Part 1: Question A
In order for Canadian organizations to be able to choose a system over another to implement or achieve its strategic human resource management goals, then it must adequately understand the process of strategic management and the strategic human resource planning. First, the concept of strategic management is deemed to be collection of current activities or processes of the workplace that specifically intends to systematically coordinate, or align the firm’s resources with the company’s mission, strategy and overall vision . The activities are then allegedly transformed into a static plan that will provide performance feedback for decision making. The factors or actions that one believes will result in one organization choosing one system over the other to achieve its strategic HRM goals are as follows: the different kinds and types of work systems that prevail in the organization, the overall target or goal that the organization intends to achieve, the macro environmental factors that impinge on the operations and performance of the organization, as well as the ability of management to design strategies that achieve its strategic HRM needs .
Every strategy formulation and development process starts with the identification of targets or goals, which could be stated through mission and vision statements of the organization. As such, through explicitly identifying the firm’s SHM goals, the decision makers are able to develop specific strategies which would facilitate the attainment of these goals. The strategies should also include an assessment of the current resources of the firm (assets, human resources, funds, and other technological capabilities) to ensure that these are appropriate to achieve their goals.
Concurrently, the organization’s decision makers should always assume a vigilant stance in identifying factors in the external environment which could significantly impact the attainment of plans. These macro environmental factors would include political, economic, social, technological, legal, and environmental factors . These factors are essential to enable HR practitioners to determine whether the strategies that were developed could be achieved using the skills and competencies of their people; in conjunction with the current resources of the organization.
Finally, management should be able to monitor the performance of its people in adhering to the strategies. A performance appraisal should be regularly conducted to determine strengths and weaknesses of the personnel. Any deviation should be addressed, depending on what causes the inability to perform according to plans. If there is a need for training, appropriate programs should be available to develop the employees and match their skills set to the requirements of the job. The emphasis is to ensure that the knowledge and skills of the current pool of human resources are exemplary in exuding competitive advantage, as well as a perfect fit between the firm’s competitive strategies and the internal HRM strategies. As such, it is important for human resources to regularly review these strategies on a regular basis and make the necessary updates, as deemed appropriate. When the firm’s mission and visions, as well as organizational goals have been attained in specifically defined time frames, then, it could be construed that the strategies developed were indeed effective.
Part 1: Question B
The Director of Human Resources (HR) must understand essential frameworks of corporate sustainability to achieve sustainable work systems. Accordingly, a sustainable work system contains the four (4) pillars of sustainability: economic, social, environmental, and cultural perspectives . Economic perspectives take into account the ability of the firm to generate profits; yet providing value of its products and services to the consumers and other stakeholders. The social perspectives emphasize the ability of the organization to be contributory to improving the well-being of others. Concurrently, cultural perspectives, the firm should be able to integrate culture enrichment through support of cultural diversity, as well as exuding cultural awareness and adeptness. Finally, environmental perspectives mean taking into account how human actions influence and affect the environment.
As such, in the undertaking of major functions of human resources management: job organization, acquisition, development, and maintenance of people in the work setting , the Director of HR should be able to incorporate these perspectives to achieve a sustainable work system. Therefore, as the Director of HR at a large Canadian organization, the HRM strategies that are planned to be adopted to achieve sustainable work settings include both corporate and business-level strategies to achieve sustainability goals, such as: “economic growth, protection of the environment, social equity and cultural viability” . More importantly, it is deemed appropriate to apply the integrative model of human resources strategy, which synthesized two relevant dimensions of HR strategy, the acquisition and development, as well as the locus of control. The acquisition and development functions would ensure that an appropriate supply of personnel matches the needs and demands of the work setting; including the ability to utilize current resources in the most cost effective manner. For instance, in the acquisition process, the organization should be complying with equal employment opportunities regulations to support social equity. In addition, the organization should use practical methods of recruiting to support cost-minimization and contribute to economic growth. Moreover, by hiring a culturally diverse workforce, the organization adheres to cultural viability.
