Essay on "Strategy and Human Resource Management"

Essay 10 pages (3815 words) Sources: 12

[EXCERPT] . . . .

Strategy and Human Resource Management

Human Resource Management (HRM) frameworks must be both agile enough to respond to the increasing pace of disruptive change while at the same time strong and hardened to sustain organizational structures to strategic initiatives and plans can be achieved (Kevin, Groves, Pat, Winny, 2008). The intent of this analysis is to evaluate how HRM frameworks make a significant contribution to the strategic plans and long-term performance of companies. Beginning with an application of concepts and theories of an HRM framework, following by an analysis of the pragmatic value of HRM frameworks in competitive market, this analysis evaluates how leaders need to encompass both transactional and transformational leadership styles to be effective in their roles. The contributory effects of Emotional Intelligence (EI) are also explored throughout this analysis as is the proactivity of agile, market focused HRM frameworks and their contributions to the long-term viability of a firm. The attributes of transformational leadership that contribute to team cohesion and consistency of performance are also critical for the development of trust over the long-term as well. With trust emerging as the catalyst of effective transformational leadership, the need for creating and sustaining a strategic approach to creating and maintaining HRM frameworks is also crucial. Trust is also critical for the cultural fit of leadership, emotional intelligence and an HRM framework into the changing ethical landscape companies are operating in globally today as well.

Introduction

The development of Human Resource Management (HRM) best practices and frameworks for the 21st century vary drastically from their 20th century counterparts, with a focus being more on integrative knowledge management and integration throughout each functional and strategic area of the enterprise. As a result, there is an overwhelming need to create HRM frameworks and models that are agile enough to scale to the needs of organizations as they grow, yet stable and secure enough to withstand significant shifts in external environmental factors and market conditions (Drew, Kelley, Kendrick, 2006). The combining of these factors in the context of any HRM framework or model defines the type and brand of leadership in the firm, and the leadership of the senior managers including the CEO and chief strategies of the firm (Dave, Norm, 2007).

Implicit in the development of any effective HRM model or framework is the comparative value of transformational vs. transactional leadership. The value of these two approaches to leadership are analyzed from an HRM strategy perspective, with specific focus on the hybrid model approach to using transactional leadership to ensure the performance and attainment of short-term goals and transformational leadership relied on for creating greater commitment and buy-in to a given company's vision, mission and values. The ability to have a hybrid leadership style that can scale across various situations is crucial for the overall growth of a business and the successful transformation of HRM strategies into competitive differentiators (John, McGuire, Rhodes, 2008). For hybrid transactional/transformational leadership styles to be effective there must be a strong component of emotional intelligence (EI) within any leaders' skill set to successfully determine when to use a specific leadership approach (Joan, Marques, 2007). This analysis covers this aspect of leadership in the context of HRM models designed to balance leadership and the objectives of an organization. This is also critically important to consider when creating strategic plans for future growth, which include incentive plans and staffing levels to attain specific objectives. Finally, there are the many challenges of how to use HRM frameworks and models as a means to continual measure, monitor and improve service (Winston, Patterson, 2006). All of these aspects of HRM strategies taken together need to create a platform of trust within any organization, specifically linking employees and managers, ensuring a high level of communication, collaboration and ongoing accomplishment (Cshawn, Dana, Sims, Eduardo, 2007). The disruptive innovations occurring in HRM frameworks have more to do with the advances made in transformational leadership practices, accentuated by social media and social networking technologies that enable greater levels of communication and collaboration over time (Carsten, Uhl-Bien, West, Patera, McGregor, 2010).

Applying Concepts and Theories to the HRM Framework

The HRM frameworks are evolving rapidly due to the disruptive innovations of technology enabling much greater levels of communication and collaboration throughout globally-based organizations (Carsten, Uhl-Bien, West, Patera, McGregor, 2010). The combining factors of disruptive innovation, greater levels of information sharing and exchange predicated on transformational leadership approaches, and the development of flatter yet more market-driven organizational structures are factors forcing HRM frameworks to be more integrated at the system and process level than ever before (Ann, Pamela, Jerry, 2008). HRM frameworks must have an architecture that allow for as many integration points as possible, distributed across a wide variety of human resource strategies, programs, and initiatives all interlinked to the strategic plan of a business. This many integration points throughout an HRM framework are what are also critically important from the standpoint of ensuring governance to both internal requirements and those outside the company as well, especially those required by regulatory agencies and laws in the case of Sarbanes-Oxley (Carcello, 2009).

