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HUMAN RESOURCE MANAGEMENT
Linking Between Human Resource
Management and Business
BS Aviation Management
Hafiz Syed Asad BAM-9211
Arslan Khalid BAM-9222
Arslan Aslam BAM-9234
Buman Resouice Nanagement
´Putting the right person at right place to maximize productivity and reducing cost or
effective and efficient use of talent within an organization is called human resource
Human Resource Management is the organizational function that deals with issues related
to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication,
administration, and training. Human Resource Management is also a strategic and
comprehensive approach to managing people and the workplace culture and environment.
Effective HRM enables employees to contribute effectively and productively to the overall
company direction and the accomplishment of the organization's goals and objectives.
Role of Buman Resouice Nanagement in oiganizations
As an employee sponsor or advocate, the HR manager plays an integral role in
organizational success via his knowledge about and advocacy of people. This advocacy
includes expertise in how to create a work environment in which people will choose to be
motivated, contributing, and happy.
Fostering effective methods of goal setting, communication and empowerment through
responsibility, builds employee ownership of the organization. The HR professional helps
establish the organizational culture and climate in which people have the competency,
concern and commitment to serve customers well. In this role, the HR manager
provides employee development opportunities, employee assistance programs, gain sharing
and profit-sharing strategies, organization development interventions, due process
approaches to problem solving and regularly scheduled communication opportunities.
Change ChampionȀ agent oi pioblem solvei
The constant evaluation of the effectiveness of the organization results in the need for the
HR professional to frequently champion change. Both knowledge about and the ability to
execute successful change strategies make the HR professional exceptionally valued.
Knowing how to link change to the strategic needs of the organization will minimize
employee dissatisfaction and resistance to change.
The HR professional contributes to the organization by constantly assessing the
effectiveness of the HR function. He also sponsors change in other departments and in work
practices. To promote the overall success of his organization, he champions the
identification of the organizational mission, vision, values, goals and action plans. Finally,
he helps determine the measures that will tell his organization how well it is succeeding in
all of this.
HRM takes part in developing thinking and brings innovation in the environment (external
and internal) of the organization. It works as an advisor because it contributes in decision
making or strategic planning.
HRM manages human resource that affects the effectiveness and efficiency of the task given
to the employees and creates value in operations; it is also a service providers.
´The definition of business strategy is a long term plan of action designed to achieve a
particular goal or set of goals or objectives.µ
Strategy is management's game plan for strengthening the performance of the enterprise.
Without a strategy management has no roadmap to guide them. Creating a business
strategy is a core management function. It must be said that having a good strategy and
executing the strategy well, does not guarantee success. Organizations can face unforeseen
circumstances and adverse conditions through no fault of their own. The strategy needs to
be frequently reviewed against prevailing external and internal environment (SWOT
analysis ).This is where business intelligence comes in where you need to constantly
monitor how the strategy and the objectives are being executed.
Note, the word strategy derives from the Greek word ´strategosµ, which derives from two
words: ´stratusµ (army) and ´agoµ (ancient Greek for leading). It could be said that a
strategy is a leadership plan.
Levels of stiategy
Business strategy can be formulated and implemented at three different levels:
1. Corporate level
2. Business unit level
3. Functional or departmental level
At the corporate level, you are responsible for creating value through your businesses. You
do so by managing your portfolio of businesses, ensuring that your businesses are
successful over the long term, developing business units, and sometimes ensuring that each
business is compatible with others in your portfolio.
Products and services are developed by business units. The role of the corporation is to
manage its business units, products and services so that each is competitive and so that
each contributes to corporate purposes.
ͳǤ Coipoiate Level Stiategy
µCorporate level strategy fundamentally is concerned with selection of businesses in which
your company should compete and with development and coordination of that portfolio of
Corporate level strategy which has the largest domain. By definition, corporate level strategy
concerns itself with the whole corporation as a unit and consequently, aims to answer the purpose or
the mission of the organization.
There are four strategies that fall in corporate level and are designed by senior management
as shown below:
Diversification is a company strategy wherein a company tries to increase profitability
through increased sales volume from new products and new markets. Diversification means
venturing out into new business, new products or new markets to increase profits. It is a
form of growth strategy involving a significant increase in the performance objectives
beyond past performance records.
