Discuss The Influence Of Organizational Purpose And Mission

Discuss The Influence Of Organizational Purpose Mission And The T

1. Discuss the influence of organizational purpose, mission, and the top management team on human resource strategy. 2. Distinguish among corporate, business, and functional strategies. How does each general level of strategy relate to human resource management (HRM)?

3. Specify the circumstances under which, from a strategic perspective, a firm’s human resources might be seen as an organizational strength. Specify the circumstances under which human resources might be seen as a weakness. 4. Discuss how the specific business strategies relate to HRM.

5. What are the advantages and disadvantages for an individual who accepts a job as an HR manager in a firm that is in the midst of a retrenchment corporate strategy and a reactor business strategy? 6. If you were hired as an HR manager in a large firm where the HR function was poorly integrated with other functional areas, what steps would you take to improve this integration? 7. Explain how organization design, culture, and unionization issues are related to HRM. 8. How does the firm’s HR strategy interact with other functional strategies and the strategic leadership of top management to affect organizational effectiveness? 9. What are the two primary reasons many businesses today are interested in evaluating the effectiveness of their HRM function?

Paper For Above instruction

Understanding the intricate relationship between organizational purpose, mission, and the top management team is fundamental to shaping effective human resource management (HRM) strategies. The organizational purpose and mission serve as foundational elements that influence strategic decision-making across all levels of the organization. The top management team, comprising senior leaders and decision-makers, plays a pivotal role in interpreting these elements and translating them into HR practices that support organizational goals.

At the core, the corporate strategy defines the overarching direction of the entire organization, focusing on long-term objectives and resource allocation. This broad strategic framework informs business strategies, which are more specific to individual markets or product lines, and functional strategies, which pertain to specific departments such as HR, marketing, or operations. Each level of strategy is interconnected; corporate strategies set the stage for business units, which in turn influence functional areas, including HRM. Human resource strategies must align with these levels to ensure coherence and support for overall organizational aims (Hitt, Ireland, & Hoskisson, 2020).

In strategic terms, human resources are considered a strength when they provide a competitive advantage, are aligned with organizational goals, and demonstrate high levels of commitment, skills, and adaptability. For instance, a highly skilled and motivated workforce can drive innovation and enhance productivity, serving as a critical organizational asset (Barney, 1991). Conversely, HR can be viewed as a weakness when there is poor alignment with strategic objectives, high turnover, low morale, or a lack of necessary skills, which hampers organizational performance (Pfeffer, 1998).

Business strategies such as cost leadership, differentiation, or focus influence HRM practices significantly. For example, a differentiation strategy may require HR to prioritize innovation, creativity, and excellent customer service skills, while cost leadership may emphasize efficiency and standardized procedures (Legge, 1995). Strategic HRM must adapt to these business strategies by recruiting the right talent, developing appropriate training programs, and implementing performance management systems aligned with strategic priorities.

For an individual accepting a position as an HR manager in a firm undergoing retrenchment—cutting costs and reducing scope—there are clear advantages, such as a potential to develop crisis management skills and the opportunity to influence change. However, disadvantages include increased pressure, potential job insecurity, and navigating complex stakeholder interests. In a reactive strategy, HR managers often deal with immediate issues rather than proactive planning, which may hinder long-term HR development (Bartlett & Ghoshal, 2002).

Improving integration of HR with other function areas requires strategic initiatives such as implementing cross-functional teams, developing shared goals, and fostering communication channels that promote cooperation. An HR manager should also leverage technology to streamline interactions and data sharing, aligning HR processes with overall strategic planning (Cummings & Worley, 2014).

Organization design, culture, and unionization are deeply interconnected with HRM. An organization’s structure determines how HR practices are implemented and how flexible the organization can be in responding to changes. Culture influences employee behavior, motivation, and acceptance of HR initiatives, while unionization impacts HR policies concerning employee rights, negotiations, and organizational change strategies (Schein, 2010).

HR strategies interact dynamically with other functional strategies; together, they influence organizational effectiveness. Strategic leadership ensures that HR initiatives align with overall business objectives, fostering an environment where HRM contributes directly to competitive advantage. For example, leadership can champion training and development programs aligned with strategic goals, thereby enhancing organizational agility and innovation (Ulrich et al., 2012).

Evaluating HRM effectiveness holds two primary reasons: first, to ensure that HR initiatives contribute measurable value to organizational performance; second, to justify HR investments amidst increasing scrutiny of their strategic contribution. Organizations seek data-driven insights to refine HR practices and demonstrate their impact on business outcomes, ensuring alignment with strategic goals (Becker & Huselid, 2006).

References

• Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
• Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: where do we go from here? Journal of Management, 32(6), 898-925.
• Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic Management: Concepts and Cases. Cengage Learning.
• Legge, K. (1995). Human Resource Management: Rhetorics and Realities. Palgrave Macmillan.
• Pfeffer, J. (1998). The Human Equation: Building Profits by Putting People First. Harvard Business Press.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR Competencies: Mastery at the Intersection of People and Business. Society for Human Resource Management.