HR Strategies
Author Ashvini Ahire
Employer Branding
Gulati (2019) comes to the conclusion that HR professionals are increasingly adopting corporate employer branding strategies to shape a unique and attractive corporate identity, which helps companies to achieve the aim to influence both current and potential employees. Her way of approach helped her in identifying the gain and maintenance of a competitive advantage in talent acquisition. She further explains that, with the rise of social media, HR professionals are using e-platforms to attract top talent, which was previously challenging. Her research suggests that investing in employer branding, especially on social media, not only strengthens the company’s image but also reduces recruitment costs over time. In simpler way, employer branding through social media is expected to continue growing and becoming even more effective in the future as it benefits the company in financially way and non-monetary ways too.
Alignment with Organizational Strategy
Rao et al (2015) states that the corporate strategy involves evaluating trends, analyzing competitors, identifying growth opportunities, and creating successful brands. They believed that it’s important for HR strategies to align with organizational strategies for optimal performance. They studied and tested whether HR practices perfectly align with organizational strategies or not, by using correlation statistics. Their output showed that while the structure and policies were perceived moderately well, they weren’t related to business and HRM strategies as hypothesized because surveys across various companies revealed that HR practices didn’t align with business and HRM strategies but did align with corporate strategy.
Knowledge management
Haesli et al (2005) examined that the relationships between HR policies and companies’ attempts at knowledge management, specifically the distinctive approaches they take to finding and keeping critical knowledge workers. Throughout their investigation, they discovered that companies in knowledge-intensive sectors must implement plans to guarantee that these resources are accessible in their region of operation since these companies rely on the expertise and abilities of their labor force to stay competitive. They also discovered that the personalization-retention strategy works effectively in a technology environment that is relatively dynamic and in which top companies aim to create a high level of social complexity and causal ambiguity through the use of internal networks and personal knowledge. Therefore, they established two matches between HR strategy and knowledge management in this paper, that is, codification-recruitment and personalization-retention. By doing this, their study produced two results, one of which reiterates the idea that codification and personalization are not antagonistic. Instead, they are pronounced inclinations in the manner in which management teams try to handle knowledge. In a same way, recruiting and retention do not preclude one another or contain all that is significant in HR strategy. Instead, we employ them as markers to show where the firm’s efforts to manage knowledge workers are most successful.
HR practices in Indian manufacturing
Tomar and Avantika (2011) states that their study aims to comprehend the influence firm-level strategies that have impact on the types of human resource practices that are need to be implemented. Numerous comparable investigations were carried out by them in Western countries, which included fifteen HR best practices in the Indian setting in a variety of industries, including power, autos, oil and gas, infrastructure, chemicals, mining, and more. Their research additionally endeavors to assess whether the techniques implemented in diverse firms are industry-wide or specific to their corporate strategies, which are broadly classified as cost reduction, quality focus, and adaptable systems. They found out that Indian manufacturing enterprises still lack maturity in their human resource operations, according to the results presented here. They believed that businesses should consider HR and other administrative practices that align with their corporate strategy in order to improve their performance, understanding and measuring the effect that effective HR policies can have on a company’s operational and financial performance is crucial. Therefore, they suggest that, it is imperative for any firm to fully utilize and appropriate its people resources. The human resource procedures of Indian manufacturing enterprises are still immature.
Job satisfaction
Lange et al (2010) proposed that workers who have a high number of dependents and hence a strong home responsibility may be better able to relate to the managerial tasks of their employer than workers whose domestic responsibilities are less prominent. Moreover, they discovered two outcomes, In the first one, they discovered a negative relationship between educational attainment and overall job happiness; in the second instance, they observed a negative relationship between job experience and contentment with promotion chances. They further discovered that the view widely accepted in the literature in the other situation of education. Although education was once thought to be a positive factor in job satisfaction, the empirical evidence available today is conflicting. While their studies contend that education has a neutral impact at most, others link higher education levels to lower job satisfaction. Therefore, they argue that there is a strong case for redesigning HR strategy in contemporary Indian work environments due to the statistically significant impact of both intrinsic and extrinsic job rewards on job satisfaction. Job satisfaction is, in turn, a strong predictor of employee behaviours like commitment, motivation, quitting intentions, and other affective responses on the part of the employee.
HR strategies for disabled workers
Klimoski et al (1997) discusses that the various factors contributing to treatment discrimination against disabled workers in the workplace, such as unfair expectations, self-handicapping, and accommodation issues. They propose a multilevel approach involving coordination among different stakeholders to address these challenges. Additionally, they suggest that disabled individuals themselves can facilitate integration by possessing certain qualities like job skills and a cooperative attitude. They believe that there are numerous tools available to HR professionals specifically for enhancing the quality of life at work for employees with disabilities. Initiatives at the corporate, group, and individual levels can be influenced by HR professionals. The HR specialist may also assist in ensuring internal consistency amongst efforts carried out at these different levels, which is equally vital. In order to conclude, they offer data and analysis in this special issue, indicating that disabled workers are still viewed as less desirable candidates for employment. When it comes to fair treatment concerns, they discovered that most businesses regrettably take a “wait and see” stance, basing their policies and procedures on broad guidelines or the experiences of others. They contend that as companies transition from merely complying to implementing progressive HR practices across the board, they create the kind of atmosphere that not only enhances the quality of life for disabled people at work but also facilitates the efficient use of all workers.
Core Knowledge Worker Management
Collins et al (2007) proposed the concept of strategic choice in core knowledge worker management and looked at the application and comparative efficacy of three different strategic HR systems.