Diversification allows a company to venture out into new lines of business that are different
from the present operations. Companies employ different diversification strategies to
expand firms' operations by adding markets, products, services, or stages of production to
the existing business. Diversification in the form of growth strategy is viewed by many
investors as ´bigger the betterµ. Higher sales volume is seen as a measure of performance
irrespective of the profit margins, increase in sales is always welcomed.
Samsung's Diversification Strategy: Samsung Motors Inc.
In 1995, the Korean chaebol Samsung diversified into automobile manufacturing with the
establishment of Samsung Motors Inc (SMI). The timing of this venture turned out to be
rather unfortunate, as SMI's first car rolled off the Pusan production line in the middle of
the Asian economic crisis. In serious financial distress, Samsung had to abandon SMI,
selling it to Renault in 2000 and then company knew the importance of strategic
management/ planning after the crisis.
Diversification of Starbucks
For companies, they all want to have bigger market share and earn more profit. So they will
find many ways to penetration into the market like diversification. Diversification strategies
are used to expand firms' operations by adding markets, products, services, or stages of
production to the existing business. The purpose of diversification is to allow the company
to enter lines of business that are different from current operations. Starbucks is the largest
coffeehouse company in the world; they not only sell coffee and coffee beans also sell other
drinks, salads, sandwiches and snacks. Besides they bought the Hear Music Company and
develop other business except coffee.
Diversification of Super Asia Company;
Super Asia is a company that manufacture washing products like washing machine and
spinner and it diversified into a new business like Super Asia motorbike.
Vertical integration strategy
´A strategy in which several steps In the production and/or distribution of a product or
service are controlled by a single company or entity, in order to increase that company's or
entity's power in the marketplace.µ
A business strategy that seeks to own and control all the activities including production,
transportation, and marketing of a product.
Vertical integration strategies aim to increase the firm's coverage of the value added chain
of an industry by extending backward into the production of components or raw materials
or forward into wholesaling and distribution toward end users. Such moves can aim at full
integration, participating in all stages of the value to partial integration where the firm is
engaged in part of the process. It has been claimed that the only good reason for investing
company resources in vertical integration is to strengthen the firm's competitive position.
Thus, unless such a strategy produces competitive advantage or produces cost savings that
create shareholder value, it should not be undertaken.
´In business, consolidation can mean the combining of accounting information of
subsidiaries and a parent company or combining two or more firms through a number of
different options such as mergers. Because these issues often take copious amounts of time
and effort to complete, strategies can help companies create a smooth transition for these
Consolidation strategies may involve the use of a plan for changing business operations.
Business owners and managers can establish a plan to set specific goals or objectives and
create a team for managing the consolidation, communicating issues to involved employees
and controlling activities to ensure changes enhance the company's operations and add
value. Businesses may use a consolidation strategy as part of a retrenchment philosophy.
Under retrenchment, companies reduce production output to improve profit, a plan that
could include liquidating an entire division that is no longer generating sales to cover its
expenses. This can help a company redefine its mission to ensure it remains in business
Geographic expansion strategy
´A business strategy in which growth is obtained by increasing the number of stores in
which customers can buy a company's products and services. Unlike relocation,
business expansion entails opening up new stores in different physical locations while still
maintaining the current business locations.µ
In today·s rapidly globalizing economy, a well-planned and prioritized geographic
expansion strategy is an absolute requirement. If managed properly, geographic expansion
can help you reduce costs, gain access to new markets and talent pools, and perhaps, most
importantly, provide a robust pipeline to fuel your company·s future growth. Leverage best-
practice guidebooks and toolkits to protect your company from country-specific economic
downturns and reduce risk by broadening your presence.
Gourmet in Lahore expanded his business out of the city and now its products are sold in
Faisalabad and other small cities like Shahdara and Sheikhupura and Mureedkay.
McDonald·s (a fast food company of America) expanded his business from west side to east
side and now his business is in Pakistan, India and other Asian countries.
ʹǤ Business 0nit Level Stiategy
Business level strategy is concerned with how a business competes successfully in a
particular market. It concerns strategic decisions about choice of products, meeting needs of
customers, gaining competitive advantage over competitors, creating new opportunities.
Business level strategies are essentially positioning strategies whereby businesses tend to
secure for themselves an identity and position in the market.
Here, three strategies fall in business unit level strategy as shown below:
Cost leadership strategy
´A business strategy in which a company tries to provide a product at a lower cost than any
of its competitorsµ
Cost leadership strategies are business tools that give companies a competitive advantage in
the economic marketplace. Industry leading companies usually have the best plan for
obtaining business inputs at the lowest cost and transforming those inputs to consumer
goods or services the cheapest way possible. These two elements are important factors when
developing a leading cost strategy. Understanding the needs and wants of consumers is
another important factor in cost strategies.
