Strategic Resource Management (Essay Sample)

3408680-99631500
Strategic Resource Management
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Company: International Business Machines, Inc. (IBM)
Table of Contents1. TOC \o "1-3" \h \z \u INTRODUCTION42. HUMAN RESOURCE MMANAGEMENT52.1 Objectives of IBM and an explanation of how HRM contributes to their achievement52.2 critical evaluation of the role of HRM in your chosen organization52.3 evaluation of the recruitment and retention strategies62.4 Assessment of the techniques used to develop employees in the organization………….…....62.5 Evaluation of the contribution of the techniques in engagement of employees….………..….42.6 Analysis of the effective strategies HRM department uses to support the achievement of organisational strategy…………………………………………………………………………….53. MANAGEMENT OF PHYSICAL RESOURCES53.1 Investigation of physical resource management contributes to the achievement of organisational objectives53.2 Critical evaluation of the role of physical resource management within an organisation53.3 Systematic appraisal of the processes that the organization uses to plan its physical requirement 6MARKETING64.1 Investigation on how marketing activities contribute to the achievement of organisational objectives……………………………………………………………………………………….…64.2 Critical evaluation of the role of marketing operations within an organisation64.3 Systematic appraisal of the processes that an organisation uses to develop its market75. INFORMATION SYSTEMS75.1 Investigation of information systems management's contribution to the achievement of organization objectives………………………………………………………………..………….75.2 Evaluation the role of information systems management in the Organization……………...11 5.3 Appraisal of the processes that an organisation uses to plan its informationsystemsrequirement………………………………………………………...............76.CONCLUSION……………………………………………………………………………...13
INTRODUCTION
For purposes of analysis of the various Strategic Resource Management Practices, I have chosen International Business Machine Company, Inc. (IBM). IBM is a global technology and consulting company founded in 1911. IBM has undergone significant changes since is its foundation, notable among them being acquisition of its competitors like Lenovo and Demand Tec, (Houdent, 2007). The company has over 400,000 employees worldwide. It employs a diverse pool of professionals. It also offers a wide range of career opportunities in its units of Sales, distribution, software, systems, and technology among others. The company also provides appreciable career opportunities, competitive benefits packages and payment structures. The global presence of the company and consistent success in its financial performance provides an excellent example for the analysis of the various Strategic Resource Management practices.
HUMAN RESOURCE MMANAGEMENT
2.1 Investigation of how Human Resource Management contributes to the achievement of organizational objectives.
Human Resource Management (HRM) refers to a function within an organisation that works to manage and maximise human resource performance so as to realize the organizations objectives. HRM also improves the work environment of the employees while treating them as valuable resource for an organization.
Human Resource Management has contributed immensely to the consistent success that has been registered by IBM for long. The Human Resource Management has been linked with strategic business planning. The Strategic Business Planning in IBM has been used to ensure that the business future human resource is sufficient for business expansion. It also works to ensure that innovative skills critical to business operations are natured and developed.
Being majorly a technology-based company, IBM success has been attributed to availability of high-skilled workforce. The best human resource practices has ensured that the company retains this valuable resource. The result has been the persisted innovation and creativity in all IBM’s units of operation.
2.2 Critical evaluation of the role of HRM in the organization
The critical role of Strategic Human Resource Management in IBM is to ensure that the business get the most out of its employees. Similarly, HRM practices comes out of the need to provide a high return on company’s investments on its employees.
Human Resource Management in IBM has key importance in the success of the business. It has established and upheld a strong compliance culture. The HR strategy in the company has kept legal implication for non-compliance at a record low. Therefore, the cost of legal suits and compensations arising from preach of contracts has been low. The good HRM practices has also been critical in detecting and deterring any non-compliant conduct among employees.
The Good HRM practices in IBM has assisted in deploying and enforcing employee discipline and recommending action on policy violations. The company also finds the practices helpful in fielding formal complaints and conducting investigations. Therefore, HRM in IBM is perceived as a standard reference for ethics and compliance. As a result of this, there has been the need for Strategic Human Resource Planning to adapt the practices to the ever evolving production environment. This arises out of belief that HRM would remain a key catalyst for change that will drives business necessity.
HRM in the company has faced multiple challenges despite its notable contribution to the success of the business. The major challenge IBM faces arises out of the fact that people have different behaviour especially when they are being observed. Some of the employees also have immense motivation and experience for their job. Managing these types of employees has proved difficult for the company. Retention of such employees is also an uphill task.
The Company should develop more talent for the company so as to keep up with the challenge of employee retention. More research is needed to understand the employee dynamics in every country company operates needs to be done. The reason for it is to align HRM practices with values and cultures its diverse employees.
2.3 Evaluation of the recruitment and retention strategies
HRM recruitment and retention strategies are meant to identify human resource requirements, the necessary skills to meet the requirement and to make use of a competitive process to acquire the needed skills. The strategies should be clear to how to meet the requirement of the skills through staff retention strategies.
Recruitment Strategies
Recruitment strategy formulation is informed by HRM planning process which identify HR gaps and embarks on recruitment initiative to find the right skills to fill the gaps.
In IBM, the recruitment strategy has been developed to meet to meet the challenges of filling job vacancies that are available in the company from time to time. T...