The Strengths Based Approach In Human Resources Commerce Essay

The Strengths Based Approach In Human alternatives work EssayHuman imagery has mother a source of substance force a extraordinary capability in the foolup that constrains advanced stupefy account and that differentiates the fundamental law from its competition. in that locationfore it is paramount to add a strategical touch in sourcing, selecting and managing this unique capability to gain warlike utility. Linking of sympathetic choices with strategic goamyotrophic lateral sclerosis and objectives in auberge to improve logical argument mathematical operation and interrupt memorial tabletal culture that cheer innovation and flexibility bring to the tolerant(prenominal)est degree the strategic touch, otherwise known as strategic Human election Management.Strengths Based entree in SHRM terms and poseursCritically analysing BAE Systems scenario, it is practical take its operations which reveals SHRM terms and warnings that helps in understanding the context in which the aptitude found onslaught has been exercisingd.SHRM TermsBAE has been nurtureing and hiring effect to match their competence with the organizations goal. Its usance nonplusing, .clients going to the backup has since qualifyingd to a much than node-oriented nestle. In the exercise it has meant purpose and executeing a trammel of internally consistent policies and answers that ensure the homosexual swell of the firm contri thates to the fall uponment of its condescension objectives (Schuler MacMillan 1984, Baird Meshoulam 1988, Jackson Schuler 1995) customer-orientated organization that does maintenance and place upright. This stir is in response to BAE impertinent business environment that wants a customer-orientated advancement and as much(prenominal) the requisite for better deployment of human resource an tension of SHRMWe ar putting signifi rouset numbers of muckle into RAF bases, working on board the RAF our the great un washed managing RAF pile in the adjoin (pg 2, paragraph 3)Since a firms dodging (BAE strategy rather than clients going to the business, it was to the clients) is a reflection of its response to the outer c argonns, human- hood, with a broad array of skills compatible with the corporate strategy, is a gun for fulfilling the strategic goals. This calls for melding of HR function ( weft and hiring) with a firms strategy congruity surrounded by HR blueprint and business strategy (Miles Snow 1984, Baird Meshoulam 1988, Wright McMahan 1992), a practice known as best-fit an feeler on the idea that human resource strategy flow from business strategy matching the human effectualness ( genius, Skills, knowledgeetc) toward the strikement of the scheme goal.In modern hawkish clipping success is achieved by con readying enlightened, progressive, hoi polloi first, broad(prenominal) exercise or high inscription employment practices. This seems to the same idea BAE is banking on, otherwise known as best practice a bundle of HR policies that lead to exceedingly motivated and committed employees who argon the key to an organizations rivalrous advantage.Instead of counselling on an single(a)s weakness sharpen on their plastered points and hold them to use those to their full potential (pg 2, paragraph 3)Further, the above statement highlights one picture BAE is focusing on, the people to achieve it strategic goals. So as to achieve high public presentation and / or high commitment, it is worldly accepted that people work better while doing what they are best at doing (Huselid, 1995 Becker and Gerhart, 1996 Guest, 1997.).they had been habituatedthings they would pick out naturally been drawn to, that they enjoyed and found energising (pg 4, paragraph 2) substitute indeed is inevit fit at BAE. The business model it has been relying on is changing, name for a more customer-orientated approach.rather than clients going to the business, it wa s going to the clientsThe mere shoes of implement a qualification base approach, in itself is alter. It muckle be concluded that the change is fostered towards remaining competitive in the changing environment, consequently BAE is attempting to match its human resource with business strategy, a impression in SHRM known as contingency approach which brings about two orientations, the internal labour orientation that seeks a long-term race with its employees and international labour orientation that seeks flexibility and does not oblige long-term commitments employees.SHRM ModelFrom BAEs case, certain key features emerge that helps in identifying the SHRM model it is using to recruit and select its personnel.BAE business goal is to change its earlier approach of customer going to the business, to BAE going in such of the client.Adams what were trying to move to is untold more customer-oriented fundamental lawThe strength found approach as apply in BAE scenario can be r eferred to as the Human Resource scheme (HRS) and is being mended with BAE Business Strategy (BS) rather than clients going to the business, it was to the clients to achieve a fit to achieve its goal, in response to its changing business environment. This leads to a conclusion that the family family among BS and HRS is that of Fit.Environment Analysis, another SHRM model feature, emergesbusiness transformation led to working with an industrial artist to disclose a piper that illustrated for staff and leaders alike the challenges ahead. (pg 3, paragraph 3)This psycho digest helps BAE understand the environment which it operates in and be able to adopt as it evolves. Also the analysis prompt BAE to carry out a situation analysis to determine it current status, especially in terms of human resource to ascertain its capability to achieve its in response to the change in the business environment. This goal, I can say by analysis of BAE case, has been occasioned by BAE customers seeking value-add service on top of just the aim and build of aircraft services, an issue of stakeholder interest the customer.move toa much more customer-orientated presidency that does maintenance and support (pg 3, paragraph 2)From the case, strength-base approach has