Cost leadership strategy means selling the goods at the cheapest price in the market. Some
good examples of cost leaders in the market are Wal-Mart, australiawholesalers.com
dailytrader.com or francewholesalers.com which sell relatively cheap products due to the
advantage of bulk quantities at wholesale prices.
Wal-Mart's founder, Sam Walton, developed the every day low prices (EDLP) strategy.
This strategy hinged upon Wal-Mart's ability to obtain consumer goods at the cheapest
possible price and pass these savings on to consumers. In order to achieve EDLP, Wal-Mart
began developing close relationships with its suppliers and vendors. These relationships
allowed Wal-Mart to achieve cost savings through large volume purchases. EDLP also
helped Wal-Mart drive up the total dollar amount customers spent on trips to the store.
Wal-Mart also developed its own distribution network for supplying its retail outlets with
consumer goods. This distribution network allowed Wal-Mart to cut out external supply
chains and middlemen, further driving down business costs. Owning its own distribution
network also helped Wal-Mart avoid costly rate increases from traditional shipping
A leading cost strategy for McDonalds is the ability to purchase the land and buildings of its
restaurants. McDonalds also developed a strong division of labor for its production
processes, tight management control and product development strategy. Creating a strong
top-down style of management is another leading cost strategy for McDonalds. Using fewer
in-store managers allows the company to hire lower-wage workers to complete tasks.
Limiting autonomy is also central to avoiding costly and unnecessary restaurant
expenditures like improvements or altering business processes.
After nearing complete bankruptcy in the 1980s, Apple clawed its way back into the
personal electronic industry through smart business practices and highly desirable consumer
goods. Apple uses low-cost direct materials to develop the cheapest consumer goods
possible. Creating long-standing business agreements with companies like AT&T for web
hosting and other applications helps Apple stay focused on developing products rather than
Internet hosting or access. Apple may also choose to price its goods higher than the normal
margin, attempting to create a sense of exclusiveness in consumers. This feeling drives
consumers to purchase goods regardless of price increasing company profits.
´ An Approach under which a firm aims to develop and market unique products for
different customer segments. Usually employed where a firm has clear competitive
advantages, and can sustain an expensive advertising campaign.µ
For instance, Ferrari company differentiates its product than other other automobile
´Strategic plan under which a firm concentrates its resources on entering or expanding in
a narrow market or industry segment. It is usually employed where the firm knows its
segment and has products to competitively satisfy its needs.µ
Hardee·s used focus strategy and providing the best quality food (low fat or
cholesterol food) to his customers as compared to his competitors
3. Functional Level Strategy
The third level of strategy is the operational level which primarily is concerned with
successfully implementing the strategic decisions made at Corporate and business unit level
through optimal utilization of resources and competencies of the business unit. This level of
strategy is extremely significant in shaping the success of other strategies as it translates
strategic decisions into strategic actions by directly impacting the design of operational
processes and networks, human and other resources etc.
The functional level of your organization is the level of the operating divisions and
departments. The strategic issues at the functional level are related to functional business
processes and value chain. Functional level strategies in R&D, operations, manufacturing,
marketing, finance, and human resources involve the development and coordination of
resources through which business unit level strategies can be executed effectively and
Functional units of your organization are involved in higher level strategies by providing
input into the business unit level and corporate level strategy, such as providing information
on customer feedback or on resources and capabilities on which the higher level strategies
can be based.
The above diagram shows the overall view of strategy sequencely; first of all corporate
strategy, then business unit level strategy and at the end operational strategy.
Strategic Managers for All Levels
The diagram below shows strategic managers at different levels in an organization and
they participate in strategy formulation in their own area or field.
BRN in Stiategic Types
Different strategies require different types of employees as explained from above diagram.
Role behavior is the behavior required of an individual in his or her role as job holder
in a social work environment. Managers observe the role behavior of job holders whether he
is working with motivation/ passion and with his interest or not.
Integiation in BRN
Integration is the heart of HRM because it integrates all departments within an
organization. It has two forms;
y Vertical Integration
y Horizontal Integration
A company's domination of a market by controlling all steps in the production process, from
the extraction of raw materials through the manufacture and sale of the final product. It is
also acquiring suppliers and distributors so as to control more stages of the production
It is a qualitative estimate/ overview of that HR practices
are according to overall objectives and strategy of business.
