reasons given will strength the firm with creative and data-backed solutions to challenges facing the firm (Andre 2015). Payscale’s 2015 Best Practises Report It is Valid. The article is recent and covers issues prevalent in the contemporary organisations. None HR function is a key department that deserves respect within the firm. Workplace bullying: why management backlash is behind Australia's steep rise Workplace bullying is an occurrence in a majority of organisations. Bullying target junior employees. Information technology has played a major role in workplace bullying since employees are engaged in tele-working. Workplace bullying deters organisational performance (Fiona 2016). Firms should improve psychological safety of employees via reduction of work conditions (Fiona 2016). This includes high pressure, demand, and competition and low power situations. N/A It valid. The article contains measurements that possess high reliability. None What the organisation gains from bullying is a bad image or reputation. Organizational change for corporate sustainability How employees are treated is a major determining factor for the organisation’s success. A corporation with low concern of the employees’ plight is never sustainable. An organization that highly values human resources benefits from high degree of sustainability (Benn, Dunphy & Griffiths 2014). The sustainability of the organization is obtained from the different level of treatment towards the employees (Benn, Dunphy & Griffiths 2014). N/A It is valid since it contains information that is peer reviewed. 1-4 Organisational sustainability is derived from the most expensive asset (the employees). Strategic human resource management Organisations are jumpstarted with a clear mission and vision. Human resource personnel assist the firm in achieving its goals (Daley 2012). A sustainable human resource management gives direction to the firm. By utilising its human resource in a proper manner, the firm is at a higher propensity of achieving its objectives. N/A It is valid since it generalizes the study in the general population. 120-125 Organisation goal is the key driver that guides the entire departments. Strategic human resources is key to organizational success HR function builds capacity of employees. The firm is not only inclined in profit maximisation but towards achieving the overall goal (Christopher 2013). The HR Function becomes a true partner of the organisation after adding its value (Christopher 2013). N/A It is valid since it uses qualitative study methods that ensure trustworthiness. 1 -3 I have learnt that firms are formed with different objectives and not solely to maximize profit. The impact of Strategic Human Resources Management The firm uses the HR function to achieve its strategy, competitive advantage, employee’s potential, strategic options and the overall direction (Cania 2014). The HR overall value is achievable through constant communication between the firm and the HR function (Cania 2014). N/A It is valid since it contains information that is peer reviewed. 1 - 4 Nation’s brave whistleblowers deserve compensation Whistle blowing is communication of an existing malpractice. Whistle blower does not have ill-motive but gives vital information that would otherwise cost the firm in future (Ferguson 2016). Whistle blowers deserve public compensation. A whistle blower assists the firm in safeguarding stakeholders’ interests. N/A The information is contained in Google Scholar that is more peer-reviewed. 17-20 A whistle blowing act as a major stepping stone towards elimination of insider dealings. Green Human Resource Management Green human resource is concerned with utilising the HR Function to realize a green workplace environment (Shoemb 2015). In order to realize sustainable growth, the firm should be concerned about the surrounding environment. Thus, HR Function should be utilised to achieve corporate social responsibility. N/A The study is more generalized and hence considered valid. N/A Green human resource management is part of corporate social responsibility. Creating Sustainable Performance A thriving workforce is not concerned with itself but about the future of the firm. Firms should retaliate on the input of a thriving workforce by instilling motivating mechanisms (Gretchen & Christine 2012). The various mechanisms employed towards building a thriving employees tends to be costly and requires heavy investment. However, a thriving workforce always turns out to be beneficial to the firm in the long-run (Gretchen & Christine 2012). N/A It is valid since it contains information that is peer reviewed. N/A A thriving workforce is a valued asset that the firm should strive to retain. It pays to brand an organization's HR HR branding is costly and time consuming but it eventually pays off in future. There is a difference between HR branding and Organisational branding (Mukherjee, 2016). Most organisations don’t regard HR Function as an instrument of achieving its goals. Branding should be considered as a major important element of the firm. It acts as a link between the organisation and the outside world. HR branding is not short-term based