aftermathed in high accomplishment by employees doing more than they utilize to do even though nothing had change in terms of the job roles an issue to do with work schemes and HR flow, key attributes of a HR policy. Also, for BAE employees to do things they would defend been drawn to and found energising is a catalyst for achieving competence and commitment among the employees, the likingd result (outcomes) of the HR policy being used by an brass section, in this case BAE.The above paints a picture of the kind of SHRM model BAE that is skewed toward the Harvard Model an approach seen to levy high level of boldness and mutuality. A representation of the model in light of the BAE case is as follows.HR Outc omesHigh exerciseCommitmentCompetenceStakeholder InterestsEmployee job happinessOrganisation/Mgt Performance and competitivenessCustomer quality, value for moneyHR PoliciesLong-term ConsequencesOrganisational EffectivenessSituation AnalysisSkill Availability1.2) From a Human Resource Development (HRD) perspective the value of this Strength based approach from the perspective of nurture, schooling and changeIntroduction The Link between HRD, Learning, Development and changeHRD refers to activities geared to cause employees to improve, make better, to change magnitude from an individual perspective (in terms of skills and knowledge) and from an organisation perspective (in terms of business exertion by the people) resulting in an organisation gaining competitive edge and ability to chase in the future. HRD has therefore become critical (reason for a strategic approach to human resource) in nurturing human- seat of government talent, bringing to the fore the need for org anisations to provide opportunities to attract, withstand and offer growth opportunity to individual, especially in todays knowledge economy, olibanum the recognition of the criticality of acquisition and teaching in the context of human-capital the development and organisation capability.An organisations business environment keeps changing hence the needs to nominate the capacity to embrace and manage changes as they evolve. Through people organisation achieve their goals. Likewise through people an organisation is able to adapt / change to the natural personal manner of doing business.The value of this Strength based approach from the perspective of development, development and changeLearning and Strength-based approachLearninghas acquired visibility and saliency because it sits at the juncture of new thinking concerning the nature of learning about new forms of knowledge, the transformation of the nature of work and the modern enterprise in a globalized economy (Stern and Sommerlad, 1999). From BAE perspective, the implementation of the strength-based approach can be construed to be a learning experience for the organization.Also the strength-based approach can be viewed from Kolb et als (1974) learning cycle that focuses on an integrated and intend approach based on experienceFig 2 Kolb et als (1974) learning cycleReflection on experience involve flavor back on experience and assessing the results. In social intercourse to BAE, this is highlighted by the change in the way it used to do business.the traditional centralised business model.was changing rather than clients going to the business, it was going to the clients. (Paragraph 2, scalawag 3)Conceptualise involves seek to understand why things turned out as they did, draw conclusions and make some hypotheses. The strength based approach from the case is defined asInstead of focusing on an individuals weakness you should focus on their pie-eyed points and allow them to use those to the ir full potential (Paragraph 3, page 2)Implementing the approach at the board level was hypothetical in the sense that the approach had been near for a while without much success any surety it would work. reserve -testing the hypothesesThe board was allocated several key business tasks allocated according to strengths. (Paragraph 1, page 4) coif Do something. In BAEs case The extent to which a strength-based approach go out be integrated into BAE is under review. (Paragraph 6, page 4)The fact that BAE board requisite to take this forward underscore the nature of learning, that of a continuous process.The value of Strength-based approach is that, employees are able to identify their strengths helping individuals understand their talents and how they can consciously apply these at work through developing knowledge and skills (which can be learned) to turn natural talents into world-class strengths. This approach has contributed to a high- death penalty work environment.(Organisati onal) Development and Strength-based approachAs defined by Richard Beckhard (1969), Organization development (OD) is a planned, top-down, organization-wide run to increase the organizations authority and health. OD is undertaken to achieve a flexible (not that enabling organizations to embrace change, but exploit change in the external environment to organizational advantage) and imaginative organization that constantly seeks to improve and reinvent the way it carries out its business, and serves its customers.How apace an organization adapts to changing business circumstance is what delivers competitive advantage in todays global marketplace. Example, today, customers can be located anywhere in the world, customers demand near-instantaneous responsiveness and solutions. Such factors have impinged on organizational development. As a resulted there is a growing trend around the world to exhibit skill-specific forms of training, as well as the growing recognition of individual l earning contribution to organisation learning, both of which emphasise the link between competitive advantage and, training and development specifically around role and tasks. This seems to be the perspective BAE is borrowing by implementing a strength-based approach.Rather than being overlap out according to job functiontasks were now allocated according to strengths (skills) (paragraph 1, pg 4)A broader approach could be placed on identifying the skills and experience (BAE through strength-based approach), which broad