Vertical integration is about Effectiveness of HR.
HR is effective when it contributes to the mission and
objectives of the organization.
'Do the right things' it means we have to do such HR
practices that meet organizational objectives, vision and
One of the earliest, largest and most famous examples of vertical integration was
the Carnegie Steel company. The company controlled not only the mills where the steel was
made, but also the mines where the iron ore was extracted, the coal mines that supplied the
coal, the ships that transported the iron ore and the railroads that transported the coal to the
factory, the coke ovens where the coal was cooked, etc.
Oil companies, both multinational (such as Royal Dutch Shell ) or and national (e.g.
Petronas) often adopt a vertically integrated structure. This means that they are active along
the entire supply chain from locating crude oil deposits, drilling and extracting crude,
transporting it around the world, refining it into petroleum products such as petrol/gasoline,
to distributing the fuel to company-owned retail stations, for sale to consumers.
Horizontal integration is the widening of a business at the same point in the supply chain.
For example, supermarkets that are moving towards selling a larger variety of non-food
items are increasing their level of horizontal integration.
The advantages of horizontal integration can lie in reaching the customers (if you are
already selling them one thing, use the opportunity to sell more) but can include economies
of scale in purchasing, logistics and operations.
The merger of companies at the same stage of production in the same or different industries,
When the products of both companies are similar, it is a merger of competitors. When
all producers of a good or service in a market merge, it is the creation of a monopoly. If only
a few competitors remain, it is termed an oligopoly. It is also called lateral integration as
´Do the things in right wayµ it means we have to focus on the functions performed by HRM
practices that influences on insivisual capability.
When any company buys the competitor of the company or merge it called horizontal
We can have the examples, Tata Steel and Corus: Both they were producing the same
components like steel but beside this they have other products also. They have good market
of the steel in many counties. So that we can say is that it comes under horizontal
BR Stiategic Fit
HR Strategic fit mean HR practices are able to meet the objectives of the organization vertically
and horizontally and HR strategic fit is shown below;
HR system training rewards
Strategic management is a field that deals with the major intended and emergent initiatives
taken by general managers on behalf of owners, involving utilization of resources, to
enhance the performance of ¿rms in their external environments.
It entails specifying the
organization's mission, vision and objectives, developing policies and plans, often in terms
of projects and programs, which are designed to achieve these objectives, and then
allocating resources to implement the policies and plans, projects and programs. A balanced
scorecard is often used to evaluate the overall performance of the business and its progress
towards objectives. Recent studies and leading management theorists have advocated that
strategy needs to start with stakeholders expectations and use a modified balanced scorecard
which includes all stakeholders.
Strategic management is a level of managerial activity under setting goals and over Tactics.
Strategic management provides overall direction to the enterprise and is closely related to
the field of Organization Studies. In the field of business administration it is useful to talk
about "strategic alignment" between the organization and its environment or "strategic
consistency." According to Arieu (2007), "there is strategic consistency when the actions of
an organization are consistent with the expectations of management, and these in turn are
with the market and the context." Strategic management includes not only the management
team but can also include the Board of Directors and other stakeholders of the organization.
It depends on the organizational structure.
´Strategic management is an ongoing process that evaluates and controls the business and
the industries in which the company is involved; assesses its competitors and sets goals and
strategies to meet all existing and potential competitors; and then reassesses each strategy
annually or quarterly [i.e. regularly] to determine how it has been implemented and whether
it has succeeded or needs replacement by a new strategy to meet changed circumstances,
new technology, new competitors, a new economic environment., or a new social, financial,
or political environment.µ
It is useful to consider strategy formulation as part of a strategic management process
that comprises three phases: diagnosis, formulation, and implementation.
Diagnosis includes: (a) performing a situation analysis (analysis of the internal
environment of the organization), including identification and evaluation of current
mission, strategic objectives, strategies, and results, plus major strengths and weaknesses; (b)
analyzing the organization's external environment, including major opportunities and
threats; and (c) identifying the major critical issues, which are a small set, typically two to
five, of major problems, threats, weaknesses, and/or opportunities that require particularly
high priority attention by management.