HRM frameworks are the catalyst of all successful strategic planning and long-range planning efforts, as they integrate the future human resources needs of an organization with the long-range business plans and programs the company plans over time (Marcel van, 2005). There are many examples of this in high technology for example, where the HRM frameworks are used for defining the overall structure and direction of the strategic plans. Google, Twitter, Intel and Hewlett-Packard are all more attuned to their HRM frameworks than they are to the limitations of technologies or even product lifecycles. The focus in these companies, especially those heavily involved in Web-based software development including Google, Twitter, Hewlett-Packard and Microsoft, is on creating a scalable and effective HRM framework that can compensate for drastic shifts in availability of resources and needs by each department. As the speed that each of these companies compete at is formidable for even their secondary competitors, the HRM framework must be designed to allow for support of very unique and difficult requirements for hiring engineers and technical staff. HRM frameworks also must scale to support the elements of corporate governance and align more precisely with the long-term strategic vision of the company as well (Drew, Kelley, Kendrick, 2006). The more rapid and abrupt the changes in product strategy in a given business, the more challenging this becomes over time.

The Pragmatic Value of an HRM Framework in Competitive Markets

The reliance on HRM frameworks as a means to create lasting value within the context of a strategic plan has been well proven in studies of how governance drives profitability over the long-term in any business (Carcello, 2009). Ensuring that the level of governance, strategic focus on HR as a core component of strategy, and the role of a strategic HRM framework in unifying all of these areas of a business model stay in sync with one another is the foundation of many leadership and management theories (Avolio, Walumbwa, Weber, 2009). The coordination of these three areas however is critical for any business to attain its strategic plans and profitably grow over time as well. The reliance on lean process control methods including Six Sigma continue to be adopted into the alignment of these three areas of strategy development, execution and continual monitoring over time (Mehrjerdi, Yahia, 2011). The concept of using approaches typically relied on for lean business process management and continual workflow improvement to HRM frameworks has however continued to show value and potential in being a disruptive innovation in how Human Resources is relied on as a strategic asset used for attaining long-range objectives (Mehrjerdi, Yahia, 2011).

What makes these programs and initiatives highly effective however is the reliance on transformational leaders creating value by bringing these many elements together effectively (Howard, Bromley, Kirschner, 2007). The reliance on transformational leadership as a means to gain greater insight and results is highly dependent on the emotional intelligence of a leader, CEO or entrepreneur as well (Schaubroeck, John, Simon, Sandra, 2007). While HRM frameworks are a strong catalyst of strategic planning synchronization in many organizations, the role of transformational leaders as the continual source of change is essential for any companies to continue growing profitably over time. An example of this dynamic between a transformational leader and HRM framework can be seen in the approach Apple is taking to selectively recruiting engineers for their Apple iOS operating system and the many geo-location-based services in this operating system. The focus is today on how to fuel innovation in the Apple iOS operating system timeline to drive greater adoption over time. The synchronization of the HRM framework, transformational leaders' skill sets in maintaining consistency and focus on the strategic goals of a business while also pursuing innovation is evident in how Apple is going about creating next-generation tablet PCs or iPads as well. When coordinated well, an HRM framework, transformational leader skill set, and disruptive technological innovation can lead to… READ MORE

How to Reference "Strategy and Human Resource Management" Essay in a Bibliography

Related Essays:

Human Resources Management Legal Issues Essay

Human Resources Management Legal Issues

Walmart legal environment

Walmart has a high standard of ethics which it tries to uphold at all times. This standard is upheld by all members… read more

Essay 4 pages (1315 words) Sources: 4 Topic: Business / Corporations / E-commerce

---

Strategy and Human Resource Management Essay

Strategy and Human Resource Management

A strategic HR Management is a pattern of decisions and actions that help employees to achieve higher performance levels. It is the process of bringing… read more

Essay 12 pages (3649 words) Sources: 12 Topic: Management / Organizations

---

Importance of Human Resource Management as the Foundation for a Successful Small Business Essay

Human Resource Management as the Foundation for a Successful Small Business

The success of any businesses, large or small, largely depends on how effective the business is in the management… read more

Essay 7 pages (2103 words) Sources: 7 Topic: Career / Labor / Human Resources

---

Human Resources Management - Review of Theories Term Paper

Human Resources Management - Review of Theories

Importance of Human Resources Management to organizations

Strategic Human Resources Management and firm performance

Human Resources Management (HRM) and the Strategic Management Process… read more

Term Paper 12 pages (3670 words) Sources: 1+ Topic: Management / Organizations

---

Human Resource Management: Job Analysis Essay

Human Resource Management:

Job analysis is the organized procedure of gathering information for identifying the skills, knowledge and abilities that are necessary to perform a certain job and determining the… read more

Essay 2 pages (769 words) Sources: 3 Topic: Management / Organizations

---

View 100+ more related papers  >>