Concurrently, the locus of control dimension of the HR strategy would ensure that the performance of the personnel is evaluated and monitored according to their respective abilities in achieving explicitly identified goals, using standards of performance. For instance, the organization has explicitly developed job descriptions which clearly itemized responsibilities of each personnel. In so doing, every employee would have a clear set of performance standard and those who excel in attaining set goals within defined time frames should be acknowledged and rewarded. It is in this phase that employees and even other stakeholders are also encouraged to behave with commitment to corporate social responsibility, including exemplifying conduct and behavior that adheres towards the protection of the environment. Employees would be encouraged to use office supplies sparingly, conserve water and electricity, as well as participate in volunteering and community programs.
Part 2
According to Bratton & Gold (2012), “the HR function has been awarded great responsibility as a guardian of the ethos and values that must be embedded in an organizational culture if HR specialists are to be successful” (p. 4). As such, in order for an organization to adopt and establish a more inclusive organizational culture, the company must be able to clearly communicate the core values, philosophies, and commitment that it intends to exemplify. For instance, there are contemporary global organizations which openly and explicitly design philosophies and commitment for corporate social responsibility, green movement as part of environmental conservation and protection, cultural diversity, and equal employment opportunities, including promoting flexible work as well as maintaining work and family life balance. As such, although these are not totally new methods, the proposed approaches could be considered evidence based methods that would assist in developing and sustaining an inclusive organizational culture.
As learned, there are factors that actually influence organizational culture, including organizational factors (management style and attitudes), environmental factors, as well as HRM practices (training, employee involvement and empowerment, effective communication, rewards and sanctions, code of discipline and ethics) (Gomez, 2009; cited in Senyucel, 2009). Therefore, the organization needs to initially promote open communication, where employees and other stakeholders, would be encouraged to suggest, comment, share, and convey insights which are deemed to be essential and instrumental in increasing job productivity, performance, and satisfaction in the work setting. Secondly, the organization needs to manifest an atmosphere of genuine commitment to encourage its human resources to be participative and collaborative in essential decisions that would directly contribute towards the achievement of explicitly defined goals.
Further, the organization should be able to design employee involvement and empowerment programs, as well as an employee appraisal system that would gauge the level of actual performance of each of the personnel. In so doing, those who consistently excel should be commended, acknowledged and rewarded; while those who perform below par, should be trained, as needed.
The difficulties might be anticipated, particularly if one wanted a more sustainable and green HRM, include the commitment of higher management in resource based management approach. As such, despite encouraging training and development programs, for instance, it was learned that current programs “did not involve leadership and promotion of a culture stimulating the transfer and application of newly acquired knowledge in the work place” . To address this challenge, management should be able to incorporate a method that routinely shares with the employees, essential information that would increase both knowledge and skills in specifically identified aspect or function in the work setting. The emphasis is to promoted and sustain a continuously learning culture that would ensure the professional growth of all its constituents. In addition, through a culture of empowerment and employee involvement, insights, comments, and suggestions should always be welcomed as a source of information for potential positive change. Leaders and HR practitioners must then, be knowledgeable and equipped to handle resistance to change, addressing conflicts, and supporting culture change in the most viable manner.
References
Bratton, J., & Gold, J. (2012). Human Resource Management: Theory and Practice. Palgrave Macmillan.
Gomez, C. (2009). The influence of environmental, organizational, and HRM factors on employee behaviours in subsidiaries: a Mexican case study of organizational learning. Journal of World Business, Vol. 39, 1-11.
Martires, C., & Fule, G. (2004). Management of Human Behavior in Organizations (2nd ed.). Quezon City: National Bookstore.
OMICS International. (2016). Strategic Management. Retrieved from omicsonline.org: http://www.omicsonline.org/strategic-management--peer-reviewed-open-access-journals.php
Professional Academy.com. (n.d.). MARKETING THEORIES – PESTEL ANALYSIS. Retrieved August 18, 2016, from http://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-analysis
Senyucel, Z. (2009). Managing the Human Resource in the 21st Century. Zorlu Senyucel & Ventus Publishing ApS.
