Answers to Questions on Strategic Human Resource Management

Answers to Questions on Strategic Human Resource Management Due to changes in business environment, the Human Resource gained more roles and activities in the shaping of the strategy of management in organisations. The contemporary literature review provides a number of various definitions for strategy. James Brian Quinns definition of strategy focuses on the integration of goals, policies and practices: A strategy is the pattern or plan that integrates an organisation major goals, policies, and action sequences into a cohesive whole (Grees 2003, p 207). The Human Resource Management in organisations has been fully integrated with their business strategy. The strategy aims at providing a framework of directions, coordination as well as decision making. Besides, strategy may also have the role of allocating resources. According to William Henn: Strategy is the concentration of resources on selected opportunities for competitive advantage (ibid). William Henns definition refers to the making of crucial decisions that consist of moving resources from less promising projects to areas where the organisation can have more strategic and competitive advantage. Therefore, the Strategic Human Resource Management importance relies largely on its role providing competitive advantage through the effective use and implementation of such resources in such a way that enable the organisation to achieve its strategic requirements and goals. Patrick Wright and Gary McMahan summarise the Strategic Human Resource Management as the pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goals (ibid). Edward et al (2003, p10) highlights the importance of Strategic Human Resource Management by emphasising on the variety of its roles and functions that include: managing change, contribution to strategy, managing the outsourcing of human resource, and operating shared services units. For instance: S.H.R.M is playing a great role in delivering changes in organisations that aspire to reposition itself in the face of changing competitive conditions. This often involves new structuring and new training that deliver the shift to new business context. 1.2. Purpose of SHRM in John Lewis As we briefly discussed above the significance of Strategic Human Resource Management in corporate world, the following analysis will attempt to identify the purpose of S.H.R.M practices in organisations but more specifically as it will examine those practices particularly in one organisation which is John Lewis. However, no doubt that the main purpose of Strategic Human Resource Management in John Lewis may largely apply to any other organisation. John Lewis as being one of the UK largest cloth retailer as well as an upmarket food retailer is always concerned with maintaining a steady growth by adding more value to the services it provides. Hence, for this purpose John Lewis has managed to successfully use the Strategic Human Resource by strongly linking its function with the competitive advantage and that is because all the employees within the company are part owners of the company  [i]  1. The overall purpose of Strategic Human Resource Management in John Lewis can be summarised in the following points: Developing highly skilled employees: John Lewis eagerness to competitiveness and an awareness of the increasing demands for technologically advanced environment showed the companys recognition that distinctive competencies are obtained through developing highly skilled employees. This requires programs of training and development that solidify the employees contribution to the company. Controlling labour costs: S.H.R.M function in John Lewis is very effective when it comes to controlling the companys total expenditure like: wages, training costs, compensationsetc. This function is very important to the company as argued by Edward et al (2003, p204) the pressure to control costs increased general managers awareness of the impact of inefficient use of human resource. Performance motivation: as mentioned above, John Lewis employees are part owners of the company. This strategy aims at pushing employees to become more committed and highly motivated towards their company. Besides, the companys strategy is to address all employees needs whether by rewards or other means. 1.3 Contribution of S.H.R.M to the achievement of John Lewis goals: John Lewis has set its S.H.R.M goals and studied the tools to achieve them. Yet, the remaining question is whether the strategies adopted have contributed to the achievement of these goals. According to John Lewis interim report 2010, the company seems to have achieved a significant growth even within a tough economic environment. We can argue that part of the success is largely owed to the integration of human resource activities within the companys strategy formulation and planning process. John Lewis provides an exemplary practice with respect to the functioning of its human resource. Having its employees as part owners, this strategy has allowed them or rather pushed them to contribute more towards improvement of their companys performance. The Strategic Human Resource Management at John Lewis may represent its main key strength. Through its skilled work force, the company has managed to distinctively position itself in the UK market. On the other hand, according to the classical human resource approach, any companys structure is affected by certain situational factors such as: technology, size and environment. As demonstrated by Pfeffer (1994), best human resource practice should have a structure that places staff members into groups that should have the ability to make their own decisions. John Lewis has adopted this structure by the division of the company into departments. These departments work together as teams to achieve goals and the company gives almost equal rewards to all members of the team. Therefore, adopting a strategic structure of the human resource at John Lewis has enable the company to achieve its objectives and gain more competitive advantage. Task2: 2.1 The Business factors that underpin human resource planning at BT: Human resource planning in current organisations is subject to constant change and development due to the influence of various internal and external factors. For BT, the industry of telecommunication is very challenging from many aspects e.g.: Business changes: BTs human resources has to adapt to the changes of the mature voice and connectivity market which is characterised by a high competitiveness and an increasing demand for reduced operational complexities. Employees development: as technology is at the heart of BTs telecommunication services, there is a constant need for developing highly skilled employees in order to better serve the customers. For instance, BT is working to grow from being a telecommunication company to become a 21st century software-driven organisation  [2]  which requires the development of new capabilities. Economic fluctuation: BT has suffered from an unbalance of financial resources due to the global economic slowdown, which had adversely impacted its human resources performance. As a consequence, BT has reduced last year the number of indirect employees working through agencies or third party contractors by around 1100 and full-time employees by 9000. 2.2 The human resource requirements in a given situation: Due to the complexities facing the sector of telecommunication (discussed above), human resources at BT needed to adopt a new culture of what is known as mobile and flexible working. The key driver behind the new strategy is to reduce operational costs and improve employees efficiency: Cost transformation: through mobile and flexible working, human resources at BT should be able to reduce property, accommodation and travelling costs. Employees efficiency: flexible working can reduce absenteeism, increase demand for new hires and offers employees a better work-life balance which meanwhile helps boosting their efficiency and productivity. 