Question:

M16HRM: 2017-2018

Organisational Design and Development

ASSESSMENT One: 2750 words work-based assignment (contributes 50% of module mark)  

The Task 

• Using a range of relevant academic writings, critically review the attached article (‘Developing HR strategy: Aligning HR to the business’).
• Critically assess which of these actions are likely to apply to your organisation (or an organisation of your choice). Identify which actions you recommend be taken, avoided or trialled.

Learning Outcomes Assessed

1. Available design options regarding organisational structures and relationships.

1. Processes and systems that need to be in place to maintain such structures and relationships, and evaluation of same.

1. Methods and procedures of organisation development and review their strategic impact.

1. Organisation culture, norms and behaviours.

Marking criteria to be used:

	Marks allocated
Nature of topic(s)	(10%)
Literature review	(30%)
Analysis and discussion	(35%)
Conclusion and recommendation	(15%)
Presentation and reference	(10%)

Answer/Solution:

1.0 Introduction

 Currently, business environments are characterized by an intense competition affecting the market dominance and profitability of different players. To mitigate this, companies develop business strategies which guide them in achieving the long-term business objective and establish the ideal goals essential to the achievement of these objectives. According to Serra and Kunc (2015), these include an in-depth analysis of the current and anticipated conditions impacting the entities capacity of achieving their mission. Therefore, a business strategy can be identified as a future-oriented plan for creating and maximizing a competitive entity advantage in accomplishing an entity mission. In light of this, to enable a successful execution of the strategy, the functions in business ought to be aligned to their departmental strategies and the overall business strategy.  The function includes HR, finance and accounting, sales and marketing, operations, information technology and production. Of particular interest in this paper is the HR function. The relevance of this choice could be attributed to Asadullah et al. (2015) who noted that HR function in an entity is involved in and impacts on the operation and execution of all the other business functions. The roles of HR function include talent management, performance management, training and development, employee retention and engagement, employment law and compliance, and compensation and benefits. Hence, this report is hedged on demonstrating the extent in which HR function can be aligned with an organization business strategy. This will be carried out by reviewing Rogers (2002) developing HR strategy: aligning HR to the business article. Also, the actions likely to apply to the organization of choice have been assessed with actions to be taken, avoided and trailed recommended.

1.1 Organization Selected

In this study, Nestle Company in Dubai, UAE has been considered to guide in attaining the set objectives of this report. The company is a leading global entity in the retail industry particularly in areas of health, nutrition, and wellness. It is this that prompted the company to be recognized, featured on Dubai stock exchange and ventured its operations in 2008. The company is committed to setting an elaborate HR strategy that is aligned with its goals and objectives of becoming the leading retailer in the market it has ventured its operations.

2.0 Literature Review

Rogers (2002) evaluated on the best practice of developing HR strategy.  In particular, the author evaluated on how to align the HR to the business goals and objectives. The author noted that most of the organizations tend to underestimate the roles played by their HR as a critical component of their business planning to enhance the realization of their strategies. In this case, the author noted that the HR strategy is a critical component of the overall business planning and for one of them to be effective and successful, they must both be developed coordinately. Similarly, Ulrich and Dulebohn (2015) noted that majority of the contemporary organizations perceives the HR as a mere administrative function hence ignoring the need and opportunity of aligning the process with their strategic plans. To this end, Rao and Krishna (2015) noted that in circumstances where the HR is integrated into an entity strategy, its alignment is not a predominant forecasting function.  Despite Rogers (2002) noting on the extent in which most organizations ignore the essence of aligning their HR to their organization’s set strategies, he failed to point out the advantages linked to such an endeavor. Brunswicker and Vanhaverbeke (2015) noted that aligning HR to an organization strategy leads to success in their strategy and financial bottom-line.  Hence, from the above literature, it is a common agreement that HR should lead to the change management. Particularly, the HR staff ought to train an entity workforce in figuring out on the extent they could capitalize on their changing business environment and ensure that their business leaders embrace the opportunities elicited by a change process.

2.1 HR Strategy and Organizational Structures and Relationships

Rogers (2002) noted that HR is an organizational component that is involved in playing a reactive role as the most critical segment of the corporate planning process.  From this point, the author demonstrated on different areas in which the HR can play to ensure the success of other areas of the business strategy. This is in line with Ulrich and Dulebohn (2015) who argued that the to ensure the HR is best aligned with the organization strategy, it must be delineated from being the cost center that only focus on compliance but must……………………………………………………………………………………………………………………………………………………………………Please contact our team to receive a detailed guidance and support on this assessment on the basis of your company of work or interest

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