Table of Contents
2.1 Evaluate different approaches to developing HR strategy and contemporary developments.
2.2 Evaluate the links between HR strategy and organizational performance.
2.3 Evaluate the role of different approaches in creating high-performing organizations.
2.4 Analyze the nature and approaches to the study of leadership.
2.5 Critically evaluate the significance of the leadership role in creating and sustaining high performing organization
Set and Achieve Business Goals.
Set Priorities and Focus on Key Tasks.
2.6 Critically evaluate the aims, objectives and practices of HRM and HRD.
2.7 Understand organizational Management and Development.
2.8 Identify the need for organizational change and barriers in selected organizations.
2.10 Evaluate the contribution of leadership, management, and development of people to strategic organizational change.
2.11 Explain the ethical approach to HR functions.
2.12 Evaluate the changing role of the HR function in an organization.
2.13 Analyse and reflect on personal learning, professional development and practice.
This paper critically evaluates the nature of leadership theories and their contribution to organizational strategy and goals, with particular reference to the contribution of HR leadership strategies in Apple for the management of change. Then, this formulates and critically evaluates ethical strategies for HRM and HRD in selected organizations and explains the changing role of the HR function as based on these organizations. This part also analyze own personal development needs and learning styles, plan own development program over at least 6 months, reflect on and evaluate evidence of own development
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2.1 Evaluate different approaches to developing HR strategy and contemporary developments
Approaches to HR planning
Planning effective human resource requirements is the incremental process that works on forecasting HR requirements, comparing requirement and availability, forecasting HR availability. The HR planning process is summarised in the diagram below:
Diagram: Human Resource Planning Process Source: Lecture Note
Stages of HR planning requirements
According to Torrington (2013) notes, Apple can adapt six-stage of the HR planning process, which is outlined in the diagram below:
Diagram: stages of HR planning requirements Source: Torrington (2013)
As Torrington (2013) suggests, Apple should, first, analyze its organizational objectives. The study should focus on both internal and external factors. The outcome of this study will define the needs of human planning and suggest Apple. In the second stage, Apple should study the current inventory level of its human resources. In this stage, Apple needs to specify the current number of employees, their skills and qualifications, their strengths and weakness, retention level, and satisfaction level.
In the third stage, Apple should forecast future demand and supply of human resources. In this stage, Apple should analyze the labor market, employment trends, competitive circumstances, etc. In the fourth stage, Apple should identify the skills shortage and skill gaps among its employee and business operations, the problem faced by the employees at the workplace in gaining improve performance and productivity. In the fifth stage, Apple will define an appropriate action plan and take initiatives to overcome the weaknesses, difficulties, skills shortage, and skills gaps faced by its employees. Then, Apple will implement the action plan in the workplace. Finally, in the sixth stage, Apple will evaluate and monitor the action plans taken. After a certain time period, if Apple sees that the outcome is positive, it will continue the action plans. Otherwise, it will review and take further actions to overcome the challenges.
Developing HR strategies
There are two basic forms of alignment: vertical alignment and horizontal alignment, which are illustrated in the following figure:
Vertical alignment refers to the positioning of an organization’s human resource management strategy in relation to other organizational strategies. The fundamental issue here is whether an organization’s human resource strategy fits with its competitive strategy. Horizontal alignment refers to the fit of specific practices with other practices. The selection practice of seeking employees who are likely to be team players aligns with the performance appraisal practice of reducing competition among employees, for example. In contrast, practices would not be horizontally aligned if the selection practice focused on hiring team players but the performance appraisal practice emphasized competition and individual achievement.
2.2 Evaluate the links between HR strategy and organizational performance
Human Capital Value
Having in-house human resources activities in an organization is significant. An in-house human resources employee or a human resources expert on employees can improve the understanding of how essential human capital is to the organization’s bottom line. For small businesses organization, in particular, human capital is complicated because many small companies have workers who perform cross-functional duties. When a single person leaves in a small organization, a huge gap is created to fill with a potential threat to companies’ productivity and performance means to profitability.
HRM reduces excessive spending by developing methods for controlling employee management costs. It negotiates better rates for benefits like health care coverage. Moreover, it makes sure a realistic and competitive wage/ salary setting based on analyzing employment trends, labor market and salary based on job functions. The HR function is mainly helpful for small companies because of their limited budget.
Workplace conflict or conflict among employees is a crucial issue because of multi-diverse personalities, work styles, backgrounds as well as levels of skills and experience among workforces. HRM deals with employee relations matters to identify and resolve conflict among employees and restore positive working relationships……….