but rather, it operates in the long-run (Mukherjee, 2016). N/A It is valid since the study used in the research process is reliable. N/A It always takes time for an organisation to create a brand. Armstrong's Handbook of Human Resource Management Practice HR management has a direct link to organisational objectives. By linking the HR functions to the goals, firm will achieve its overall objectives. Other issues in this context include talent management, culture and ethical discipline (Armstrong 2012). N/A It is valid since the study used in the research process is peer reviewed. N/A I believe that right employees culture and business ethics forms an integral part of the firm. Business Ethics The issues herein revolve around the characters of employees. Moreover, it is also about how the firm respond to issues (Vaughan, 2012). Without ethical consideration in the work place, sustainability of the firm is eroded. N/A It is valid since the study used in the research process is peer reviewed. N/A Individual’s reaction and character form part of business ethics. Workplace Bullying Workplace bullying is detrimental to both the organisation and the HR function (Carden 2010). Since work place bullying results to negative effects, it is always hard to achieve organisational objectives (Carden 2010). N/A The information is contained in Google Scholar that is more peer-reviewed. 144-155 Bullying cause physiological effects to the victim. High cost of doing the right thing The cost explained in this case is ironical. The whistle blower deserves better treatment and compensation (McKenzie & Baker 2016). Whistle blower is a firm’s friend. He should not be victimised but rather should be encouraged and supported. N/A It is valid since it contains information that is peer reviewed. 1-6 The whole concept of whistle blowing is interesting. It is ironical how whistle blowers are treated despite contributing immensely for the firm. Talent management and the relevance of context Talent management is an integral part of HR management. The issue is whether management of talent by HR should result to conflicts while striving to be sustainable (Thunnissen, Boselie & Fruytier 2013). Strength based approach advocates adoption of Humanistic talent management practises (Thunnissen, Boselie & Fruytier 2013). N/A It is valid since the study used in the research process is reliable. 326 - 336 I think that talent is the driving force towards organisation sustainability. Without talent, HR function is ‘empty’. Leadership and management It is the responsibility of the HR Function to inspire leaders. Leadership emanates from nurtured talent (Renz 2016). Nurturing of talent is organisations results to emergence of leaders. The leaders operate on performance meaning that they contribute toward realizing the firm’s objective. N/A It is valid since it generalizes the study in the general population. N/A Leadership is an essential part of HR management. Recruitment and Motivation The absence of and decline of technical talents within the market has barred companies from filing specialized positions. A substantial number of people will move about looking for ‘greener pastures’ as economy improves (Samuel & Chipunza 2009). Recruiting and maintaining the best cadre of employees will a challenge for contemporary organisations unless the right approach is adopted. N/A It is valid since it contains information that is peer reviewed. N/A Employees recruitment, retention and motivation is directly linked to the overall success of the firm. Therefore this should be taken up as a major goal of the firm. Organisational Culture Human resource is an integral part which develops the firm’s culture. Cultural fit entails makeup of a person (Lok & Crawford 2004). Despite the importance of culture, most companies fail to introduce it in its operations N/A It is valid since it contains information that is peer reviewed. N/A Employees must fit in the organisational culture for it to operate smoothly. Culture should then be embedded into the organisational structure. Task 1 - B The plan Item 1 – Introduction Human-Resource-Management is an organisational function which focuses on recruitment, management as well as directing staff within the firm. The processes, programs and procedures entailing employees in an organisation are handled by the human resource department. The departmental members provide key knowledge, the necessary tools, training, coaching, management advice, legal advice, administrative services as well as talent-management oversight which the organisation so needs for successful operations. The analysis highlights the role played by human resource management in realizing organisational success. Key issues revolve around Human Resource Management. It is normally the obligation of the management to resolve the underlying issues. The application of strategic solutions deals with any emerging issue within the HR department which assist the firm in realizing its goals. This paper looks critically at key issues revolving the HR department. The analysis synthesize on importance of HR needs in an organisation, problems associated with workplace bullying, the need for