Human Resource Strategy Implementation and Impact

Question: Discuss about the Human Resource Strategy for Implementation and Impact. Answer: Introduction: This report has been constructed to give an idea about the sustainable human resource management. Human resource management has taken an important place in the organizational structures due to its ability to manage different situations, sometimes complications concerning to the human capital. On addition, human resource management covers a vast area to handle the activities from recruitment and selection procedure to the development, wage system and the employee retention. Here, the paper has been done on a particular case of First Hospital. CEO of the hospital requires an acknowledgment on the importance of a proper separate authority of the Human Resource Management (HRM). This report has detailed on the validation behind the construction of this report. Theory related to the human resource management has also been given here. Apart from that, this report has made few recommendations for the CEO of the hospital so that he could adopt an appropriate measure for the good of the hospital. Furthermore, this report has also responsibly delivered an explanation on the different major features of the Sustainable Human Resource Management. Analysis on the topic: Researchers had started to discuss on the opposite approach of the human resource management long before. However, the discussion has been given more attention due to the emerging trend of the organizational context and the market scenario. Human capital is the main asset of an organization and is responsible for the success and maximum production of a firm (Bamberger, Biron Meshoulam, 2014). Critical issues can arise in an organization from different aspects such as payroll, working culture, working schedule, work-life balance, recognition, decision making and so on., Bratton and Gold (2012), mentions that healthcare service requires 24/7 attention -from service providers to the clients and patients; thus, the entire working scenario can be very stressing for the employees. To manage such situations adequate knowledge and proper strategic evaluation is necessary from a human resource manager. Here, the First Hospital lacks a proper human resource management structure for its workfo rce. Consequently, it has become a puzzled situation for both the authority and the employees of the organization. As mentioned by, Buller and McEvoy (2012), if an organization lacks a supervising and controlling authority, employees lack motivation which gradually results in lower performance, low rate of employee retention (high employee turnover), absenteeism and turnover and poor service quality. To obtain a positive recognition in the market and shine out among the competitors an organization should strictly follow human resource management guidelines and approaches (Delahaye, 2015). Being a CEO, he or she must understand the fact that a stable base of HRM makes the organizations foundation stronger. This report has focused on exploring and analyzing the current situation, identifying and specifying the organizational issues, and suggests practical and probable solutions and how HRM is important for a firm. Sustainability in case of human resource management is increasing in popularity day by day. This is due to HRMs ability to balance between the employees and management and organizations needs (Dias, 2016). In an attempt to make the topic easier to understand a theory can be followed to understand major factors that should be looked after by the company to make the employees satisfied and attached with the organization. Here, Herzberg's theory has been discussed to be aware of the factors: Herzberg proposed a two-factor theory to obtain the employee satisfaction and make them motivated towards their work. These two factors are motivators and hygiene theory. Motivators: These factors give the employee positive feelings towards the company policy, rules and regulations (Ehnert Harry, 2012). Motivators involve recognition of the performance, having importance from the organization, involvement into the decision-making processes, accomplishment of challenging work etc. This dimension helps in the personal development and improvement of the performance. Hygiene theory: Hygiene theories are responsible for creating any dissatisfaction among the employees (Jackson, Schuler Jiang, 2014). Hygiene factors include job assurance, salary, working condition, monetary benefits etc. These factors are called Hygiene factors because these can be maintained by the organizations so that dissatisfaction of the employees can be avoided. This theory is relevant to this topic because it will help to understand that these factors should be maintained by the human resource management while handling the employee issues. Recommendation for the CEO of the First Hospital: First Hospital lacks a functional structure of the human resource management and the CEO has neglected the issue employees are facing due to the absence of management for their concern. As mentioned by, Kramar (2014), if a comparison can be drawn between the two companies from similar industry and with similar strength, however, one with HRM and another one without HRM, it could be easily found that the company which is lacking the HRM facility is more vulnerable to any kind disruption in the organizational structure. To make the fact clear, Mello (2014), mentioned that employees get easily demotivated and confused over various instructions from different authority if there is no HRM to guide them properly. Moreover, tend to leave the company is also high if there is no such distinct governing body of human resource management. Recommendations are as follows to help the CEO of First Hospital in the improvement of the current situation: Recognition of a separate entity for HRM: The CEO should immediately recognize the importance of the HRM in the context of disturbed condition across the organization and instruct to form a separate authority of the HRM to follow up the issues related to the employees. Cooperate with the HRM: Cooperation between the human resource management and the authority of the company is one of the major steps because it is the ultimate step to eliminate the conflicts and any kind of contradictory situations across the organization (Mondy