Strategic Management of Human Resources

STRATEGIC MANAGEMENT OF HUMAN RESOURCES

2006

Strategic Management of Human Resources

As an insight into Strategic Human Resources Management , the assigned case study `The Beverage Report (March 30 2000 ) offers several examples recounting both the emerging trends relating to SHRM systems and styles of implementation of high performance work systems in the workplace

The report also investigates the impact of these new practices within the mentioned organisations along with the differing manners in which companies of varying sizes decide to best proceed with the implementation of their newly chosen methods

p The report contains many agreed features of high performance work systems , including those issues that must necessarily be decided upon before embarking on a planned change in operational direction such as the need for a company to be in possession of a strategic and developing business plan , along with a clear set of goals to work toward before restructuring begins

In today 's highly competitive global economy firms simply cannot function at an optimum level if their internal infrastructures are strategically fractured . Oftentimes the company in question may be to some extent (as are most individuals ) blinkered to their own faults and failings . Whilst they might seek to strive for increased efficiency and might initiate an internal review into the best ways to combat the inherent problems , all to often the real needs are simply misunderstood or misinterpreted leading to little or no actual advancement

As demonstrated within the case study a company such as South African Breweries (SAB ) will often choose to negate this dilemma by hiring a firm of experienced outside consultants such as (in the case of SAB ) the US consultancy firm Mac Group in to conduct an impartial and professional review of strategic processes and correctly identify the core strategies for the key functions of the business . In the case of Mac group and SAB , a customised version of MacLagan International 's Integrated Management Process (IMP ) was used in to develope and set in place a set of strategic plans dedicated to the efficient advancement of the organisation

As the case study reports , the plans consisted of

` . [B]usiness planning , communication and performance management processes . [making] . it easier to align the goals of individuals and teams , and are designed to enable a quicker response to change through the next stage of the company 's growth cycle (The Beverage Report , 30 March 2000

With the company 's vision for the future set firmly in place and the three main core business values determined , the way was paved to begin the move into adopting a high performance work system

As we would have expected after learning of such systems and of other corporations (including other companies mentioned in the report , such as Motorola and the Comfort Driving Centre ) a strong emphasis was placed on reorganising and streamlining staffing practices and improving overall efficiency by creating virtually self sufficient , multi-skilled teams of workers who were adept at problem solving and would be able to undertake and see...