organisational change, application of strategic human resource management and its impacts, importance of whistle-blowing in a firm, policies and practices behind green HRM, creating sustainable performance using HR, using HR as a brand, linking organisational objectives with HR, business ethics, effects of whistle-blowing, talent management, leadership and management, key concepts of HRM, employees health and safety as well as performance management. Item 2 – Question 1 Main ideas HR team understands the personnel gaps prevalent in the firm. HR team can greatly cut cost associated with staff. HR function possesses vital information regarding recruitment process (Andre 2015). Author – Andre L Literature used - 3 Reasons HR Needs to Be Involved in Planning a Business https://www.entrepreneur.com/article/249586 Item 3 – Question 2 Main ideas Workplace bullying is an occurrence in a majority of organisations. Workplace Bullying target junior employees. Information technology has played a major role in workplace bullying since employees are engaged in tele-working. Workplace bullying deters organisational performance (Fiona 2016). Author – Smith Fiona Literature used - Workplace bullying: why management backlash is behind Australia's steep rise. Guardian sustainable business social equality Australian Edition. Guardian Australia Sydney https://www.theguardian.com/sustainable-business/2016/dec/05/workplace-bulling-why-management-backlash-is-behind-australias-steep-rise?CMP=Share_iOSApp_Other Item 4 – Question 3 Main ideas How employees are treated is a major determining factor for the organisation’s success. A corporation with low concern of the employees’ plight is never sustainable. An organization that highly values human resources benefits from high degree of sustainability (Benn, Dunphy & Griffiths 2014). Author – Benn S, Dunphy D and Griffiths A Literature used - Organizational change for corporate sustainability Item 5 – Question 4 Main Ideas Organisations are jumpstarted with a clear mission and vision. Human resource personnel assist the firm in achieving its goals (Daley 2012). Author – Daley D.M Literature Used - Strategic human resource management. Public Personnel Management Item 6 – Question 5 Main Ideas HR function builds capacity of employees. The firm is not only inclined in profit maximisation but towards achieving the overall goal (Christopher 2013). Author – Christopher L Literature Used - Strategic human resources is key to organizational success http://www.halogensoftware.com/blog/strategic-human-resources-is-key-to-organizational-success Item 7 – Question 6 Main Ideas The firm uses the HR function to achieve its strategy, competitive advantage, employee’s potential, strategic options and the overall direction (Cania 2014). Author - Cania L Literature Used: The impact of Strategic Human Resources Management www.management.ase.ro/reveconomia/2014-2/14.pdf Item 8 – Question 7 Main Ideas Whistle blowing is communication of an existing malpractice. Whistle blower does not have ill-motive but gives vital information that would otherwise cost the firm in future (Ferguson 2016). Author - Ferguson A Literature Used: Nation’s brave whistleblowers deserve compensation. Businessday Comment pp. 17 and 20. The Age. Fairfax Media Melbourne Item 9 – Question 8 Main Ideas Green human resource is concerned with utilising the HR Function to realize a green workplace environment (Shoemb 2015). Author – Shoemb A Literature Used - Green Human Resource Management: Policies and practices. http://www.tandfonline.com/doi/full/10.1080/23311975.2015.1030817 Item 10 – Question 9 Main Ideas A thriving workforce is not concerned with itself but about the future of the firm. Firms should retaliate on the input of a thriving workforce by instilling motivating mechanisms (Gretchen & Christine 2012). Author - Gretchen S and Christine P Literature Used - Creating Sustainable Performance https://hbr.org/2012/01/creating-sustainable-performance Item 11 – Question 10 Main Ideas HR branding is costly and time consuming but it eventually pays off in future. There is a difference between HR branding and Organisational branding (Mukherjee, 2016). Most organisations don’t regard HR Function as an instrument of achieving its goals. Author – Mukherjee S Literature Used - It pays to brand an organization's HR https://www.peoplematters.in/article/strategic-hr/it-pays-to-brand-an-organizations-hr-4668?utm_source=peoplematters&utm_medium=interstitial&utm_campaign=learnings-of-the-day Item 12 – Question 11 Main Ideas HR management has a direct link to organisational objectives. Author – Armstrong M Literature Used - Armstrong's Handbook of Human Resource Management Practice, e-book, http://rmit.eblib.com.au/patron/FullRecord.aspx?p=457565 Item 13 – Question 12 Main Ideas The issues herein revolve around the characters of employees. Moreover, it is also about how the firm respond to issues Author – Vaughan T Literature Used - Business Ethics, ebook http://rmit.eblib.com.au/patron/FullRecord.aspx?p=847083 Item 14 – Question 13 Main Ideas Workplace bullying is detrimental to both the organisation and the HR function. Author - Carden L Literature Used - Workplace bullying: an ethical context applying duty and outcome based approaches to human resource functions. Southern Journal of Business and Ethics Item 15 – Question 14 Main Ideas The cost explained in this case is ironical. The whistle blow deserves better treatment and compensation. Author - McKenzie N & Baker R Literature Used - High cost of doing the right thing The Age. Fairfax Media Melbourne Item 16 – Question 15 Main Ideas Talent management is an integral part of HR management. The issue is whether management of talent by HR should result to conflicts while striving to be sustainable Author – Thunnissen M, Boselie P & Fruytier B Literature Used - Talent management and the relevance of context: Towards a pluralistic approach Item 17 – Question 16 Main Ideas It is the responsibility of the HR Function to inspire leaders. Leadership emanates from nurtured talent Author – Renz D Literature Used - The Jossey-Bass handbook of nonprofit leadership and management Task 2 Should human resource management be instrumental in contributing to the success of an organisation?   Reasons HR Needs to Be Involved in Planning a Business's Strategy Key Concepts of HRM The key concepts of HRM includes revolves around employees resourcing, employees’ rewards, employees’ development, employees’ relations as well as emerging issues. Career Development – Organisations impacts the careers of their employees through the effort of HRM process. The process entails recruitment, selection, training, development, appraisal, retaining as well as separating the employees. It the prerogative of the organisation to institute formal development programmes (Andre 2015). While some firms embrace the concept, others do relatively little. In the non-modern time career development was targeted on managers assisting them expand their minds and focus beyond their current career; whilst preparing them to undertake future jobs. In the contemporary organisations, development of employees is all inclusive which instil the firm’s competitive capabilities regarding future growth and overall change. Collective Bargaining – this is perceived as an economic function of trade-unions and firm’s management bargaining for better terms of labour as per the industry. However, collective bargaining goes beyond economic function. In the last 20 years, trade-unions have expressly widened the bargaining agenda including other employees’ relations concerns. This includes work-life balance as well as training and development of employees (Andre 2015). Compensation Strategy – there has been many trials put across by scholars regarding compensation strategy. These approaches have been refuted since they never result to total compensation strategy. The strategy should entail cover-base pay, long-term incentive, attraction as well as retention awards, recognition awards, widened benefits and work-life balance. This strategy should be applied to all cadres of employees from the junior subordinate worker to the most senior executive. It should cover sales workers, expatriates as well as unionised staff. The strategy should spread its voice to broad range of group workers, the contract workers and or poached employees (Andre 2015). Employees’ Health and Safety Health and safety is concerned with workplace risk which may lead result to accidents, ill-health and injuries. In regard to safety, modern HRM originated from the industrial revolution where workplace accidents were the norm of the day. The revolution raised concerns that there was a dire need of controlling workplace accidents (Christopher 2013). It is the legal duty of both the employer as well as the employee to ensure that occupational health plus heighted safety is upheld. The firm is obligated to instil measures that ensure the safety of its stakeholders once they are its proximity. This includes employees, customers, suppliers and the public. These measures compel the firm to undertake series of actions related to employees’ training and risk assessment which identify potential health hazards. Moreover, the firm should have experienced personnel who should assume responsibility of safety issues. This role is should be directed to a senior member of the firm or a safety officer who should be appointed to undertake this role. A substantial number of firms have safety-representatives operating at the shop-floor-level. The representatives oversee the safety concerns of the employees. The employees are obligated to exercise their mandate to appoint their representatives or they can self-nominate themselves. Performance Management This concept revolves around achievements of the firm in relation to the set goals. The achievement of the organisation is realized through contributions of employees and or teams towards the firm’s goals. Performance management is normally a goal focused winning strategy. The objective of performance management is ensuring that employees achieve success in their roles (Cania 2014). It is important to argue that it would be a hard task for organisations to achieve success in the absence of a stable performance management system. It is always prudent for each departmental manager to devise a system