2.3 A human resource plan for BT: If the H.R new plan of mobile working at BT is to be successful, it should provide appropriate tools and set clear objectives. Peter Drucker (1950) used the SMART acronym to define goals that are: specific, measurable, agreed, realistic, time related  [3]  . The H.R should deploy necessary efforts to up-skill employees through: Introducing the plan of mobile working using presentations, reports, web applicationsetc, taking into consideration that the more employees to choose mobile working, the greater the benefits of productivity for the organisation. Designing a process to support the transition: it could be done through 12 weeks of training programs including: skills to use visual display equipments, virtual offices, capability to access automating health and safety systemsetc Ensuring that the management has the appropriate tools to monitor and measure the performance of mobile workers. 2.4 Contribution of a human resources plan to meet BTs objectives: Human resources functions are tied to organisational strategies and must be designed to support the achievement of the business objectives. The new orientation of mobile working that H.R followed at BT reflects new elements of success that can massively contribute to the growth of the company. At this stage, the H.R is not only controlling and mentoring but rather adding value and responding to the global business changes. Besides, the approach has proved beneficiary across different organisations. BTs main objectives are targeting tow areas: the quality of services and the cost transformation. Relatively, human resources at BT have been working in the same context. Their new approach can accelerate commercial benefits that are necessary for BT to take leading position within the highly competitive market of telecommunication. 2.5 The purpose of human resource management policies in organisations: Human resource policies are codified rules and guideline that organisations establish to run their businesses  [4]  . The policies reflect the organisations culture and cover a set of procedures such as: hiring, employee relations, managing risks, corporate governanceetc. through a comprehensive human resource policies, organisations are able to build up their reputation and save valuable resources in case of any emerging crisis within the business. In the UK telecommunication industry for instance, organisations performances are critically dependent on the Data Protection Act (1998) which is concerned about the regulation of the processing of information relating to individuals, including the obtaining, holding, use or disclosure of such information  [5]  . This Act helps organisation to build up trust with their stakeholders and demonstrate commitment to protect their information. On the other hand, many issues related to employees are drawn upon the Employment Act (2008) which deals with procedures for the resolution of employment disputes, compensation for financial loss, application of minimum wages legislation, the right of trade unions, enforcement of offences under the Employment Agencies Act 1973  [6]  .. and many other connected purposes. 2.6 The impact of regulatory requirements on human resource policies in BT: Human resources policies at BT span the complete business circle, from healthcare and safety of employees to security and copyright. The H.R policies at the organisation ensure the safety of employees and the public exposed to BT operations. BT is also critically concerned with the secure operation of its information systems, networks and data which are part of its major responsibilities as a telecommunication organisation. For this purpose, BT developed a set of policies and measures designed to deal with any catastrophic event such as: cyber-attacks, industrial failures, terrorist attacksetc. human resources management at BT realises that any significant failure to protect the company or customers data could ruin the business reputation and lead financial losses ( e.g. cancellation of contract, penaltiesetc). . Task3: 3.1 The impact of the organisational structure at MS on the management of human resources: Salamen, G and Asch, D (2003, P20) assume that organisational structure refers to the shape of the organisation, the number of levels of management and the nature and number of jobs. Any alterations to any element could lead to a structural change which itself impact on the human resource management. At Marks and Spencer, changes were introduced in the past years in order to keep up with the intense competition in the retail industry. Thus, the company refocused its business on three business values: quality, value, and services  [7]  . The new business strategy has created more challenges for the employees especially when the management opted for a more flatter structure by skipping some layers of authority, placing high centralisation on staff and supporting better coordination between the senior management and the business units. The process of delayering at MS created more business units and assigned more responsibilities to the employees. Therefore, human resources management introduced more programs of training and development. As the flat structure was giving employees more jobs, the management had to ensure that they possess the required technical skills and business competencies to manage ambiguities, and take wise decisions. In sum, the case of MS highlights the link between organisational structure and human resource management. The structure of any organisation has its own needs and requirements that the human resource should work towards fulfilling them. 3.2 The impact of MS organisational culture on the management of human resources: An organisational culture encompasses shared systems of meaning and values  [8]  . As mentioned earlier, MS eagerness to reposition itself in the retail market has led to major organisational changes. MS was determined to change the basis on which it competed by rebranding itself as a service based organisation  [9]  . The key focus of MS cultural change was on changing employees attitudes which clearly represents a strategic issue for the human resource management. Reinforcing desired behaviours requires big efforts and well studied actions. Human resource at MS focused on three key areas: Creating willingness to change among employees by raising the awareness about the necessity of the change, its benefits as well as the pressure that might be associated with the transition process. Communication at this stage is very important and an ongoing process of feedback is essential. Involving people: senior managers need to provide guidance and understand employees concerns. Sustaining the change: through continuous support, increased pay or bonus, develop new competenciesetc Cultural change at Marks and Spencer was dependent on the efficiency of its human resource planning. The H.R management in any organisation plays a great role in the achievement of organisations objectives and depends in the first place on the employees to make that happen. However, introducing any organisational changes always puts H.R management under substantial pressures. 3.3 How the effectiveness of human resources management is monitored: Human resource effectiveness monitoring is essential to enable the employees to focus on their next target role. Marks and Spence has successfully monitor the human resource performance through: Performance appraisals: employees discuss their development with their line managers who decide whether there is a need for further training. Every employee should make a personal development plan to set objectives on the basis of the appraisal feedback. Competency profiling: it also examines skills required for effectiveness as :communicating and influencing, decision making, business leadership, innovation and change, people and resource management, technical skillsetc. 3.4 Recommendations to improve the effectiveness of human resources management: The following is list of recommendations that aims at improving the effectiveness of human resources management in organisations: Promote diversity: which is very important especially for businesses that are growing globally and need to deal with different mindsets. Besides, diversity reflects the commitment of the organisation to its corporate social responsibilities. Support equal opportunities in job descriptions: in order to promote social inclusion. Clearly align the strategies with the organisations objectives: human resource should develop policies and practices that support the achievement of business goals. Develop a well designed pay and reward plans according to exceptional performances and meanwhile recognise the value of all the staff making significant efforts.

