In The Case Of Hr Policy How Policies Are Formulated Aligned With Business Strategy 2914716
In the case of HR policy, how policies are formulated, aligned with business strategy, operationalised and implemented ought to have a significant impact on business performance. The question remains, how can this impact be determined?
Bamberger, Biron and Meshoulam (2014) describe three perspectives from which HR strategies, and their attendant policies and practices, can be studied: 1) universalistic, 2) contingency and 3) configurational. From these three perspectives, HR strategy and policy should be formulated, in turn, by identifying ‘ideal’ HR practices, by aligning HR practices and business strategy and by ensuring internal coherence amongst HR practices. These three perspectives are not mutually exclusive. One could argue that the best approach would be to combine the best aspects of all three perspectives. Again, how to do this?
This Key Concept Exercise asks you to propose specific ways in which you might approach this challenge in your own context.
To prepare for this Key Concept Exercise:
To complete this Key Concept Exercise:
- In approximately 500 words, describe strategies that you might use in an organisation familiar to you (one where you work, or aspire to work) to assess the impact of HR policy on business performance.
- In formulating your Key Concept Exercise, consider the following questions:
- Which of the three perspectives described by Bamberger, Biron and Meshoulam (2014) (or combination of perspectives) would you find most useful in your investigations?
- How might you account for special or unusual aspects of your organisation, such as multidimensional business objectives?
- How might you go about enlisting the aid of key stakeholders and/or communicating your findings and arguments to organisational leaders?