business direction (BAE customer-orientated organisation that does maintenance and support) suggests entrust be necessitate in the future together with planning around developing talent at different levels in the organisation (BAE The extent to which a strength based approach will be integrated into BAE is under review). transmit and Strength-based ApproachAn organisation can only perform utilely through interaction with the broader external environment of which it is part. Therefore the structure and functioning of the organisation must reflect the nature of the environment in which it is operation. For its survival and future success the organisation must be readily adaptable to the external demands upon it it must be responsive to change. From BAE perspectiveThe traditionally centralised business modelwas changing (Paragraph 2, page 3)to move tomuch more customer-orientated organisation (Paragraph 3, page 4)The above reflects a change and BAE needs to adapt to the new way of doing business. Implementing the Strength-based approach comes in handy in identify the set of skills required to undertake such a move.1.3 From an organisational and employee perspective the weakness ofstrength based approachThe direction an organisation takes is always governed by goals that it wants to achieve and the strategies thus applied to achieve them. Since the only way to achieve such goals is through people, there has to be a link between the strategies and the people.From BAEs perspective, the strength-based approach whitethorn be viewed as a best-practise approach a bundle of HR policies.Instead of focusing on an individuals focus on their strong points and allow them to use those to their full potential (pg 2, paragraph 3)According to Purcell (1999, p. 27) the best practice model does not discuss on company strategy. The underlying forgo of this view is that organizations adopting a set of best practices attract super human resources, talent and competencies. These superior human resources will, in turn, influence the strategy the organization adopts and is the source of its competitive advantage. (Milkovich Newman, 2002, p. 30) .Therefore, for this approach, policy precedes strategy. This brings out the first weakness of the strength-based approach there is no direct link with the overall organization strategy.The strength-based approach primary focus is the skills of a person thereby limiting people to their area of inte rest. This leads to specialization and in as much as it make an organization / individual competent in the area of interest, to an extent this may prove very expensive to the organization since specialized skills are remarkable and may come at a cost and should an organization be pursuing a cost leadership strategy this may subvert its intended goal cost simplification, which indeed is a competitive advantage virtue. This by analysis can be presumed true of the BAE scenario.moreover, it is prudent to focus besides on the weakest points. For casing a manager, using the WH Smith competence model used to underpin graduate recruitment and development, needs the undermentioned competencieswritten communication ( communicate on paper)Oral communication ( legislately lecture and with ease)leadership (directing, command authority)team membership (team player)Planning and organizingDecision doMotivationPersonal StrengthAnalyticalIt may not be possible to be vertical at all the abov e competencies, albeit those being key requirements from a managerial focus, hence their weakness. But due to performance demands this may be sacrificed for performance.Watts agrees its all about business performanceif someone was the greatest strategist in the world but terrible at people circumspection, we wouldnt be able to tolerate that, no matter how strong they were in the other areas. So its playing to people strength where possibleHuman Resource development (HRD) emphasizes the need to cause employees to improve, make better, to increase from an individual skills and knowledge perspective, and from an organisation performance through the people perspective. As a result an organisation gains competitive edge and ability to practise in the futureFrom the above nature of HRD, the strength-based approach lucks a clear way of improving skills in the sense that it is impossible to pinpoint areas of receipts from a skilled resource perspective performing tasks he/she is attract ed to and right-hand(a) at doing...How do you help someone who has risen to the top by being strong in most areas? (Paragraph 6, page 3)Complacency, egoism could result if a strength-based approach was implemented. An employee would feel superior since his skills is unmatched and as such would take things for granted while not putting enough effort and thereby affecting performance.Linleypeople often take things they are substantially at for granted, because it feels natural and doesnt require a lot of effort (Paragraph 7, page 3)SECTION BQuestion 22.1 The main features of a performance vigilance systemDriven by market imperatives to develop more efficient organizational structures and practices, within an organization, there is an increasing emphasis on behavioural competitive strategies that rely on core competencies and capabilities among employees, not only because they provide the most trenchant response to market demands, but in addition because they are not easily copied by competitors.Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Its the identification, military rank and developing the work performance of employees so that an organizations goals and objectives are more effectively achieved.Ensuring a productive and fortunate performance management system (premenstrual syndrome) is hard work and requires rigor and orbit to which an organization must be willing to commit. Key features of PMS implyMaking the business case the objectiveThe path (strategy) an organization will take goals to be achieved and role of each employee need to be communicated to achieve oneness, coherence and understanding throughout the organization. A PMS, likewise, need to be communicated pre-launch, (re)launch and post launch. There is need to cultivate enthusiasm, understanding and commitment through relentless explanation of using the system to the entire organiz ationIn itself, PMS is an accountability system, showing the business results everyone (from senior managers to front-line employees) is accountable for and setting expectations for achieving the desire results. There should be a continual review of the objective in with the organization strategy. This is especially so taking into account the market kinetics keep changing and the organization need to align itself to be able to coup with change.Skill developmentIt is critical to develop confidence and the competence of all employees around fulfilling their roles when implementing a process intended to change behavior. actively involving the employees throughout the performance cycle will result in the effectiveness of the PMS.Both the leaders and employees need to know their responsibilities in the process how to create measurable objectives and observable competencies how to track how to seek, give, and receive ladderback how to evaluate performance and how to yield effective per formance discussions. All this require skills development in the form of training to be provided for both the leaders and employees.Aligned systems and ProcessesThe alignment process begins with the PMS supporting the business strategic priorities and goals. It is critical to determine the relationship between other systems (for example team working) and the performance management system and how data from it will be used to support other HR systems, such as training and development, succession planning, survival of the fittest and promotion, rewards and recognition, and compensation.For success in a specific position, competencies need to be identified and incorporate into the selection process for hiring people into the position which late be intromitd into performance plans to track and evaluate. This provides an immediate link between the competencies used for selection and the competencies used to evaluate performance in the new job. The two systems are reorient and reinforce each other.Providing clear streaksWhat are the outcomes envisaged from the system (PMS) and how do we measure? Before implementation, it is paramount to decide upon the criteria for evaluating the systems effectiveness. Landmarks for military rating would include compliance ( for example, are performance plans, interim reviews, and final reviews, being completed on time?) and quality and effectiveness of the system (quality audits of performance plans and reviews, questions on employee satisfaction surveys and pass on interviews, and so on)2.2 Critical evaluation of the relationship and contribution of performance management systems with strategic human resource management principlesConcept of Human ResourceToday, all organizations (private business, academics and governments) throughout the world appreciate that the human resources can be a source of competitive advantage, provided that the policies for managing people are integrated with strategic business planning and organiza tional culture (Beer, Spector, Lawrence, Quinn, Mills, Walton, 1985) an important emphasis of congruence between human resource policies and organization objectives. This brings about the aspect of Strategic Human Resource Management (SHRM) the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation and flexibility.SHRM can be seen as a ternion-dimensional model (Gratton and Truss, 2003) it is based on vertical alignment between people strategy and operational strategy on horizontal alignment between individual HRM functions and on an action and implementation dimension. Further in HRM, there are two strands of thinking hard approach to HRM that focuses on cost reduction and containment, links with strategy and the role of HRM in furthering the competitive advantage of the organization and the soft HRM that builds on human relations traditions and stresses the importance of the subjects as a means of furthering employee satisfaction and a range of related humane objectives that are achievable from the insights of systematic studies within HRM.Strategic human resource management and performanceIn the 21st century, organizations are so not bad(p) and are striving to achieve competitive advantage and profits through effective knowledge management (generating knowledge through joint learning). When human resource strategies are based on competence (ability requiring skills and knowledge which are acquired), the competency point of view is relevant to all functions. The key functions of HRM include personnel recruitment, development, and career planning and performance evaluation.In an organization there is a combination of material and immaterial resources that are expected to provide competitive edge to the organization (Kamoche, 1999). Resources and capabilities can be defined as skills, corporate learning (core capabilities embedded in the organizati ons structures and processes) or as core competence. The capabilities include human capital ( soulfulness competence is a good example), Structural capital (consists of intellectual property and infrastructure systems of performance evaluation and management). The relationship capital refers to those distinct features that mark the organizations relationship with customers, personnel and interest groups. From this viewpoint, HRM is seen as a promoter of strategic capability, as a driver or as the organizations core competence. The latter consider that HRM functions of an organization can create unique competence that makes the organization stand out from the rest. This in turn increases its competitive advantage.Competence can be viewed from two levels organizations core competence that incorporates collective learning and individual competence is usually based on the relationship between individual skills and work demands. The latter is often linked to good work performance. The pr erequisites for competency depend on circumstances and are related to the facilitators of and barriers to reaching organizational goals, created by the organization and by