that would suit each unit to manage performance. While some norms linked to performance management are explicit, other norms are incomprehensible to managers. Basically, the standards and expectations which defines excellent performance maybe understood but rarely specific. The process incorporates a holistic system which is largely participatory as well as goal congruent. The nature of the process is geared at managing plus rewarding performance. This is achieved by generating as well as sustaining employees’ motivation. This is neither through performance appraisal or management by objective. Rather, its dimensions entail performance standards that represent organisational objectives together with employees’ recognition and reward (Cania 2014). According to study, performance management through HRM ensures that the organisation achieves results. This is realized via teams and individuals through comprehension and management of performance as per the agreed framework related to planned goals as well as competency requirements. The process ensures establishment of shared understanding regarding what to be achieved coupled with an approach of managing as well as developing people. Workplace Bullying According to Fiona (2016), workplace bullying is a non-rare occurrence in most contemporary organisations. The vice is not only detrimental to the organisation but also affects the aggrieved employee psychologically. According to the article, bullying cases can be more costly to an organisation in terms of payment of damages. The article reports a female employee who was paid damages of 1.36 million dollars as compensation for threats and sexual harassments (Fiona 2016). According to the article, workplace bullying happens because of various reasons. One of the key reasons is perceived to be lack of control by managers to supervise the staff in the growing modern environment. In this context, most of the employees are perceived to be tele-working (working from home) and are bound to intimidate their juniors. Secondly, the imposed rules of the managers within the organisation are either not known or ignored. The resultant effect of bullying is a demotivated staff, stress, loss of self esteem, incapacity to work and low productivity (Fiona 2016). Corporate Sustainability There are different levels of sustainability achieved by an organisation based on the treatment of human resources. The first level (first wave) entails opposition and ignorance. In the opposition stage, the organisation has a high perspective regarding the employees and the natural environment. The ignorance stage oversees the business as more inclined into financial and technological factors. The second wave of sustainability focuses on risk, cost and competitive advantage. In the risk stage, the organisation is highly risk averse. However, in the second stage of cost, the organisation focuses on the human resources. The human resource system is perceived as a means to gain higher productivity and efficiency. The last stage in this level (competitive advantage) advocates excellent relationship between the company and her stakeholders in maximising the profits (Benn, Dunphy & Griffiths 2014). Strategic Human Resource Management Organisations are initiated with a clear objective. Human resource practises are hence introduced with a view of achieving such objectives. According to Daley (2012), an organisation should have a clear mission and plan on how to succeed. This is far more complex within the public sector. However, as per the requirement of generic 3; that is, (efficiency, economy and effectiveness), organisations engraved within the public sector as well as non-for-profit firms should strive to meet the needs of the public and the society (Daley 2012). Strategic Human Resources is key to Organizational Success According to Christopher (2013), human resource management is not only about serving the employees. The main purpose is to leverage the employees to achieve the firm’s MVSG (Mission, Vision, Strategy and Goal). The management should devise programs that would assist the firm to make decisions to realize return on investment. The organisation should safeguard the interest of the employees who should then assist the firm to become competitive, profitable and effective. The impact of Strategic Human Resources Management Human resource management instils performance management. This is a planned process that involves different measurement, feedback, employees’ reinforcement and ongoing communication between employees and the HR function. Performance management looks at the results of the performance against the targeted objectives. It is also concerned with input and values. In this case inputs are the knowledge, skills as well as behaviours that are vital to achieve expected results. It’s the duty of the firm to identify its needs. This is done through evaluation of the magnitude of performance levels which are obtained via effective use of the available skills, knowledge and behaviour (Cania 2014). Nation’s brave whistleblowers deserve compensation Whistle blowing is an act of reporting misconduct within the organization’s perimeter. According to