Pips changing character Essay

Explore how dickens builds atmosphere and reveals aspects of Pips changing character in three scenes of your choice. A Great Expectation is considered by many to be Charles Dickens greatest novel. Dickens wrote the book from the first person perspective so when reading the book Pip is telling the story after it actually happened. The story is about the life of Phillip Pirrip (Pip). We follow the growth of Pip. The story follows Pips formation from childhood to adulthood. The story shows us how events in his life change his attitudes. Unfortunately instead of growing up to be a gentleman he turns out a snob. The story is based on how the older generation uses the younger generation to get back at society. We see this when Miss havisham says to Estella ‘Well, you can break his heart’. She said this when Estella was complaining about having to play cards with Pip. Miss Havisham wants Estella to break Pips heart because once she had her heart broken . Pip was also being used by Magwitch. Magwitch uses Pip by bringing him to London and bringing him up to be a gentleman. This is getting back at society because society looked down at Magwitch. When Pip visits Miss Havisham for the first time Dickens gives us lots of clues to what she will be like before he actually meets her. Firstly her house is called Satis house which Estella says ‘Its other name was Satis which is Greek or Latin or Hebrew or all 3 or one to me – for enough’. This is a warning that Miss Havisham is fed up and had enough of life. Also upon arriving at Miss Havisham’s house Dickens builds up the atmosphere by writing ‘The cold wind seemed to blow colder there than outside the gate and it made a shrill noise in howling in and out at the open sides of the brewery. Like the noise of wind in the rigging of a ship at sea’. This creates a gloomy atmosphere and makes the reader think something bad is inside. Once Pip enters Miss Havisham’s room Dickens writes a paragraph describing Miss Havisham. HE writes about how she is dressed. ‘She was dressed in rich materials – satins and lace and silks all of white. ‘ ‘Some bright jewels sparkled on her neck and on her hands†¦. ‘ This gives us a good impression of her but then Dickens writes ‘but I saw that everything within my view which ought to be white had been white long ago and had lost its lustre, and was faded and yellow’. These represents that she was once happy but mow her life has gone sour and she is bitter. The room in which Miss Havisham was had no source of daylight it was lit by the odd candle. This shows us that there is no light left in her life.

