Essays on Strategic Human Resource Management and Leadership Case Study

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The paper "Strategic Human Resource Management and Leadership" Is a great example of a Management Case Study. In strategic human resource management, the emphasis is on enabling the organization to meet the employees’ needs while simultaneously promoting organizational goals. As argued by Sincic and Vokic (2007), when making a human resources plan, it is vital to consider what the employees really need, as well as what it can reasonably provide. In the case study of Kellogg’ s, the company failed to determine what would motivate employees and the intervention it should have provided to motivate them to participate in the breakfast clubs.

The notion of satisfied employees to ensure the benefit or realization of satisfied customers is promoted by Sincic and Vokic (2007) as attainable through integrating the concepts of internal communications, internal marketing, and last Strategic Human Resource Management (SHRM). Based on this background, this paper seeks to explore the concepts of internal communications, internal marketing, and SHRM based on a review of Kellogg’ s case study. The areas explored include the issues at Kellogg’ s, such as employee engagement, motivation, and customer experience, the introduction of the challenges facing the Kellogg’ s and solution, analysis of the effectiveness of Kellogg’ s actions, and lastly, recommendations for the company. Issues in the case A critical issue of concern is whether Kellogg’ s passing the message regarding the importance of breakfast in a manner that could appeal to, and be understood easily by the employees and external stakeholders (such as the schools, parents and the government). Second, whether the company’ s communication plan motivated, informed, and promoted the participation of the employees in attaining the objectives of the company.

The objectives of the campaign include promoting the notion that breakfast is important for people across different ages, that breakfast clubs had a positive impact on student’ s behavior, that the company has cared for the clubs since 1998, and lastly, that people who buy Kellogg’ s Corn Flakes are actually assisting to feed children at the clubs.

Third, whether the information Kellogg’ s passed to the employees could be understood, as well as be accepted with respect to the content, merit, relevance, and content. Lastly, whether the end product of improved internal dialogue managed to attain improvements in the core success areas, such as improved profitability of the company, high quality of products, improved workforce motivation, and improved customer satisfaction. In sum, three key issues are of critical concern: employee motivation, employee engagement, and customer satisfaction. Background of the case: company, their challenge, and solution Kellogg’ s is a food-processing company that produces and sells cereals.

The company formulated a plan to communicate the key messages regarding the significance of breakfast to various audiences, such as schools, parents, the public, and the government, using a multiplatform campaign. The company had actively supported breakfast clubs in schools, since 1998 in partnership with an education charity called ContinYou.

The clubs provided healthful meals in the morning in a friendly and safe environment. Additionally, they provided children with a great opportunity to learn, play, and mingle. The partnership helped build-up 500 breakfast clubs across the United Kingdom. Among the key challenge was government policy. In 2011, many schools across the UK ran into difficulties with funding of the breakfast club because of the budget reductions by the government after the 2009 Global Financial Crisis.

References

Becker, B. & Huselid, H. (2006). Strategic Human Resources Management: Where Do We Go From Here? Journal of Management 32(6), 898-925

Center for Advanced Human Resource Studies. (2011). Perception is reality: How employees perceive what motivates HR practices affects their engagement, behavior and performance (CAHRS ResearchLink No. 14). Ithaca, NY: Cornell University, ILR School.

Dicke, C., Holwerda, J. & Kontakos, A. (2007). Employee Engagement: What Do We Really Know? What Do We Need to Know to Take Action? Retrieved:

Lockwood, N. (2007). Leveraging Employee Engagement for Competitive Advantage: HR’s Strategic Role. SHRM Research Quarterly

Salaman, G., Storey, J. & Billsberry, J. (2005). Strategic Human Resource Management: Defining the Field. Retrieved:

Sincic, D, & Vokic, N. (2007). Integrating internal communications, human resource management and marketing concepts into the new internal marketing philosophy. Working Paper Series Paper No. 07-12

Volujevica, A. (2012). Role of internal and external communication: Case of Bank Citadele. Retrieved:

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