Human resource assignment

 Strategic HR – Using literature, critically assess the 3 main approaches to HRM (best practice/best fit/configurational) Use examples where companies might use each and why. 

 1500 words   excluding references 

At lease 10  academic references

Introduce the essay; 

▪ Where possible, compare and contrast different authors’ views on the topic;

 ▪ Engage with theories and practices in analysing the topic;

▪ Provide empirical examples to illustrate arguments, drawing on evidence from academic empirical research as well as media and consultancy reports;

 ▪ Outline management implications where relevant; 

▪ Provide a conclusion 

MGB2430A1 Essay Criteria Rubric

Section/Criteria % N (26-49%) Pass (50‐59%) Credit (60‐69%) Distinction (70‐79%) HighDistinction (80‐100%)

Introduction:

Introduces the topic in an interesting &

appropriate way. Defines the objective

&content of the essay. Provides a

perspective on

the

issue.

10

Inadequate with no

introduction of the

topic and/or any

objective and scope for

the essay stated.

Some introduction of the

topic and some statement of

the objective and scope but

not well expressed.

Generally good introduction

of the topic and quite

clearly stated objective for

the essay and a perspective

provided.

Well written introduction

and well stated objective for

the essay followed by some

provision of perspective on

the issue.

Excellent and interesting

introduction, with a clearly stated

objective for the essay followed by a

concise perspective on the issue.

Body:

(Do not use this word as a sub heading)

Each issue under investigation is

explained specifically and critically
analysed. Arguments/viewpoints

supported by evidence from reference

material, data or examples. Logical

progression of ideas. Demonstrates a

high level of quality research into the

topic utilising academic sources of
good quality and variety.

60

May not have

addressed the issues in

relation to the essay

topic or the discussion

is not supported

adequately either

through reasoning or

appropriate references.

A basic overview with

no analysis. Insufficient

research.

Discussion is adequate but

rather limited. Describes rather

than analyses. However it uses

some relevant references and

linking of theory and practice

in the discussion. Rather

limited evidence of quality

research.

Effective discussion

indicating some reasoning

and analysis using relevant

references. Links theory and

practice using relevant

literature and examples in

the arguments. Evidence of

some quality research.

Demonstrates evidence

from wider literature

research of high quality.

Discussion supports a

coherent line of reasoning.

Links theory and practice

with insightful analysis and

use of examples in the

arguments.

Excellent discussion supported by

quality research in the literature in

combination with the use of relevant

examples to support the arguments.

Conclusion:

All aspects drawn together in a brief,
concise summary. Consistent with
findings, no new material introduced but

may finish with some implications or a
comment

on the future of the issue.

10

Inadequate conclusion

with no summary of

issues that have been

discussed or

inconsistent with the

findings or new

material introduced.

Satisfactory conclusion but

could be done in a clearer or

more concise

manner.

Good conclusion that

Summarises the main issues

in a clear and concise

manner.

Very clear and concise

conclusion including some

suggestions as to

implications or comments

on the future of the issue.

Excellent conclusion that is written

in a very concise, consistent manner

with comments in relation to

implications and the future of the

issue.

Presentation:

Quality of

expression, grammar,

spelling, punctuation and

proofreading. Format and layout in

professional manner– including signed

assessment cover sheet.

10

Inappropriate/poor

language. Frequent

errors in grammar,

punctuation and/or

spelling. Poor format

and layout that do not

meet professional

expectations.

Adequate language but some

errors in grammar, punctuation

and/or spelling. Format and

layout satisfactory, but can be

presented more professionally.

Effective language. Mainly

accurate grammar,

punctuation and/or spelling.

Correct use of paragraph

constructions. Well

presented (size 12 font,

double spacing).

Well written with good

expression, grammar,

punctuation and spelling.

Good use of paragraph

constructions. Very well

presented.

Excellent expression, grammar,

spelling, punctuation with few

errors. Professional presentation in

relation to format and layout.