Martocchio, 2016). CEO must announce the expectancy of the suggestions of the human resource management is mandatory so that human resource department can be encouraged to take decisions on its own. Formation of trustworthy relationship: Sometimes the employees, as well as the senior authorities, get disappointed with the provisions of the human resource management; however, the authority of the company must acknowledge and trust on the knowledge and strategies of the human resource management that has been taken for the sake of the employees as well as the organization (Riley, 2014). If the organization relies on the activities of the HRM, it would be helpful to take more challenging steps that can be proved beneficial for the enterprise. Holding communicative relation: Communication is one of the major approaches that is important to make the relationship between any two dimensions effective and functional (Storey, 2014). If the CEO is frequently connected with the HRM department it will help the CEO to be aware of the activities across the organization and performance of the employees. Moreover, the CEO will also be aware of the differences that have been made by the activities of the HRM. Evaluation of the feedback: This measure has been recommended to understand how the HRM has developed the previous structures through the effective approaches to the human resource management. For the practical approach of this step, the CEO can organize conferences and meetings with the HRM and any selected representative of the employees and ask for the feedback from them. In this regard, survey can also be conducted to know whether recognition of the human resource management for the hospital is viable or not. Features of the Sustainable Human resource management: Sustainable Human Resource Management is the approach where the company involves the development of the human resources to enhance the quality of the knowledge and performance along with obtaining a long-term vision for the organization by maintaining effective relationship with the partners and stakeholders of the company (De Cieri Kramar, 2005). The main objective is to nurture the qualities and competencies of the employees so that better recognition of the organization can be obtained. As mentioned by Maley (2014), sustainability in human resource management acts as a driving factor that can make the organization competitively strong. The major characteristics of the sustainable human resource management are: Employee selection and their development: It is important because it is the primary step for an organization to make their goal successful. The HRM must consider those employees who have basic knowledge about the work and potentiality to accomplish the given task (Jiang et al. 2012).After selection of the potential employees, the HRM can undergo the developmental session if it finds that employees are required training sessions to improve their skill and knowledge. Go hand-in-hand with the shareholders and partners of the organization: It is another important approach to holding a sustainable management. This approach helps the organization by preparing it for a long run in the business. As mentioned by, Clarke and Patrickson (2013), if the organization does not share any goodwill with its partners it will definitely affect the activities as well as hamper the performance of the employees. Moreover, an effective relationship among the stakeholders, partners and other institutions is necessary to maintain the continuity of the functions of the organization. Focus on the employee satisfaction: Sustainable approach of the human resource management majorly looks after the employee satisfaction (Ehnert Harry, 2012). To make the employee satisfied different approaches are taken such as recognition of the performance of the employees, provision of the monetary compensation, maintenance of the health and safety issues, working culture, flexibility in the working schedule and work-life balance. These approaches are influential in improving the quality of the performance of the employees. Moreover, it also helps in employee retention for an organization. According to, Storey (2014), employees feel secure and important if their basic requirements are fulfilled by the organization. In this regard, it can be said if an organization follows sustainability in the working culture it encourages the employees to participate in the various activities of the organization. Moreover, the HRM asks the employees for the contribution in the decision-making pr ocess. Furthermore, the Herzberg's two-factor theory, as mentioned above is also valid in this context as an organization with the approach of sustainability used to follow the provisions of the theory to make the employees satisfied with their working life. Conclusion: Therefore, this report has covered all the aspects to satisfy the requirement of the topic. It has clearly stated the issue that has occurred with First hospital. To maintain an analytical approach to the content, this report has included a theory on the employee satisfaction. Herzberg's motivation and hygiene theory has been selected in this report. As the CEO of the First hospital is least considered about the current situation of the organization that involves the absence of a proper human resource management authority, recommendations have been given to make this report approachable to the present scenario of the First hospital. Moreover, this report has included a detailed account of the sustainable human resource management. Various approaches have been discussed here on the different measures of this approach so that the report could be helpful. This report has positively established the measures of the sustainable human resource management along with maintenance of the accountability on the recommendations; hence, this report can be further revised while doing any extensive research on this topic. Reference list: Bamberger, P. A., Biron, M., Meshoulam, I. (2014).Human resource strategy: Formulation, implementation, and impact. Routledge. Bratton, J., Gold, J. (2012).Human resource management: theory and practice. Palgrave Macmillan. Buller, P. F., McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight.Human resource management review,22(1), 43-56. Clarke, M., Patrickson, M. 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