Formulation, the second phase in the strategic management process, produces a
clear set of recommendations, with supporting justification, that revise as necessary the
mission and objectives of the organization, and supply the strategies for accomplishing
them. In formulation, we are trying to modify the current objectives and strategies in ways
to make the organization more successful. A good recommendation should be:
effective in solving the stated problem(s), practical (can be implemented in this situation,
with the resources available), feasible within a reasonable time frame, cost-effective, and
acceptable to key "stakeholders" in the organization. It is important to consider "fits"
between resources plus competencies with opportunities, and also fits between risks and
There are four primary steps in this phase:
* Reviewing the current key objectives and strategies of the organization, which
usually would have been identified and evaluated as part of the diagnosis
* Identifying strategic alternatives to address the three levels of strategy formulation
outlined below, including but not limited to dealing with the critical issues
* Doing a balanced evaluation of advantages and disadvantages of the alternatives
relative to their feasibility plus expected effects on the issues and contributions to
the success of the organization
* Deciding on the alternatives that should be implemented or recommended.
This third and final stage in the strategic management process involves developing an
implementation plan and then doing whatever it takes to make the new strategy
operational and effective in achieving the organization's objectives.
There are two components of Strategic Management Process;
1. Strategy Formulation
2. Strategy Implementation
ͳǤ Stiategy Foimulationǣ
In formulation, we are trying to modify the current objectives and strategies in ways to
make the organization more successful.
Strategy Formulation components
Five major components of strategic management process are relevant to strategy
formulations that are shown in the diagram below;
Mission: the first component is the organization·s mission. The mission is the statement of
the organization·s reason for being; it usually specifies the customers served, the needs
satisfied or the values received by the customers and technology used.
Goals: an organization·s goals are what it hopes to achieve in the medium to long-term
future. They reflect how the mission will operationalize.
External analysis: consists of examining the organization·s operating environment to
identify the strategic opportunities and threats. Examples of opportunities are the customer
markets that are not served technological advances that can aid the company and labor
pools that have not been tapped. Threats include potential labor shortages, new competitors
entering in the market and their technological innovations.
Internal analysis: attempts to identify the organization·s strengths and weaknesses. It
focuses on the quantity and the quality of resources available to the organizational financial,
capital, technological, and human resources. Organizations have to honestly assess each
resource to decide whether it is a strength or weakness.
For that organizations go through the SWOT analysis. After going through SWOT analysis,
the strategic planning team has all the information it needs to generate a numbers of
strategic alternatives. The strategic managers compare these alternatives· ability to attain the
organization·s strategic alternatives.
Strategic choice: it is the organization·s strategy which describes the ways an organization
will attempt to fulfill its mission and achieve its long term goals.
Role of BRN in stiategy foimulation
Four levels of integration seem to exist between the HRM function and strategic
management function, which are; administrative linkage, one-way linkage, two-way linkage
and integrative linkage.
It is the lowest level of integration. In this linkage the HRM function·s attention is
focused on day-to-day activities. The HRM executives have no time or opportunity to take a
strategic outlook toward HRM issues. The department simply engages in administrative
work unrelated to the company·s core business needs.
In one-way linkage the firm·s strategic business planning function develops
the strategic plan and then informs the HRM function of the plan. Many believe this level of
integration constitutes strategic HRM, which is the role of the HRM function is to design
systems that implement the strategic plan. Although one-way linkage does recognize the
importance of humane resources in implementing the strategic plan, it precludes the
company from considering human resource issues while formulating the strategic plan. This
level of integration often leads to strategic plans that the company cannot successfully
Two-way linkage allows for consideration of human resource issues during the
strategy formulation process. This integration occurs in three sequential steps.
This consideration allows full integration between human resource management and
Five key steps in stiategy foimulationǣ
Creating a strong strategy for an organization is not an easy task. It takes several of the
organization's leaders to articulate and agree on vision and direction.
Here are five tips for strategy formulation:
1. Analyze the current situation. Determining where your organization stands is an
important first step that some leaders take for granted. Ask yourself, ´Where are we
now?µ At a bare minimum, conduct a SWOT analysis.
2. Set a clear strategic direction. Use mission and vision statements to articulate
direction, then set out an action plan for how to reach them.
3. Develop a small set of initiatives. Outline 3-5 key change initiatives that support
the organization's goals and assign them to key employees to execute.
4. Establish a detailed action plan - for everyone. An individual plan for every
employee, one that is reviewed between employee and team leaders weekly, gives
everyone status updates and enough time for corrective action in the case that goals are
at risk. Include measures for monitoring progress.
