Question:
Assessment Briefing
- Assignment Question
Conduct a comparison of your organisation’s approach to strategic human resources against a
minimum of two best practice models and produce a set of recommendations for improvement.
It is expected that your assignment will include reference, but not be limited to:
• A comparison of the organisation’s current practices against at least two best practice models
covered on the module (e.g. Resource Based View as illustrated by the Pfeffer model;
Resource Based Contingency, Strategic Configuration)
• Analysis of the relevance of the models for improving HRM within your organisation, taking into
account the internal and external factors which influence the way HRM is conducted
• Consideration of how the models could be utilised and applied to improve the organisation’s
current approach to HRM
Your analysis should result in specific and appropriate recommendations for improvement
backed up by a relevant business case. - Assessment Criteria
Your assignment will be marked against the following criteria. The generic band descriptors on the
Generic Marking Scheme (Post Graduate) provides more detail on how assignments will be graded.
The marking scheme is available on the module Learn page or via the Executive Education Student
Portal http://execed.lboro.ac.uk/execed/home.html under the ‘Your Studies’ section.
Generic Criteria
Knowledge and Understanding
• Evidence that a wide range of relevant high quality literature has been accessed
• Key concepts are presented to demonstrate understanding of the key issues
Analysis and Evaluation
• Evidence of critical analysis
• Critical evaluation of the strengths and weaknesses of cited research/literature
• Credible conclusions are made
Application to Practice
• Credible links between theory and practice are demonstrated
• Evidence is evaluated and applied to practice
Communication
• The assessment guidelines have been interpreted and followed
• Coherent and logical structure
• Correctly and consistently formatted references and citations, i.e. Harvard style
• The word limit is not exceeded
Solution:
Abstract
This report has developed a review of the strategic human resource concept, particularly in the automobiles industry. This study has identified that business objectives are attained only when the human resource practices, procedures, and systems are strategically developed and implemented on the basis of set organizational needs. This implies an event where strategic perspective to human resource management is adopted. Taking into account of Al Nabooda Automobiles as a case study company, a basis of the strategic human resource management has been established with the concepts of HRM and strategic management evaluated. This has been achieved through evaluating the role of resource-based view, strategic fit, and how the strategic HRM operates. It has been noted that the internal and external factors characterize the SHRM approach adopted by the company. These external factors include current conditions in the automotive industry which include the government policies, technology, labor market, and HRM systems. This is as opposed to the internal factors which include productive management, competitive advantage, organizational culture and the organizational strategies. It has been recommended that the company need to integrate bundling and resource-based view model in their current HRM practice to guarantee success and leveraging on competitive advantage in the automobiles industry.
Table of Contents
2.1 Approaches to Strategic Human Resources. 5
2.2 HRM Best Practice Models. 6
2.2.1 Resource-based view of Strategic HRM… 7
2.2.2 The best Practice Approach (Contingency Analysis). 8
3.1 Al Nabooda Automobiles Current HR Practices. 9
3.2 Relevance of Other Models in Improving HRM in Al Nabooda Automobiles. 10
3.2.1 Resource-based View Model 10
3.3 Utilization and Application of Models in Improving the Organization Current Approach to HRM… 11
4.0 Conclusion and Recommendation. 12
1.0 Introduction
Adopting the definition of Lengnick-Hall et al. (2009), strategic human resource management (SHRM) is the interface between the human resource management (HRM) and strategic management. It is identified as a practice of demonstrating the future development of an organization and the attainment of its objectives through the support of the HR policies and practices. In this case, having a skilled, capable and motivated workforce is essentially perceived as a fundamental aspect of a competitive advantage with the SHRM oriented towards implementing recruitment, support, and development of high-quality employees. Nevertheless, according to Wright and McMahan (2011), the integration and alignment of HR and organization goals and objectives are critical characteristics in the SHRM. In entities actively practicing the SHRM, involved stakeholders are informed by the business strategy (described in the module as vertical fit). Also, the HR policies are eventually integrated or consistently arranges with each other (horizontal fit or bundling HR practices). The best SHRM models include best-practice HRM, bundling of HR policies and practices to provide a coherent and comprehensive HR strategy, life-cycle and competitive advantage, strategic configurations, and resource-based view. Despite the existence of the identified best practice models, HR management cannot be perceived as a single homogeneous occupation. Nevertheless, it is an all-inclusive distinct roles and activities that are differing from one entity to another or in different levels in a similar organization. Taking this into account, this study conducts an evaluation of Al Nabooda Automobiles company current practices in their strategic human resource management. This has been done against different best practice models. Ultimately, a recommendation for best practice in improvement has been suggested.
1.1 Company Background
The company of focus in this report is the Al Nabooda Automobiles. This is located in UAE automobiles sector and is involved in distribution of Audi, Porsche and Volkswagen cars brands. Today, it has ventured its operations in approximately 12 lavish showrooms and dedicated service centres in Dubai, Sharjah and Fujairah. In the organisation, my placement is the head of human resource management. I am actively involved in identification of how input in people management and benefits to human resource, active involvement of employee’s development and testing of the practices, ensuring simplicity of practices and mitigating any bureaucratic or time-consuming practices and offering guidance, support and capacity development to employees.
2.0 Literature Review
2.1 Approaches to Strategic Human Resources
According to Sirmon et al (2011), in the modern business practices, the source of competitive advantage has significantly shifted from the tangible and physical resources to be more oriented on intangible and knowledge assets. Particularly, knowledge is a fundamental driver of business performance and a process in which the valuable assets are managed, developed, leveraged, and adopted as a key core capability. This could have prompted Wright and McMahan (2011) to demonstrate that majority of these resources are embedded in human being’s brains and since they are generated, enriched, and nurtured through social interactions and collective dynamics, HRM function a critical core competency in both private and public entities. Hence, it is the role of the HR manager to play the role of a knowledge manager in identification of human and intellectual abilities. They also collate appropriate instruments in leveraging the valuable resources and supporting efficient and effective processes for delivery if innovative and valuable products and services. Hence, as illustrated in figure 1 below, SHRM involves both the HR strategies and strategic management role of HR professionals. The table indicates that there is a choice on those strategies and the strategic role of HR……………………………………………………………………………………………………………………………………..Please contact us to receive support, guidance and tutorial services on this assessment based on your company background and expectation levels
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