https:\/\/doi-org.bethelu.idm.oclc.org\/10.1080\/13678…<\/a><\/p>\nTextbook – Mello, J. A. (2015). Strategic human resource management (4th ed.). Cengage.<\/p>\n
Question one and comments two and three below:<\/strong><\/p>\n\n- If CEOs looked at these costs to the
\norganization…and then determined if they actually had strategies that
\naffected all of their employees. Could they then determine if implementing
\ncertain employee-related activities could produce higher productivity and lower
\nemployee costs? <\/li>\n - One main obstacle that the human resources department
\ncan face is expecting consumers to act in a particular way and align with the
\nstrategic goals of the organization. The organization establishes a mission and
\nvision statement according to the core values and the culture and consumers may
\nnot abide by the statement but still want the product or services. The mission
\nstatement can set the tone for client orientation (McCarville & Drewery,
\n2019). The organization can provide training to employees to evaluate the
\nclients or consumers and provide the products demanded while aligning with
\nstrategic and objective goals. Influences can come from external and internal
\nsources. These influences can be determined by market trends. Market trends may
\nbe difficult to predict and hard to track. Trends can change according to the
\nfollowing drivers: financial or economic, social, emotional or psychological,
\nand ecological and distribution factors (Hristova, 2019). Financial drivers can
\nbe influenced by the price of the product while social drivers are created
\nthrough social media or other consumer reviews. Emotional drivers are created
\nby the reputation of the product or brand loyalty of the consumer and
\necological influences are based on the eco-friendliness of the organization.
\nMarket trends may be difficult to follow but networking with other companies
\ncan assist in learning the trends they are experiencing and other possibilities
\nto gain a competitive advantage. The environmental analysis must be performed
\nand evaluated to ensure alignment with organizational objectives. These goals
\nand objectives have an influence on the managerial style requiring the
\nstandards of meeting guidelines and its systems (Alles & Yazdanifard,
\n2017). Self-assessment is critical in establishing barriers or obstacles in
\nstrategic management. Organizations may lack the resources needed to fulfill
\ntheir obligations to their consumers. Resources available can include the
\nfollowing factors, financial, physical, human capital, technology, and capital
\n(Mello, 2015). For example, funding may not be available for a new product that
\nthe consumers are looking for. Financial resources can affect an organization\u2019s
\ncompetitive advantage (Mello, 2015). Human capital can also cause a significant
\nbarrier or obstacle in the planning. Regulations through the government and
\nallowing only certain members of the organization to make important decisions
\ncan hold a company back from having a complete competitive advantage over its
\ncompetitors. It is important to ensure these members are looking out for the
\nbest interest of the company and not have alternative motives. Members of an
\norganization should be committed to the success of the company and have the
\nbackground of establishing strategic plans while keeping in touch with the
\noverall culture originally established. Another obstacle present is the history
\nof the organization for the HR department. If a strategic plan did not work in
\nthe past it is important to note what did not work and what did work and
\nestablish a new plan. The HR department can use surveys from current employees
\non methods that did not work and use this information to create a new plan as
\nwell as researching all levels to avoid repeating the same mistakes (Mello,
\n2015). The HR department focuses on measuring progress. Market shifts or trends
\nmay be difficult to measure but not impossible. An organization will want to
\nfocus on the future instead of just the present to ensure the success of any
\nstrategic planning process. Each department or level of an organization must be
\nheld accountable for their part in each success or failure and insist on
\nchanges when failure outweighs their success. Many obstacles and barriers will
\nexist for the strategic approach in human resources and overcoming them may
\npresent a problem. An organization must think outside the box to overcome these
\nobstacles and a different approach must be established. The process of
\nstrategic planning is unique to each organization and training can help
\nemployees understand the reasons for the objectives and how to utilize them for
\noverall success. The human resource department should consider different types
\nof teaching strategies for their employees and the way in which they learn. The
\nhuman resource department should communicate with employees and the importance
\nof strategic planning and the effects on the organization.<\/li>\n - Barriers to strategic human resources include a tendency toward short-term mentalities with a focus on immediate performance.
\nThe financial side of firms often focuses on quarterly performance. This
\ntendency can then spread throughout the organization from the top down,
\neliminating opportunities for rewards focused on multi-year performance. \u201cMost
\nowners and investors do not take a long-term view of their investments; they
\nexpect to see quarterly progress in wealth building. There are few, if any,
\nclear incentives for managers to think long term in making their decisions\u201d
\n(Mello, 2019, p. 129). An additional barrier exists due to many HR managers
\nlacking strategic planning knowledge \u2013 this can occur due to lack of training
\nin the area, segmented knowledge regarding firm operations, or limitations on
\ntime or technical knowledge due to the immense breadth of the position
\nrequirements. Additional barriers include undervaluation of the HR role by
\nsenior managers and the fact that \u201cfew functional managers see themselves as HR
\nmanagers and are concerned more with the technical aspects of their areas of
\nresponsibility than the human aspects\u201d (Mello, 2019, p. 131). This is simply
\nuntrue, as all who manage employee performance fall under the HR umbrella.
\nStrategic human resources management \u201ccan improve a firm\u2019s performance through
\nfirm-level mechanisms such as knowledge sharing and corporate entrepreneurship\u201d
\n(Paill\u00e9 et al., 2014, p. 462). Adherence to a hierarchical structure without
\nacknowledgment of joint responsibility can damage lines of communication
\nnecessary for success. Thus, unless all senior managers acknowledge that they
\nare involved in the strategic management of the firm, SHRM cannot succeed
\n(Weller et al., 2014). Additionally, we must acknowledge that human assets are
\nowned by themselves, not by the firm, and are therefore higher-risk investments
\nthan machinery or raw materials. The outcomes of HR management and the
\nbenefits provided by investing in HR are not always quantifiable, however, and
\ndata may need to be drawn from other sources to prove the success or failure of
\nHR management plans. Human Resources managers must determine best practices to
\nsupport increased performance (Paill\u00e9 et al., 2014) and successfully implement
\nthe chosen approach to foster notable change in specific employee behaviors. Finally,
\n\u201ctaking a strategic approach to HR may mean making drastic changes in how work
\nis organized; how employees are hired, trained, and developed; how performance
\nis measured; how employees are compensated; standards of performance; and
\nrelations between employees and supervisors and among employees themselves\u201d
\n(Mello, 2019, p. 131). Leadership requires coordination and planning,
\ncertainly, but It also requires employee development, both individually and at
\na team level. The outcomes of performance development must be quantifiable \u2013
\nand the measurement of such should reflect a unified strategy toward success at
\nall levels of organization management (Weller et al., 2014).<\/li>\n - Note! answer the first question and respond to the second and 3rd comment. Please give credit with in-text citations and in the reference listing seventh edition APA format<\/li>\n<\/ul>\n<\/div>\n","protected":false},"excerpt":{"rendered":"
Instructions: Please answer question 1 with a minimum of 75 words and post your responses to other learners\u2019 comments 2 and 3 totaling 75 words each totaling 250 words in all. Please utilize at least three peer-reviewed journal articles, one for each question. In addition, give credit with in-text citations and in the reference listing […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":"","_joinchat":[]},"categories":[1],"tags":[],"_links":{"self":[{"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/posts\/163255"}],"collection":[{"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/comments?post=163255"}],"version-history":[{"count":0,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/posts\/163255\/revisions"}],"wp:attachment":[{"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/media?parent=163255"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/categories?post=163255"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/tags?post=163255"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}