Hr Business Strategy

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INTRODUCTION Given the fundamental notability of to integrate business strategy and human resource management, this research will not focus on the alignment of business strategy and human resource management and why the need for such alignment should exist. This study postulates that given the relative acceptance of the need for alignment between business strategy and human resources management, what is HR’s role in formulating and executing strategies. First, we examine the prevailing HR role and its role as a strategic partner. In order for HR to become strategic we will introduce the models and approached on which HR can best formulate and execute strategies. Furthermore, we will point out the issues HR are facing in taking up the strategic…show more content…
Their study targeted strategic business focuses (Growth, Core Business, Quality and Speed, and Knowledge & Information Based Strategies) and change initiatives (Restructuring, Organizational Performance, and Competency & Knowledge Management) in the organization. They demonstrated the model of business and the changes happening on these organizations. (Lawler &Mohrman, 2003, p.15) Notably, their inference was that the purpose of HR is dependent on the organization’s business model. They established that prevalence for HR to become a strategic partner is higher in organizations that heavily relies on its human resources as the derivation for its competitive advantage. For instance, if one of the organization’s strategy is knowledge management, HR can conveniently become a strategic partner since knowledge management is one of its capability. (Lawler &Mohrman, 2003,…show more content…
The effectiveness of HR in performing these roles may determine the success of the organization in achieving its goals since employees need to understand and be willing to support the goals of the organization. However, it is important to note that the involvement of line managers are also significant in the implementation of strategic goals. Overall stability of the organization is dependent on the satisfaction of the work force, not to mention, the willingness of employees to meet the organization’s objectives. Coupled with planning, organizational development and design to effectively engage resources through understanding businesses processes, HR can become strategic partner. Moreover, HR should execute plans accordingly by allocating the right number of resources with the right skills. Lastly, HR may lead the organization change through the use of systems which promotes process improvement and efficiency, as well as analyses that can turn data into strategically valuable
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