Essay on Human Resource Strategy and the Business Strategy

2021-07-06 16:10:03
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University of California, Santa Barbara
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Essay
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The relationship between an organizations human resource strategy and its business strategy is often quantitative and cross-sectional in nature. In the business world, the line between these two strategies is gaunt. A successful business owner will always make sure that there is a strong connection between the human resource strategy and the business strategy. This is because developing human capital will enable the organization to achieve its desired success and most importantly lengthened its life in the business. Today, Human Resources strategy include executive leaders of the organization meeting with human resources experts to discuss and design complementary objectives for human resources and the overall company. However, it should be noted that the real test of a relationship between the overall business strategy and the human resource strategy is the quality of interaction between the companys top executives and the human resources executives.

It is important that a close relationship between the business strategy and the companys human resource strategy exists so that the organization can be able to maintain a strong workforce. According to Grundy (2013, this workforce will enable the companys employees to enjoy high levels of job security and job satisfaction, and this will translate into a labor force that helps achieve organizations objectives. Human resources, capital, and experts are the most valuable assets for any organization, without them the company is bound to fail. Moreover, Human resources strategy also helps widening the needs of the business by advancing the business and the human resource agenda. Therefore, it is important for all administrative officials to note the advantages of aligning human resource strategies with the overall business objectives (Grundy, 2013).

Based on Collins (2010) findings, human resource strategies imply that employees should be considered as valuable resources since they are the ones who spearhead the companys development and enables it to achieve success and a competitive advantage on the business platform. Now, this means that the strategies of human resources should always correspond to the companys strategy. Developing and integrating human resource systems into the company will ensure sustained organizational effectiveness and most importantly the creation of value for customers. In fact, it is important to note that most human resource strategies encourage employee attitudes and behavior towards strengthening the competitive techniques of the company. Moreover, it is associated with the high performance of the company, especially in the revenue generation. A lot of successful companies often develop a bundle of employee approaches to reinforce the companies strategic position. In general, human resource strategies creates methodologies that enhance employees skills and knowledge, that is, it is concerned with challenging programs and policies that will reinforce and stimulate the employees to be more competitive and productive. For an organization to perform efficiently, its organizational strategy should be supported by the other distinctive capabilities. These capabilities are built upon an appropriate combination of abilities, knowledge, and behaviors of its employees. We should also realize that most organizations create technological, strategic, organizational and financial value through the competencies of its employees. Moreover, business strategy helps in creating the manner in which the organization is going to relate to its environment that is concerning the matters of competition and flourishing in its designated marketplace. On the other hand, human resource strategies help in ensuring that human resource is properly utilized to achieve the organizational objectives. Therefore, the manner in which human resource is motivated, deployed, engaged and managed will affect the business strategy implementation. Human resource strategies help human resource experts add value to the organization (Collins, 2010).

In conclusion, most human resource strategies are associated with a lot of benefits to the company. First, application of these strategies helps to improve the financial outcomes of the organization. Second, it ensures that there is satisfaction among the companys clients. Both business and human resource strategies have positive effects on the companys performance. Appropriate human resource strategies will often correspond to the firm's strategies to ensure improved organizational performance. Therefore it is important to ensure that we maintain a close relationship between these two strategies so that we can be able to see that organizational performance is enhanced.

References

Andersen, T. J., & Minbaeva, D. (2013). The Role of Human Resource Management in Strategy Making. Human Resource Management, 52(5), 809-827. doi:10.1002/hrm.21562

Boxall, P., & Purcell, J. (2016). Human resource management: what and why? Strategy and Human Resource Management, 3-30. doi:10.1007/978-1-137-40765-8_1

Business Strategy, Business Functions, and International Human Resource Management. (2012). Paradoxes of Culture and Globalization, 210-228. doi:10.4135/9781483329604.n10

Collins, D. B., Lowe, J. S., & Arnett, C. R. (2010). High-Performance Leadership at the O

rganization Level. Advances in Developing Human Resources, 2(2), 18-46. doi:10.1177/152342230000200203

Grundy, T. (2013). HR strategy and competitive strategy at Marks & Spencer. Value-based Human Resource Strategy, 77-96. doi:10.1016/b978-0-7506-5769-3.50007-7

References

Andersen, T. J., & Minbaeva, D. (2013). The Role of Human Resource Management in Strategy Making. Human Resource Management, 52(5), 809-827. doi:10.1002/hrm.21562

Boxall, P., & Purcell, J. (2016). Human resource management: what and why? Strategy and Human Resource Management, 3-30. doi:10.1007/978-1-137-40765-8_1

Collins, D. B., Lowe, J. S., & Arnett, C. R. (2000). High-Performance Leadership at the Organization Level. Advances in Developing Human Resources, 2(2), 18-46. doi:10.1177/152342230000200203

Grundy, T. (2003). HR strategy and competitive strategy at Marks & Spencer. Value-based Human Resource Strategy, 77-96. doi:10.1016/b978-0-7506-5769-3.50007-7

Haq, I. U. (2014). How Well Is Your Organisation? Business Strategy Review, 25(1), 76-76. doi:10.1111/j.1467-8616.2014.01034.x

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