Referencing:

Use of correct author‐date (APA)
referencing system in a consistent and

correct manner in the essay itself.
Inclusion of an accurate reference list on
a separate page listing only the sources

that have actually been used. The
reference list is arranged in alphabetical
order according to the authors’ last

names. (A-Z) No sections.

10

Inappropriate or

incorrect referencing

and/or no reference list.

Not consistent with the

Q Manual

requirements.

Work over‐relies on direct
quotations. Some errors in

technical aspects of

referencing. May deviate from

Q Manual requirements.

Quotations and referencing

are mainly accurate. Work

shows some integration of

citations. Mostly correct

application of Q Manual

requirements.

Minor referencing errors.

Citations used to good
effect utilising a mixture

of direct quotations and

paraphrasing. Meets Q
Manual requirements.

Referencing is consistently accurate.

Citations used to support very well.

Insightful and interesting arguments.

Meets Q Manual requirements.

Topic: Strategic HR – Using literature, critically assess the 3 main approaches to HRM (best practice/best fit/configurational) Use examples where companies might use each and why.

▪ 1500 +/- 10% words

At least 10 Academic references

▪ Due: Friday 13th April 5pm

▪ Introduce the essay;

▪ Where possible, compare and contrast different authors’ views on the topic;

▪ Engage with theories and practices in analysing the topic;

▪ Provide empirical examples to illustrate arguments, drawing on evidence from academic empirical research as well as media and consultancy reports;

▪ Outline management implications where relevant;

▪ Provide a conclusion 6 Essay Questions

Assessment tasks Assessment

task title: Individual Essay

Due Date: Week 6 Friday before 5pm

Weighting/Value: 30%

Details of Task: Your task is to write an argumentative essay answering one of the following questions, drawing from concepts and theories discussed so far this semester.  Strategic HR Using literature, critically assess the 3 main approaches to HRM (best practice/best fit /configurational) Use examples where companies might use each and why. Workforce Planning Critically discuss the crucial components of strategic workforce planning in an industry of your choice. What are the challenges and how may these be addressed? Use literature and industry examples. Guidelines for the essay:

● A minimum of 10 Academic references are to be used.

● You should use the academic third person writing style as outlined in the Q Manual.

● It is important that you use peer reviewed academic journal articles for the basis of your academic discussion. You should be aiming to draw on at least 10 refereed journal articles.

● No more than 2  textbooks to be used. Release date: N/A Word limit:  1500 words (+/- 10%) excluding references Presentation requirements: Essay format is required. Please refer to the Q manual for formatting and presentation requirements. More details can be found on the Moodle site.  Your essay should define the topic, and provide critical analysis on the topic. A good essay should MGB2430 People, culture and strategy – Semester 1 (S1-01) – 2018 10 Your essay should define the topic, and provide critical analysis on the topic.

A good essay should endeavour to achieve the following: 

● Introduce the essay;  ● Where possible, compare and contrast different authors’ views on the topic;  ● Engage with theories and practices in analysing the topic;  ● Provide empirical examples to illustrate arguments, drawing on evidence from academic empirical research as well as media and consultancy reports;  ● Outline management implications where relevant;  ● Provide a conclusion

Estimated return date: Marked assignment will be returned 2 weeks from due date via Moodle Hurdle requirements: N/A

Criteria for marking: Marking rubric is available from the Moodle site Learning objectives assessed: This assessment is designed to test learning objectives 1-4 Submission details: You are required to submit an electronic copy (via Moodle with turnitin check report) on the due date. Penalties for late lodgement: A maximum penalty of 10% of the total mark allocated to this assessment will be deducted for each day it is late. Assessment coversheet: No cover sheet required as it is build into your Moodle submission Additional information: N/A

MGB2340

Lecture 2 – Strategic Issues in HRM

MONASH
Business School

Learning Outcomes
Define and describe the strategic management process
2. Examine theoretical approaches that integrate HR with and the strategic management process
3. Consider the ‘HR Black Box’ and the role of the HR function

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RESEARCH REFRESHER.
IN BRIEF….
“Theories are generalisations about what exists in the world around us and how components of that world fit together in patterns” O’Brien and Penna, 1998, p.3
Theories – often summarised in the form of conceptual models – depict how things are reasoned to operate in practice. Empirical research tests theory, resulting in theoretical, empirical and practical contributions, as well as directions for future research and development.
Empirical research methods can be qualitative (typically interviews, observation…), quantitative (statistical) or a mix of both (mixed method). The research method is determined by the research questions/hypotheses of a study.

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Strategic Management
A process or approach to addressing the competitive challenges faced by an organisation. …the ‘pattern or plan that integrates an organisation’s major goals, policies and action sequences into a cohesive whole’ (Quinn, 1980).
Components:
Strategic formulation – the process of deciding on a strategic direction by defining a company’s mission and goals, its external opportunities and threats and its internal strengths
Strategic implementation – the process of devising structures and allocating resources to enact the strategy a company has chosen

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What is Strategy?
Strategies define the direction in which an organisation intends to move and establishes a framework for action to achieve a particular strategy
Capitalising on strengths and opportunities

Minimising weaknesses and threats

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What is Strategy?
Chandler (1962)
Basic long-term goals & objectives of an enterprise i.e. DIRECTION
Adoption of courses of action i.e. ACTION
Allocation of resources needed to carry out goals
Porter (1979, 1980, 1985)
Positioning- defining a company’s position relative to its competitors in the industry
where to compete, on what criteria, with what resources

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What is Strategy?

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Types of Strategy
DIRECTIONAL (CORPORATE LEVEL) STRATEGIES Where do we compete? What business are we in?
Concentration strategies
Maintain strong relevant skill base Internal growth strategies
Transferring staff into different markets
External growth strategies
Aligning cultures and practices
Divestment or downsizing (outsourcing) strategies
Outsourcing certain functions (HR/Finance)

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Types of Strategy
COMPETITIVE STRATEGIES
How do we compete in that business?
Generic strategic types
Cost
Quality
Innovation
Strategic choice
The organisation’s strategy; the ways an organisation will attempt to fulfill its mission and achieve its long-term goals.
But these choices are bounded by contingencies such as industry, markets and competitors, technology etc

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10
HR and the Strategic Management Process
A light-hearted take on SHRM:Goodfella’s https://www.youtube.com/watch?v=CgggItUc6LQ

10

HR and the Strategic Management Process
Strategic Management
Aims to achieve and sustain competitive advantage
How, when and where to compete
Strategic choice depending on mission and goals of the organisation, competitive environment, technology
Strategic HRM
“The pattern of planned HR deployments and activities intended to enable the firm to achieve its goals” (Kramar et al 2014:56).
Employees are viewed resources that can be exploited/influenced to achieve and sustain competitive advantage
Strategic choices are made about how HRM system depending on business strategy.
HRM’s role is to ensure a company’s human resources provide it with a competitive advantage

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The Resource Based View (RBV)
HRM can play a strategic role by seeking sources of internal competitive advantage (Your Employees) that are valuable, rare, inimitable and non-substitutable.
The resource-based view of HRM (RBV) (Barney and Wright, 1998) hypothesised that people and (more importantly) how they are managed are a source of competitive advantage (ie People are the most valuable resource)

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Strategic HRM

Definitions of SHRM
“the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals” (Wright & McMahan, 1992: 298)
SHRM is “devoted to exploring HR’s role in supporting business strategy” (Wright, Dunford & Snell, 2001: 701)
SHRM implies a concern with the ways in which HRM is critical to organisational effectiveness (Boxall & Purcell, 2000: 183)

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Approaches to SHRM
Best Practice (Universalist approach) posits that some HR practices are always better than others and all organisations should adopt them (Pfeffer, 1984)
Best Fit (Contingency approach) HR strategy will be more effective when it is appropriately integrated with its specific organisational and broader environmental context.
The configurational approach HR strategy will be more effective when it is appropriately integrated with its specific organisational and broader environmental context.