They found three HR systems that support different perspectives on how businesses try to find, hire, manage, and attach key knowledge workers. According to their investigation, organizational respondents regard these HR systems as distinct methods for managing the core knowledge workers in their company. They also add to the SHRM literature by theorizing about and finding support for the idea that the choice of HR systems by firms is important for understanding competitive advantage and performance under alternative strategies. Their work sheds light on the role of the fit between HR systems and organizational strategies in predicting firm competitive advantage. They also found out that the engineering HR system is the best fit for firms pursuing exploration because it is the only system that interacts positively with the exploration strategy in predicting performance. We also found that the bureaucratic HR system is the best fit for firms pursuing an exploitation strategy because it is the only system to interact positively with exploitation in predicting performance. In conclusion, there study pushes theorizing and thinking on the knowledge-based view and SHRM to better understand how firms may foster the knowledge-search and -combination behaviours required by alternative innovation strategies. Their findings suggest that multiple HR systems exist across knowledge-based firms in the same industry and that the alignment or misalignment of these systems with the knowledge requirements of exploration and exploitation strategies can lead to performance gains or penalties.
Corporate education
Wash and Gary (2023) concludes that organizations are finding human resource development teams and the people development techniques which has become more and more important in assisting with self-evaluations. It goes without saying in the majority of commercial and academic institutions that such assessments are necessary if the organizations hope to influence their competitive status. As a result, planning for efficient corporate education that emphasizes staff development strategies becomes crucially important to organizational value. During the process of creating the company’s management development policy, they determined that the three main areas of emphasis should be employee development, career management systems, and business challenges related to development. There will be close attention to details in each area, including supervisor and staff training, scheduling recommendations, administrative requirements, and other relevant items. A carefully thought-out succession planning and management strategy will have these development-related features. A crucial component of corporate strategy that ensures the long-term viability and prosperity of the company is succession planning. They suggested that, after putting in place a robust program for employee or management development, they advised HR teams to keep coordinating development procedures, resources, and related indicators with predetermined organizational goals.
Intellectual Capital
Choudhary (2010) emphasizes on how businesses set up their entire HR system to maximize and leverage the knowledge that is in grained in their workforce and other types of intellectual capital. Their study found that how companies maintain its position that the distinctiveness and worth of employee knowledge and skills, employment mode, and employment relationships are all consistent with the architectural perspective of HR. Further they emphasize the point that the arrangement of several HR activities that are essential for managing intellectual capital and suggests a holistic approach to HR practice. Any organization’s intellectual capital is enhanced by HR setup and practices that are in line with the value and distinctiveness of employee knowledge and skills, employment mode, and employment relationships. HR procedures are crucial for drawing in, keeping, and advancing employees knowledge and abilities to keep up with the rapidly evolving nature of the software business and other product markets.HR no longer plays a soft role. The HR profession is harder than it used to be. Managing people is a necessary part of driving business. Finally, they conclude with a statement that an organization’s intellectual property is essential to its success, because HR professionals have a great deal of responsibility to produce and safeguard it.
Linking customer and employees
Ulrich and Dave (1992) stated that most successful strategy and HR planning integrations are deceptive. During their study they found out that the steps in translating strategic capability to organizational capability through an HR planning process requires each step being analyzed in detailing to help the HR professional translate theory to practice. Merging strategic and human resource planning activities has become a critical source of competitiveness for all organizations. Executives must be able to integrate strategic initiatives and HR practices to gain competitive advantage in the face of increasingly volatile technological innovation, customer expectations, and global competition. HR professionals must learn to integrate strategic and HR planning as well. They demonstrate the need for collaboration between strategic and HR planning, expands traditional HR planning models that focus on the strategy, HR linkage to include a customer-employee linkage, offers a specific process for building this linkage, and proposes key questions which executives may ask to ensure that the integration occurs. Further they state that when strategic and HR planners participate in the steps enumerated above, they form a business partnership that complements each group. Strategic planners become more sensitive to the processes and tools required for implementation. Strategies more easily translate from abstract statements to specific, concrete action plans. HR planners become more sensitive to ensuring relevance and credibility from deployment of HR practices HR practices become more directly tied to business performance. Executives who work with strategic and HR planners have the ultimate responsibility to ensure the integration of strategic and HR plans. To facilitate this integration, they suggest that, executives may pose some key questions to both strategic and HR planners. The merger between strategic and HR planning, focused on customer and employee linkages, provides businesses both strategic and organizational capability which cannot easily be copied by competitors. The merger builds unity between customers and employees.
CONCLUSION
During this study I identified various aspects of human resource management (HRM) and its associated tactics. I learned about topics like employer branding, which talks about HR professionals employing corporate employer branding tactics to create a distinct corporate identity, especially leveraging social media to draw in top talent. Although HR policies may be well received, they may not necessarily align with business and HRM strategies, as management stressed in HR Practice Alignment with Organizational Strategy. This is because HR strategies must be aligned with organizational strategies for best performance. In knowledge management, my study investigated the connection between HR policies and knowledge management, proposing that various HR tactics, such as personalization-retention and codification-recruitment, are useful in managing knowledge workers. Regarding business education, I highlighted how crucial effective corporate education is to raising organizational value, with a special emphasis on succession planning, career management systems, and staff development. In Intellectual Capital, I emphasized the relevance of HR policies in attracting, keeping, and progressing employee knowledge and abilities. My study also shows how HR systems can maximize and exploit intellectual capital inside enterprises. I covered the integration of strategy and HR planning in linking customer and employees, with a special emphasis on creating a connection between customers and employees to improve organizational competitiveness. Aligning HR strategies with business goals is crucial for enhanced performance and competitiveness. This study overall offers valuable insights into many facets of HRM.
References:
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