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Strategic Implementation for Human Resource Management

  • 12 Pages
  • Published On: 20-11-2023

Introduction

The report has been prepared by relying on the strategic implementation for human resource management in Quantro Systematics, an engineering business company of South West of England. The company has been suffering several problems for the inadequacy of elements in the human resource sector. In other words, the less configured sector of the company is the human resource that forms the integral part. For this reason, the company got to be involved in the troubles of producing the best quality products. The employees have not been appointed based on the knowledge or skill they have, rather by the advertisements. On the other side, the organization also neglected to perform the duties to form a strict directive head that would provide the support. In this regard, the essay pays attention to provide recommendation to the new HR strategy for the company and further with new performance management system along with measurement of success.

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Recommendation of a new HR strategy for the company

Quantro Systematics has to face several issues regarding human resource management. Being the HR manager, some strategic evaluations are recommended for further processes. The size of the function team is very small in the company. According to Powell et al.(2017), the strategic implementation is thus very essential to figure out the highest possibilities and enhance the tactics that can strengthen the base. The organization requires the development of the cultural parts and improvement of the talents and abilities of the staff members (Warrick.2017). The internal framework of the company is not strong enough to hold the confidential parts that can assist to stimulate the standard quality of the policies. In such circumstances, the recommended strategies for the company can be the Best Fit strategy, Best Practice strategy, and the Resource-Based View strategy. Kamasak.(2017), opined that the mixed strategic implementation includes the basic phenomenon of the abilities, skills, performance, alignment, resourcing, cultural benefits, etc. In other words, Quantro Systematics requires the combined force to compel the enrichment. The stability in the operational matters is indeed significant for such development.  Best Fit Strategy Model

Coxon et al.(2017) stated that the Best Fit strategy or approach can be described through the emphasis on the congruent subjects that can be achieved by the integrated properties between the business activities and the human resource policies. The approach can be aligned with the contingency theory. The policy encourages the formation of competitiveness and stable configuration which is the basic requirement of Quantro Systematics. The utilization of this tactic can influence a wide range. This would help to emerge the preference for the innovative qualities among the staff. The unnecessary gathering of the individuals can be removed and implored for better success. The best practice strategy The Best Practice strategic application is another informative and developing tool to manage the human resource of the company (Noe et al.2017). In simple form, this strategy focuses on the ideology of the most eligible practice for improvement in any company

universally. However, this can be regarded as an assumption only without implementation in the real world. On the other side, it implies the application of some elements that can stimulate the process. The selective procedure for appointing the new employees is the most effective and required policy for Quantro Systematics. Apart from that, another element of the strategy is to train the staff. This is also needed by the said company. It has the main drawbacks at these points only. The company scruples the execution of training programs for the employees which would help to sharpen the skills and talents they have. Resource Based View Model

Other than that Jensen, Cobbs & Turner (2016), stated that the Resource-Based View is highly recommended for the company as this can help in the identification of the resource-based problems. The resource of any company can be of two types, that is, tangible and intangible. In the case of Quantro Systematics, the resource includes various attributes of the organization along with the knowledge-based informative documentation and skills of the individuals. It helps to diversify the components and help in the progress. Looking into certain beneficial areas, it can be recommended for the company to adopt this application based on resource view model on the particular area of acquiring resources that may develop value for the product to enhance its supply chain resources through tools and techniques in terms of making it more advantageous in front of highly competitive market in terms of imitation of products innovation and use of commonly supplied raw materials.

Introduction of a new performance management system to the company

In accordance with Baker,Grinstein & Harmancioglu.(2016), the company requires the introduction of innovative ways for the management of the performance levels to yield better outcomes. It is the liability of the HR manager to handle the implementation procedures for reframing the internal methodologies. In this cycle below, it has been indicating on the learning process and knowledge management aspects in terms of developing PM cycle of managing the organization: Performance management cycle

(Source: McDavid, Huse & Hawthorn.2018)
The appraisal of the present situation determines the aim of the company. The realization of the performance management deals with the utilities that had been obtained. In other words, the previous performance shows the incompetency that had already occurred causing troubles. As suggested by McDavid, Huse & Hawthorn.(2018),the HR would follow the Performance Management Cycle to overcome the pitfalls of the Quantro Systematics by following the four steps accordingly: The four phases of the cycles depicts the stages of planning, executing, monitoring and then reviewing.

Plan: The first step of the performance cycle is to plan according to the target to be achieved. This is a very crucial step as this stage would decide if the whole performance plan would click or not (Li et al.2016). The planning would be very much clear to all the workers as to execute the plan they need to have a clear view of the goal to be achieved.

Action: The next step is the execution or the acting where the plan would get implemented into action. Here the HR would have to be very specific as to look into whether the proper execution is done or not. The team would also have to give full cooperation to the implementation of the plan (Muñoz et al.2019). With the implementation the individuals also have to develop themselves.

Monitor:. The next step is where the ongoing actions would be monitored and scrutinized. The checking of the procedures and the evolving would be done in this step (Heyes.2018). This would be the learning process where the HR and the staff and all the other workers would learn from their past mistakes and work accordingly.

