Human Resource Management

The interrelatedness of the Corporate Strategic Plan, HRM practices and the competitive management of people

(Assignment 1)

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Unit Code: JNB 324

Unit: Managing People for Competitive Advantage

Course: Bachelor of Business (Maritime Logistics and Management)

Due Date: 25 March 2013

Word Count: 2528

Abstract

The globalisation has made the world business market more competitive than ever before. Application of new technology enhanced the global market to a larger extent. The organisations are blessed by the modern technology which pushes them to review their plans and forming innovative ideas to achieve their objectives. The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function, to what many experts today regard as the source of sustained competitive advantage for organizations operating in a global economy. This paper tries to attempt to articulate some key concepts and issues that can be productively integrated with HRM to provide some interesting and important directions for work, and consider ways to bridge the gap between the organisation and practice of HRM. HRM policy should always incorporate with organisation strategic plan to achieve the objectives. Implementation of HRM strategic plan always incorporates with corporate culture which facilitates HRM to share responsibility among managers and non-managers, personnel directors and line managers to achieve competitive management of people. The practice of sharing responsibilities influence the performance of the employees’ which ultimately reflects in the organisation’ capability to achieve their goal.

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