Different Theories Associates With Having Mental States

The following essay explores varying theories associates with having mental states. According to a Philosophy professor at Simon Fraser University, Dr. Mac, mental states are beliefs or desires or more precisely, states of mind. In this essay, we examine behaviourism and type identity theory, the views held by doctor one and two respectively. In accordance to me, doctor one’s ideology is more acceptable because behaviourism not only provides a solution to the dualism problem but also provides a clear meaning as to what mental states are and the role they play in our day to day lives. The argument is supported by the fact that behaviourism is a scientifically accepted theory, it allows for psychologists to carry out their research and it†¦show more content†¦A ‘categorical mistake’ is â€Å"an error in logic in which one category of something thing is presented as belonging to another category† (Christian Apologetics and Research Ministry). Behaviou rism is one of the first theories which comes close to counting the close unity between the mind and the body. It takes into account that if a person thinks or believes something, then he is likely to behave that way. The person lacking the human brain acts/behaves normally, this indicates that he must think or believe something. Thus, he has mental states. Behaviourism also aligns with clinical research by psychologists. Many psychologists like B.F Skinner use the bases of behaviourism and the mind-body problem to clinically find solutions to depression and understand its cause and relations with behaviours that an individual with depression displays. One of the major concerns occurring in Behaviourism is the fact that there is no common behaviour to all cases. This means that if one person, who feels pain flinches, does not mean that another person feeling pain will flinch too. Thus, it is hard to tell if the person who lacks the brain will display the same behaviour as we do. An other problem that behaviourism does not account for is the lack of feelings for a mental state. It eliminates the feelings and experience of having a mental state. This means that we do not know how the experience of a person

Response of Heart of Darkness - Free Essay Example

Sample details Pages: 2 Words: 549 Downloads: 9 Date added: 2019/06/10 Category Literature Essay Level High school Tags: Heart of Darkness Essay Did you like this example? In the short novel â€Å"Heart of Darkness† by Joseph Conrad, the story starts off by talking about the protagonist, Marlow, leading his trip to Africa. Throughout the book, the readers experience stories on European colonization, and Africa in general. Chinua Achebe,writer of â€Å"An Image of Africa: Racism in Conrad’s Heart of Darkness†, criticizes Conrad’s novel, â€Å"Heart of Darkness† on his different view of racism towards people of Africa and Africa as a continent. Don’t waste time! Our writers will create an original "Response of Heart of Darkness" essay for you Create order Although the language that was portrayed to describe Africans in the novel was constructed during an era of imperialism when was appropriate to use, it doesn’t justify Conrad’s book as a whole. Even though Conrad’s novel, Heart of Darkness, offers a great literary work, the novel should still be studied alongside Achebe’s Things Fall Apart and â€Å"An Image of Africa: Racism in Conrad’s Heart of Darkness† essay to provide an understanding of racism from the dehumanization of Africa and its people. One form of dehumanization factor that is portrayed in â€Å"Heart of Darkness† is when Conrad uses many racist descriptions of the African people. During his first visit to Africa on his way to Congo, he observed that â€Å"The prehistoric man was cursing us, praying to us, welcoming us who could tell?† (Conrad).With the perspective of describing African people as underdeveloped and his use of words such as s â€Å"prehistoric†, â€Å"savage†, and even the derogatory N word, despite most African people in the novel were faceless and unnamed. During the novel, the protagonist, Marlow and the other white people disrespected the African people in a way that justified that being a light pigment meant superiority. It can be seen clearly from the novel that Africans were not people that deserved such disgraceful and disrespectful action from the characters and the acknowledgment of the author to prove their portrayal of Africans as animals and unworthy of a nam e. In Chinua Achebe’s essay, â€Å"An Image of Racism†, he highlights how Conrad uses figurative language to compare Europe and Africa. Achebe asserts that â€Å"A Conrad student informed me in Scotland that Africa is merely â€Å"a setting for the disintegration of the mind of Mr. Kurtz. Which is partly the point. Africa is setting and backdrop which eliminates the African as a human factor† (Achebe, 37 and 38). This clearly shows how people in this current generation still are able to understand the moral implications in Conrad’s language is the actual problem. Although readers and critics can argue over the era and different time that â€Å"Heart of Darkness†, with the fact that this book mistreats an entire race of people, a continent as a whole and many different cultures, in today’s time, it is unacceptable. Well, everyone likes to be treated with respect, and without a doubt, Achebe acknowledges that Conrad’s writing in â€Å"Hea rt of Darkness† was beautiful and talented, but his work of literature can not be judged based on the technicality. The message that is portrayed in the novel affects an entire portion of human race and crashes their beliefs and is simply not fair. Although, Conrad’s work on the novel should still be discussed alongside with Things Fall Apart and Achebe’s essay, â€Å" An Image of Racism† for a better balanced understanding of the concepts.