* Question 1 (30)
To ensure a high probability of success in the implementation of strategic human resource management, the HRM function needs to be truly strategic in its orientation.
Discuss how Netcare endeavours to this strategic position through their various HRM practices.
Fred R. David (2007:5) defined strategic management as “the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organisation to achieve its objectives.
Strategic human resource management as described by Nel et al. (2011:562) is “long-term, top-level management decisions and actions regarding employment relationships that are usually made and performed with the overall general strategic management of
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The company culture has been changed and aligned to the strategy through restructuring head-office and transforming its leadership paradigm.
The company’s objectives is better realised through Netcare’s training initiative aimed at bridging the gap in the industry’s skills shortage, training employees for succession, emotional intelligence training for staff, intrapersonal development and mentorship programmes.
Netcare’s local and international footprint, combined with their ability to be a leader in providing South Africa with medical skills has provided them with the ability to portray an image as that of a leader in the industry.
Their various HRM practices allow them to attract and retain the best staff and deliver on their service mandate. At a functional level they have implemented HRM practices to align the leadership, skills, induction and socialisation, training, development, rewards and recognition, remuneration, career progression as well as transformation with the strategy of the company.
* Question 2 (25)
Analyse Netcare’s high leverage training strategy and its effectiveness in contributing to and achieving their organizational objectives.
Training is a planned effort to facilitate the learning of job-related knowledge, skills, and behaviour by employees as defined by Noe et al. (2010:273).
High-Leverage training according to Noe et al. (2010:273) is a “Training practice that
It is important that HRM consultants create a strong and sound strategy to keep and gain the competitive advantage. By successfully implementing good HRM strategies, companies can provide excellent talent and improve by staying current on the latest technologies and other information talent (Welcome to HR Consultants, Inc., 2009). This will allow clients to increase productivity within the organization; which in turn will increase profits. The greatest organizations realize that effectively managing the HRM strategies and know that employees are their greatest asset and that they are important to their survival. A sound understanding of HRM strategies will allow clients to keep their competitive advantage (Welcome to HR Consultants, Inc., 2009).
The purpose of this training is to identify three key training areas and explain the importance of each, taking into a consideration the benefits, along with how the training will meet professional, personal and motivational employee needs.
Strategic Role of HR Management: This role of HR management emphasizes that the people in an organisation are valuable resources that represent significant organisational investments.
In simple term, strategic human resource management is concern with the ways in people is crucial to company effectiveness. According to Miller (1987) strategic
Training is a process to develop skills in the employees that can help in achieving desired organizational objectives by providing them necessary skill developing activities. Training is used as an important tool in an organization as it has the ability to change the organizational culture and value. Training involves providing opportunities to employees so that they can develop their skills that are required to perform well. Even though employee training shows that management has implemented human resource strategies successfully but it doesn’t guarantee success.
Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed
Employee training not only contributes towards benefiting individual, but also to the organization, allowing it to continue operating effectively. Improved profitability and service delivery (Morrison et al.2010)
Training and development enhance employee’s knowledge and skills and make them able to adapt new technologies and to cope with both internal and external changes.
Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’
The term Human Resource Strategy is well defined as - “Human Resource management (HRM) is a strategic approach to managing employment relations which emphasises that leverage people 's capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices.” [ Bratton and Gold,4e,p3]
Training thus means showing an operator how to operate new machines, a new sales person how to sell the company’s products or an administrator how to employ and appraise employees.
The strategic human resources management of the means every person from within organization from the top of management level to the bottom of ground staffs are doing things that make the organization successful. According to Schuler, R. S. (1992) strategic human resources management is defined about integration and adaption within organization .Its concern to ensure HR management is fully integrated with the strategy and these HR policies are adjusted and used by the employees and their line managers as part of their everyday work.
Netcare’s training interventions cater for nurses, paramedics, managers, new employees (induction and onboarding programme), emotional intelligence development, intrapersonal development, super-specialised skills
The HRM policies are so designed that it should align with the overall business strategies of the organizations. In short, the focus is shifted from the traditional HRM pattern to the Strategic Human Resources Management (SHRM) irrespective of the industrial segments.
Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative