Strategic Human Resource Management Essay Example
7Strategic Humana Resource Management
Strategic Human Resource Management
Step one: Four major HRM challenges affecting the company
The company major HRM challenges that will affect its performance. The company is faced with the waning influence of the founder Kazuo Inamori as being a huge source of inspiration. The owner has grown very old and he is not as active as before in the activities of the company. The culture of the company serves as the main integrating mechanism for the workers and future employees may not appreciate the challenges and successes faced by the owner. The company faces the challenge of looking for alternative source of integration symbolizing the company’s collective and entrepreneurial culture. Secondly, the company faces possible burnout of the employees (Lengnick-Hall, Beck, & Lengnick-Hall, 2011). The work environment within the company is very demanding and workers face the reality of having to work for long hours as compared to other companies. At the end of the day they become very exhausted.
The new generation of employees questioned the essence of some formalities like the morning assemblies due to their impatience. The attitude of the younger workers will have a negative effect on their commitment and involvement. Lastly, the company faces the high challenge factor. The company has a problem of identifying people who can work in the demanding environment and the degree of empowerment obtained from amoeba management (Wright & McMahan, 2011). Many people are less interested in working in high-participation and high-involvement work environments accompanied by high challenge. Prospective employees did not give the company a high rating as an employer since they dislike the working environment.
Step two: Three challenges and their importance to the company’s goals and objectives
The company’s goals and objectives include a commitment to quality, price; timely delivery as well as extending corporate values of integrity, fairness, diligence and philanthropy to employees. Every unit within the organization is expected to operate as autonomic and come up with its own ways of operating other amoebas to attain profitable growth. Incentives and culture are designed with the aim of supporting this objective.
Inamori’s waning influence will impact negatively on corporate values such as diligence, fairness, integrity and philanthropy to employees. The young generation of incoming employees is not keen in uploading the historical values as well as the organizational culture of the company. The company will have a challenge in getting employees who recognize the importance Inamori influence on the culture of the company.
The potential of burnout will affect the employees’ commitment to achieving the objectives and goals of the company. Commitment to quality and timely delivery will be affected by the tendency of the workers getting exhaustive due to burnout. Getting workers who are committed in working in high-involvement and high-participative environment will not be easy. The high-challenge factor will affect the recruitment process since few workers are not interesting in working in very demanding work environments (Mello, 2014). The success of amoeba management will be hampered getting workers interested in the company. The management system is crucial in achievement of the company’s objectives and goals.
The configuration component involve organizational, administrative and cultural heritage. Four characteristics of KYOCERA’s employees regarding organizational culture and their importance to the company include making employees to be independent decision makers as the philosophy encouraged by the founder. The characteristic helps the different units to operate autonomously. The workers must be able to serve customers from diverse set of environments and have to spread the corporate values of the company. The characteristic ensures the employees are efficient and effective in their work obligations. Employee empowerment ensures that the workers are working confidently from the various departments in the organization. Joint effort and management for all gives the employees a sense of responsibility and belonging to act as owners of the company (Alfes, Shantz, Truss & Soane, 2013). This helps the company to work in the dynamic industry environment accompanied by fast-changing technologies depending on the commitment of the workers who are inspired by the founder of the company.
The HR department has to support the need of recruiting employees who are fit for the organization in order to blend quickly within the organizational culture of the company. Many employees are not comfortable in working in high-involving environments and hence the HR department has to look for employees who are willing to work in intensive environment without being disillusioned (Wright & McMahan, 2011). The workers recruited have to support the corporate culture of the company. Employees that fit the organization will find it easy to fit in the high-participative environment without hating the formalities like morning assemblies.
The human resource strategy and practices factors will include selection and recruitment and participation. Selection and recruitment has to involve workers who are fit to work in the high-involving environment in the company. The recruitment has to consider workers that are passionate about the goals of the company. Participation will involve giving the workers opportunity to get involved in decision-making through the independent units making up the organization
(Mello, 2014). Selection and recruitment and participation ensure that KYOCERA has the right workers for achievement of the strategic goals defined in the mission of the company.
Factors from configuration include cultural heritage, organizational and administrative heritage. The workers at KYOCERA have to understand the history of the company and the influence of Inamori on its culture. The history, culture and ownership of the company give the employees impetus to follow in the footsteps of the founder to success (Wright & McMahan, 2011). The autonomous units give the employees a sense of ownership that makes them to be committed to the goals and objectives set out in the mission of the company. The cultural heritage give the workers identity while the administrative heritage given them a sense of ownership hence commitment into delivering the strategic goals of the company. The employees have a sense of belonging and are inspired by the history of the company.
The Contextually based theory can be used to discuss competitive and institutional mechanisms affecting the organization. Competitive mechanisms involve product, market, and technology mechanisms within the organization. Competitive mechanisms have a great impact on the strategic HRM of KYOCERA. Competitive issues include quality, flexibility, innovativeness, speed effectiveness and efficiency. The competitive mechanisms affect the delivery of the company’s delivery of products in the market.
Institutional mechanisms touch on the social, cultural, and legal dimension affecting the HRM of the company. Fairness and legitimacy with regard to time, work, participation and know-how affect the way the company produces its products to meet international standards. Fairness and legitimacy with regard to work affects the company since the employees that are working for long hours without rest. The company cannot attract top talent when the employees feel that they are not getting adequate compensation for their work commitment (Tooksoon, 2011). Institutional mechanisms affect the recruitment and retention of employees at the company.
The possible HR strategies that can be used to assist the company in dealing with the groups of mechanisms will involve working closely with the employees. The competitive strategy is to allow the employees to continue to be innovative and come up with products that are of high quality (Mello, 2014). Efficiency of production has to be emphasized in the production processes. The institutional mechanisms strategy has to involve emphasize on incorporating the organizational culture in the work functions and the company’s policies instead of depending on inspiration from Inamori that is fading.
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management, Human Resource Management Review, 21(3), 243-255.
Mello, J. A. (2014). Strategic human resource management, Nelson Education.
Tooksoon, H. M. P. (2011). Conceptual framework on the relationship between human resource management practices, job satisfaction, and turnover. Journal of Economics and Behavioral Studies, 2(2), 41-49.
Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting ‘human’ back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104.
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