Strategic Managment of Galactic Furniture Company Term Paper

Strategic Managment of Galactic Furniture caller-out - Term Paper ExampleIt emphasizes co-ordination or congruence among the various HRM practices like HR planning, recruitment, selection, training, development, compensation, retention, evaluation and forwarding of personnel within the shaping to achieve strategic goals (Schuler & Jackson, 1987 Chew and Chang, 1999). Strategic HRM is viewed as strategic as it involves the omnibusial personnel of the organization and regards. People ar the single most important asset of the organization (Poole & Jenkins, 1990). It is proactive in its approach to people. It emphasizes on teamwork, flexibility, employee involvement and organizational commitment (Beaumont, 1993). Many organizations do not assess the short term or long-term implications of their HR policies and practices, which Ulrich (1997 a) emphasizes according to him, In the 21st century, HR roles are that of the strategic partner, administrative expert, employee champion, and change agent. One of the major responsibilities of HR is to fixate itself for change and to prepare for as many of these challenges as possible in order to exploit them for competitive utility. The HR policies and practices should be flexible in nature in order to adapt to these situations. Further, the key to sustained competitive advantage is building and sustaining core competencies within the organization and maintaining flexibility in order to react quickly to the ever-changing global market place. In turn, the incredible advances in technology and the primary role of HRM should be sufficient to felicitate this process. Management of Change & flexibility- Schuler (1992) argues that HR activities can be the unifying force in helping an organization to master strategic change. Price (1997) started that effective change requires sure-footed, considerate people manager who can take employees through the process with minimum anxiety and maximum enthusiasm. It requires the recogni tion that the people of the organization should not be Pawns of strategy but active participants in change.