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Approaches to SHRM
BEST PRACTICE
support for micro level best practice HRM in the areas of selection, training and appraisal
the importance of the structured interview around job relevant factors for example is largely accepted
value of ability testing
executives are better suited to outcomes based rather than behavioural performance appraisals
BUT Political, labour, union and cultural differences weaken BP relevance, and,
Too many ‘best practice’ models
Lack of specified pathways to achieve improved performance.

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Approaches to SHRM
BEST FIT
Considers the organisation life cycle;
Strategic management styles, defenders, analysers, prospectors reactors (Miles and Snow (1978, 2000); and, Key strength:
Integrates HR with the organisation and the environment Some criticisms:
Overly simplistic – fit is complex
Focus on org level – lack of consideration of employee interests

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Approaches to SHRM
CONFIGURATIONAL – INTEGRATION AND ADAPTATION
Its concern is to ensure:
HRM is fully integrated with organisational strategy;
Coherent HR policies /activities (internal synergy)
Involvement of line managers and employees.
Linking people management to strategy is primarily concerned with explaining why some firms succeed, whilst others do not.
Strategic HRM is concerned with understanding the unique contribution of HR to business performance.
First order goals:
Productivity – making labour productive
Adaptability – flexibility
Legitimacy

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Issues and Tensions in HRM
The problem of labour scarcity
Labour motivation V control
Change tensions – flexibility vs commitment
Management power V social legitimacy
Complexity and politics in management
Variations in institutional supports and societal resources (Boxall & Purcell 2011)

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Issues and Tensions in HRM
Line Manager Influence
Ties usually stronger between a work team and line manager than with higher management:
The ‘immediate supervisor plays a critical role as a key agent of the organisation through which members form their perceptions of the organisation’ (Liden, Bauer and Erdogan, 2004);
Thus, research on the links between HRM and performance needs to take account of the mediating role of line managers

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Issues and Tensions in HRM
Respect for the HR Professional
Keith H. Hammond in his 2005 Fast Company article, Why We Hate HR
“..HR is the corporate function with the greatest potential and also the one that most consistently under delivers”
According to Boxall and Purcell (2011):
HR needs to be supported by the actions of line managers and the support of members of the top management team (TMT)
In practice this may not be the case (policy v practice).

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A Strategy for HR
Strong HRM = High in distinctiveness, consistency and consensus
(Bowen & Ostroff, 2004)

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Strong HRM
Distinctiveness
Features that allow the HRM practice to stand out in the work environment
Visibility – the degree to which these practices are readily observable
Understandability – A lack of ambiguity and ease of comprehension of HRM practice content
Legitimacy of authority – whether the HRM function is perceived as a high-status, high credibility function and activity
Relevance – whether HRM practices are defined In such as way that employees see these practices as relevant to a shared goal

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Strong HRM
Consistency
Is established when there is agreement amongst employees and managers

Agreement among principle HRM decision makers
Fairness of the HRM systems

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Strong HRM
Consensus
Establishing an effect over time whereby the effect occurs each time the entity is present, regardless of the form of interaction

Instrumentality – establishing an unambiguous perceived cause-effect relationship in the reference to HRM systems’ desired content-focused behaviours and associated employee consequences
Validity– HRM practices must display consistency between what they claim to do and what they do
Consistency– convey compatibility and stability in the signals sent by HRM practices

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Summary
Strategic HRM – HR activities and policies are integrated and deployed to achieve business strategy

The resource-based view of HRM offers insights into how HR practitioners can create and sustain competitive advantage through a firm’s human resources and offers an alterative to the positioning school
Approaches to HR content design include best practice and best fit approaches.
As well as HR content, HR still has to ensure that the process through which HR is enacted supports HR initiatives – this includes line manager readiness to support HR and top management team support for HRM.

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