5. Align the organization. Execution of strategy requires every person, every day.
Make sure you disseminate the strategy to all employees. How can they execute on it, if
they're not continually aware of what's really important?
ʹǤ Stiategy implementation
The implementation of organization strategy involves the application of the management
process to obtain the desired results. Particularly, strategy implementation includes
designing the organization's structure, allocating resources, developing information and
decision process, and managing human resources, including such areas as the reward
system, approaches to leadership, and staffing.
Each of these management functions has been the subject of extensive writing and research
by scholars and practitioners and has covered in management books.
Since full coverage of each management function is beyond the scope of this thesis, I shall
focus only on the factors that are most critical to effective implementation strategy.
In the diagram below, after the development of strategy, there are five elements like,
organizational effectiveness, structure and reward system, T&D, task design and types of
information in which there is a need for change for implementation of strategy.
Role in Strategy Implementation
HRM supplies the company with a competent and willing workforce for executing
strategies. It is important to remember that linking strategy and HRM effectively requires
more than selection from a series of practice choices. The challenge is to develop a
configuration of HR practice choices that help implement the organization·s strategy and
enhance its competitiveness.
Stiategic Buman Resouice Nanagement
´All those activities affecting the behavior of individuals in their efforts to formulate and
implement the strategic needs of the business and achieve organizational goals.µ
Strategic human resource management is designed to help companies best meet the needs of their
employees while promoting company goals. Human resource management deals with any aspects of
a business that affects employees, such as hiring and firing, pay, benefits, training, and
administration. Human resources may also provide work incentives, safety procedure information,
and sick or vacation days.
Strategic human resource management is the proactive management of people. It requires thinking
ahead, and planning ways for a company to better meet the needs of its employees, and for the
employees to better meet the needs of the company. This can affect the way things are done at a
business site, improving everything from hiring practices and employee training programs to
assessment techniques and discipline
An important aspect of strategic human resource management is employee development. This
process begins when a company is recruiting and interviewing prospective employees. Improved
interviewing techniques can help to weed out applicants that may not be a good match for the
After being hired on, a strong training and mentoring program can help a new member of the staff
get up to speed on company policies and any current or ongoing projects they will be working on.
To help employees perform at their best, a company can follow up with continual training programs,
coaching, and regular assessment. Investing in the development of its employees can allow a
company to turn out more consistent products
Strategic human resource management is essential in both large and small companies. In small
companies, this may be as simple as the owner or manager taking a little time every day to observe,
assist, and assess employees, and provide regular reviews. Larger companies may have a whole
department in charge of human resources and development. By meeting the needs of the employees
in a way that also benefits the company, it is possible to improve the quality of staff members.
Taking the effort to provide employees with the tools they need to thrive is worth the investment.
Stiategic BRN 0bjectives anu Plans
The objectives of strategic HR management are displayed in the diagram below; these are
five objectives like; integrity, cost containment, social responsibility, customer service,
Strategic Human Resource Management
Stiategic Foimulation of BRN
Strategic objectives and plans
According to diagram of strategic formulation of HRM, first we analyze the problem that
has to be faced by a firm and we diagnose the factors/causes related to issues and we
conclude and recommend alternative strategies and then we prepare action plan that guide
us what we have to do or how we could overcome problems and we allocate resources that
are necessary to solve problems and we see the benefits of the whole formulation of HRM
whether it satisfies the needs of business or not.
Stiategic Implementation of BRN
y Strategic Human Resource Implementation
y Strategic Staffing
y Strategic Performance Management
y Strategic Compensation Management
After the formulation of strategy, we have to implement it and we do staffing according to
the developed strategy, we measure performance of the firm and individuals and then we
give rewards them and whole this process is strategic human resource implementation.
It is a report card to measure the effectiveness of specific person. It is an annually or
monthly report about specific person that define tasks are completed or not or tasks
completion leads to the accomplishment of the goals or objectives of the organization.
Basic Nouel of Bow to Align BRN with Business Stiategy
The diagram shows that we first formulate the strategy and then we change the behaviours
of the people because we require different workforce for different strategies then procedures
and policies are designed and tasks are performed according to policies and at the end we
measure performance through HR scorecard to measure that whether we are going to the
way of accomplishment of organizational goals
Strategy designing and implementation are very difficult tasks. A
famous saying is that ´If you are failing to plan, then you are
planning to fail.µ