Review and reward: The final step is the review and reward where the talented employees would get appraisal for their hard work so that they would work harder in the next project (Landry, Schweyer & Whillians, 2017). The final checking and the rating of the work would be given and the new ideas to execute the next project would be sorted out in this step. Hence, the HR of Quantro Systematics would be able to pacify the drawbacks by following the Performance management cycle and think and organize better upcoming plans on the other hand.

Measurement of the success of these changes

The success rates would be measured by the following scales, as the Quantro Systematics faced a lot of glitches in their functioning in the past. As stated by Ott, Eisenhardt & Bingham.(2017),the new technologies and planning strategies would be helpful in covering up the ditches dug in the past. Applying an effective tool of performance analysis, success rate can be measured using a process of checking regular treatment and checking of performances as well as making sure about its execution by involving auditor, pointing out key weak areas and then implement alternative plans for recovery here.

Outline the benefits and risks of measuring HRM to the company

AUDIT: According to Laisasikorn & Rompho.(2019), the audit is a helpful measure by which the success and the growth of the organization can be measured. The Quantro Systematics data analysis that would lead to the success can be kept under supervision with the audit team. However, the risk factor stays if the audit is not done properly then it may mislead the total result of the working progress.

THROUGH THE BREAK EVEN POINT: To measure the success the organization has to set a time period and scrutinize the profit margin and the setting of this breakeven point is a must to measure the success rate (Davis.2017). It is a true fact that the breakeven point is needed nevertheless the result of the success rate can differ with the change in the time span.

MOTIVATION OF THE EMPLOYEES: This is a crucial measure that would count the success rate to a higher extent. Employee satisfaction and motivation has been considered, as a suitable option of enhancement and development for the success of an organization (Taylor & Woodham.2012). The reward and appraisal is required to keep the employees happy and satisfied and give their best for the organization to reach the success. Moreover unethical work by the employees can put a hurdle in the measurement of the success.

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OPERATIONAL RISK/benefit: With the application of lean tools and techniques, operational risk like high cost can be saved as well (Davis.2017). However, there might be a risk of increasing cost behind for investments. In this respect, it is essential for the Quantro Systematics to find some cost-effective method application for its benefits. Based on the above measurement, it is evident that the organization may have certain possibility of finding better outcome and benefit in respect of finding opportunities in future and at the same time, potential areas to be noticed with an alternative option of treating with solutions. An implementation of the Performance Management Cycle in the future would help the firm to overcome the pitfalls they are experiencing. Hence, it would be advantageous for the company to find competitive advantage for adopting this.

Conclusion

Therefore, based on the overview of the study, it has been acknowledged that Human Resource Management has always been a focal point of every organization, the same in case of Quantro Systematics. In fact, with the recommendations of Best Fit Strategy or Best practice strategy, it has been observed that the organization might have some growth or development. Moreover, using Resource based view models the organization can overcome their internal issues they are facing. The measurement of success could be followed by the foundation to keep a record of the rate of success they are acquiring.

Reference

Baker, W. E., Grinstein, A., & Harmancioglu, N. (2016). Whose innovation performance benefits more from external networks: entrepreneurial or conservative firms?. Journal of Product Innovation Management, 33(1), 104-120.

Davis, K. (2017). An empirical investigation into different stakeholder groups perception of project success. International Journal of Project Management, 35(4), 604-617.

Heyes, C. (2018). Cognitive gadgets: The cultural evolution of thinking. Harvard University Press.

Jensen, J. A., Cobbs, J. B., & Turner, B. A. (2016). Evaluating sponsorship through the lens of the resource-based view: The potential for sustained competitive advantage. Business Horizons, 59(2), 163-173.

Kamasak, R. (2017). The contribution of tangible and intangible resources, and capabilities to a firm’s profitability and market performance. European Journal of Management and Business Economics.

Laisasikorn, K., & Rompho, N. (2019). A study of the relationship between a successful enterprise risk management system, a performance measurement system and the financial performance of Thai listed companies. American Journal of Business, 10(2).

Li, B., Tan, K., Luo, L., Peng, Y., Luo, R., Xu, N., ... & Chen, E. (2016, August). Clicknp: Highly flexible and high performance network processing with reconfigurable hardware. In Proceedings of the 2016 ACM SIGCOMM Conference (pp. 1-14).

McDavid, J. C., Huse, I., & Hawthorn, L. R. (2018). Program evaluation and performance measurement: An introduction to practice. Sage Publications.

Muñoz, P., R-Moreno, M. D., Barrero, D. F., & Ropero, F. (2019). MoBAr: A hierarchical action-oriented autonomous control architecture. Journal of Intelligent & Robotic Systems, 94(3-4), 745-760.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Ott, T. E., Eisenhardt, K. M., & Bingham, C. B. (2017). Strategy formation in entrepreneurial settings: Past insights and future directions. Strategic Entrepreneurship Journal, 11(3), 306-325.

Powell, B. J., Beidas, R. S., Lewis, C. C., Aarons, G. A., McMillen, J. C., Proctor, E. K., & Mandell, D. S. (2017). Methods to improve the selection and tailoring of implementation strategies. The journal of behavioral health services & research, 44(2), 177-194.

Taylor S & Woodhams S (2012) Managing People and Organisations London UK: CIPD

Thibault Landry, A., Schweyer, A., & Whillans, A. (2017). Winning the war for talent: Modern motivational methods for attracting and retaining employees. Compensation & Benefits Review, 49(4), 230-246.

Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395-404.


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