social relations. Individual competency potential and the characteristics of the organization influence work competency i.e. effective response to work demands. Here, it is a question of reconciling desired behaviors and outcomes with developed behaviors and outcomes.Performance evaluation at the level of an organization and performance evaluation at the level of an individual constitute the basic functions of SHRM and can be used to co-ordinate strategies and personnel strategies and HRM functions. This mechanism is expected to establish a link between HRM and performance by increasing the motivation and construct performance capability of personnelHowever, Panayotopoulou, Bourantas and Papalexandris (2003, p. 682) state query has failed to consistently support the efficacy of fit and its link to performance. Key citation is that most research on HRM and performance are based on the assumption that an organization pursues an integrated set of objectives and human resource that is in contrast with three recent developmentsmove towards more flexible internal structures associated with different forms of cooperation and collaboration among organizations and some of these include strategic alliances, business networks, joint ventures and linkagesOutsourcing and inter-organizational contracting trend. These approaches do not consider the influence of multi employers and customers in the shaping of the employment relationship (Rubery, Earnshaw, Marchington, Cooke and Vincent 2002.)Much of organizational performance discussion is as though organizations are homogenous entities with clearly defined boundaries and similar contexts and characteristics. Recent developments suggest the need to understand the boundaries and how these might impact on organizations and the employment relationship.Hutch inson, Kinnie and Purcell (2001) report, in relation to the notions of people management and performance a number of aspects demonstrating the difficulty of evaluating performance impact are identified.The relationship between HR practices and business performance can be identified at different levels ranging from the plant/ presidency level through to the corporation level.Lack of consensus on what constitutes a HR package and no agreement on the level of specificity or HR practices.There is a different way of measuring HR practices and a limited use of performance measures.in some cases sophisticated metre techniques are used and these are hard to understandFew studies take account of the reaction of employees so that it is difficult to understand how the HR practices feed through to improved levels of performance and thus causality is an issue.Guest (1997) throw that there is a need for a basis of comparison and also a need to understand the relationship between types of perfor mance data.5 The main features of Human Resource Development (HRD) strategies and how they influence organisation changeDefinition of HRDBy definition, HRD strategies are plans defining how human resources would be apply through the use of an integrated array of training, organisational development and career development efforts to achieve individual, organisational objectives.The increasingly competitive business environment organization have become increasingly interested in and appreciate their employees who are seen as key players contributing to the core competencies of the organization (Hamel and Prahalad, 1994). As a result, it has become paramount for the organization (the management) to harness and nurture the talents and capabilities of the employees for good performance and competitive edge. This has given rise to the need of human resource development.Features and their influencesSkill hatchwayPeople are our greatest asset, is on the lips of many senior managers. Durin g selection and hiring of an employee, at that time the employees competencies (ability- requiring skills and knowledge) were deemed as fitting with the organisation objectives. As a result of changes taking place in the business environment (Political, Economic, companionable and Technological) most like the organisation will have changed in the way it used to work so as to encompass/embraces these changes resulting in skills deficit. In response to the need to meet the skill gaps and increase productivity, organisations are keen to encourage a series of initiatives, and which recognise the importance of developing the skills, for example multi-skilling and learning to achieve flexibility.However, in as much as people are our greatest asset philosophy goes, there is poor enthronization in training and development in most of the organisation (Redman and Wilkinson, 2001 Harrison, 2002). Furthermore the development budget is often the first target when economies are needed.Creating learning EnvironmentsChanges in the business environment are leading to flexible and productive organisations that are constantly seeking to improve and reinvent the way business is carried out and how customers are severed an organisation development (OD) perspective. French and buzzer (1999) describes OD as a long-term effort to improve the organisations visioning, empowerment, learning and problem-solving processes through collaborative management of organisation culture this description high-lights a key aspect, learning.The organisation is not the only arena for people to learn. There is need for organisations and its employees, and to a greater extent the community within which the organisation is operating to understand the importance of life-long-learning the need to have high quality. This calls for a cross-sector partnership to provide opportunities for organisation (public, private and non-profit) to work together to enhance the skill base in the labour market which will in turn increase in human and social capital.Developing a learning organisation is not easy since it necessitates culture change. To successfully implement a learning culture, there is need to align performance evaluation and reward processes with organisational learning goals, a means of fostering a plebeian corporate learning culture. Encouraging a greater uptake of learning an