Ferguson (2016), whistle blowers are brave contributors to organisational success. Ferguson asserts that many vices and misconducts happening in various companies would not have been unearthed without the contribution of whistle blowers. The whistle act has immense benefits for an organisation. First, the organisation is endowed with honest employees who are dedicated to the firm’s success. By encouraging and rewarding the whistle blowing culture, what the firm does is to promote transparency structure as well as develop effective and clear communication line. Whistle blowing protects the organisations stakeholders as well as damages that may result from lawsuits (Ferguson 2016). Green Human Resource Management According to Shoemb (2015) firms should stress the importance of interrelations between environmental practices and the functioning of human resource. According to research, the integration of the environmental objectives, organisational strategies and the developmental goals of a firm lead to an efficient environment management system. The firm’s management need to balance between the industrial growth and the overall environmental preservation. This is termed as going green. The endorsement of green practises has led to massive generation of organisational returns. This is not only profit maximization but also achievement of the organisational objective (Shoemb 2015). Talent management According to Gretchen & Christine (2012), a thriving workforce is the one which is not only satisfied and productive in its core but also the one that is engaged in creating organisational future. The employees who fit the category of thriving demonstrate a certain degree regarding performance and have less levels of burnout. According to the authors, there are two components of thriving; that is vitality and learning. Vitality in this case is a sense of being passionate and excited of what one does. The human resource personnel who experience vitality have optimal energy of doing things. It is important to note that companies generate vitality by appreciating what the employees do. On the other hand, learning is derived from the acquired knowledge, skills and experience. Learning process can generate technical advantage and yield important status such as being a specialist (Gretchen & Christine 2012). HR Function in the Organisational Brand Building The main two decisive assets which support the firm’s short-term stability as well as long-term success are brand-equity and human capital. The importance of creating brand is far much inclined on external consumers. In the recent past a substantial number of organisations have recognised the immense benefits of HR branding. HR branding assists the firm to survive organisational turbulence caused by competition (Mukherjee, 2016). Successful branding resides in the hearts of customers, users and potential ones. It is derived from their experiences as well as perceptions. While some experiences can make profound effect to consumers others cannot (Mukherjee, 2016). Strong brand is quite invaluable in winning customers. Armstrong's Handbook of Human Resource Management Practice According to Armstrong (2012), the main goals of human resource management are, first, to support the firm in obtaining its overall objectives whilst implementing the HR strategies integrated in the overall business strategy. Secondly, contribute to development of high-performing culture. Thirdly, ensure that the firm has all the talent and skills that it requires. Fourthly, create a positive working relation between employees and her employer and thus crafting climate of mutual-trust. Finally, the HR management advocate application of ethical approach towards employees’ management (Armstrong 2012). Business Ethics According to Vaughan (2012), HR management concerns itself with manpower planning as well as major developments with the firm. It is a part of management where ethics really matters because it deals with highly important issues such as compensation, industrial relations, and health as well as safety issues. Paying attention to ethical issues in business means a lot for the organisation. The HR functions deals with a number of ethical challenges. The fact that it is a department that is engaged with people within the firm, the department contains ethical pitfalls that can erode firm’s reputation and or financial sustainability. Workplace Bullying Carden (2010) describes work-place bullying as a negative-persistent abuse in which the victims fall prey of imbalance of power within the firm. Workplace bullying results to distress on the employees whose rights are infringed. Moreover, the act results to negative consequences to both the firm and the HR function. The resultant effects to the employee include health problems with the like of post-traumatic disorders, emotional vulnerability, self doubt, stress, identity crisis and depression as well as anxiety (Carden 2010). High cost of doing the right thing According to McKenzie (2016), detailed allegations coupled with reports of misconduct, struggles and sufferings endured by bringing fishy issues to light, generates some serious queries about responsibilities of those who know that something improper is happening in the firm. A substantial number of whistle blower risks their jobs. Some lose their jobs by being fired. Others are given compulsory leave while others get letters of reprimand. This means retaliation against whistle blowing ranges from cases of being snubbed by the other employees, job loss to physical harm of the person or property. According to Ethics Resource Centre (ERC), the retaliatory cases against whistle blowers have been on the rise. Talent management and the relevance of context: Towards a pluralistic approach According to Thunnissen, Boselie & Fruytier (2013), the issues regarding talent management in organisations revolves around a couple of queries. For instance, to what degree should strategic HR function apply humanistic goals and responsibilities? According to the authors, upon applying talent management practises in firms, ethical concerns surfaces. The major query in this case is; is it on moral ground for firms to assess value of the employees and hence treat them accordingly? The important aspect on the employees, in such a case depends on whether the employee is talented, less talented, a winner or a loser. The queries raised here revolve the concerns of applying ‘soft’ of ‘hard’ HR management. For instance, strength-based approach implies that humanistic talent management activities should be adopted than resource-based approach (Thunnissen, Boselie & Fruytier 2013). Leadership and management Renz (2016) shows the difference prevailing between successful firms and unsuccessful one in regard to leadership and HR development. According to the author, leadership development programs within successful companies follow philosophy of basing them in value. The expected contribution of company leaders is highly defined. There is also a heightened culture within the firm to inspire leaders. The most important thing is that the overall performance management system of such firms is directly linked to the firm’s business strategy. This includes talent development strategies as well as leadership objectives which are normally articulated clearly and concisely. Promotions occur based on employees’ performance and development activities; which are directly linked to the overall business objectives. References Vaughan, T. 2012, Business Ethics, e-book, accessed 06 January 2017,  http://rmit.eblib.com.au/patron/FullRecord.aspx?p=847083 . Armstrong, M. 2012, Armstrong's Handbook of Human Resource Management Practice, e-book, accessed 06 January 2017,  http://rmit.eblib.com.au/patron/FullRecord.aspx?p=457565 Carden, L. L. and Boyd, R.O., 2010. Workplace bullying: an ethical context applying duty and outcome based approaches to human resource functions. Southern Journal of Business and Ethics, 2, pp. 144-155 McKenzie, N., Baker, R. 2016. High cost of doing the right thing.  News Pp 1 and 6. The Age. Fairfax Media Melbourne Smith, F. 2016. Workplace bullying: why management backlash is behind Australia's steep rise. Guardian sustainable business social equality Australian Edition. Guardian Australia Sydney https://www.theguardian.com/sustainable-business/2016/dec/05/workplace-bulling-why-management-backlash-is-behind-australias-steep-rise?CMP=Share_iOSApp_Other Accessed 5 December 2016 Ferguson, A. 2016. Nation’s brave whistleblowers deserve compensation. Businessday Comment pp. 17 and 20. The Age. Fairfax Media Melbourne. Benn, S., Dunphy, D. and Griffiths, A., 2014. Organizational change for corporate sustainability. Routledge. Thunnissen, M., Boselie, P. and Fruytier, B., 2013. Talent management and the relevance of context: Towards a pluralistic approach. Human Resource Management Review, 23(4), pp.326-336. Gretchen, S. and Christine, P. 2012. Creating Sustainable Performance. Accessed on 8th March 2017, https://hbr.org/2012/01/creating-sustainable-performance Andre, L. 2015. 3 Reasons HR Needs to Be Involved in Planning a Business's Strategy. accessed 08 January 2017, https://www.entrepreneur.com/article/249586 Shoemb, A. 2015. Green Human Resource Management: Policies and practices. retrieved 08 January 2017, http://www.tandfonline.com/doi/full/10.1080/23311975.2015.1030817 Renz, D.O., 2016. The Jossey-Bass handbook of nonprofit leadership and management. John Wiley & Sons. Sheehan, M., 2014. Human resource management and performance: Evidence from small and medium-sized firms. International Small Business Journal, 32(5), pp.545-570. Daley, D.M., 2012. Strategic human resource management. Public Personnel Management, pp.120-125. Christopher, L,. 2013. Strategic human resources is key to organizational success: accessed on 8th March 2017 on, http://www.halogensoftware.com/blog/strategic-human-resources-is-key-to-organizational-success CANIA, L., 2014. The impact of Strategic Human Resources Management. Accessed on 7th March 2017, www.management.ase.ro/reveconomia/2014-2/14.pdf Mukherjee, S,. 2016. It pays to brand an organization's HR. retrieved on 9th March 2017, https://www.peoplematters.in/article/strategic-hr/it-pays-to-brand-an-organizations-hr-4668?utm_source=peoplematters&utm_medium=interstitial&utm_campaign=learnings-of-the-day Read More