Integrated Model of Strategic Human Resource Management

Discuss about the Integrated Model of Strategic Human Resource Management.

A strategic human resource management is a complex process continuously evolving in an organization. It is the area which continuously evoking a lot of debates in order to embrace an effective culture. The concept involves traditional human resource practices occurring inside an organization. The concept of SHRM integrates human resource consideration in order to solve complex problem. SHRM also emphasize over different set of policies that will help in addressing critical human resource challenges (Armstrong and Taylor, 2014). An organization in order to grow requires a large variety and complex set of goals that will help in attaining distinguished objectives. It is a general approach to human resource management. The only concern of the approach is to attain long-term sustainable goals. The purpose of the activity is to embrace the long term sustainable goals like quality, culture, values, commitment and matching resources. In the recent time there is a change in the working pattern in the organization. This has created a pressure on the organizations worldwide (Storey, 2007).

 Majority of organizations are facing problems due to imbalanced human resource structure. This has caused huge loss to the company. Multinational organizations these days are facing problem in dealing with the inter-cultural management of workforce. It is important for an organization to address the serious issues at the right time so that the cause can be eliminated at an early stage. This is an important practice carried out by the large sized business organization.  It has become important to develop effective practices in order to attain sustainable growth (Boxall and Purcell, 2011).  Multinational Corporation operating in a country has to develop an effective SHRM practices which will help in attaining results.  One of the major human resource challenge faced by Toyota is due to ineffective employee engagement.  The employees at Toyota are not efficiently engaged in their job. This is important for a multinational company like Toyota to effectively engage the workforce in order to attain desired results. The Cultural disparity in an organization causes inefficient productivity. It is difficult for a company to address the issues in an effective manner. Most of the issues in the organization are caused due to an ineffective human resource issues (Dowling, 2008).

Toyota Motor Corporation (Toyota) was incorporated on August 27, 1937. The automotive industry is known across the world for making high efficiency vehicle. The Company is also doing business in finance and other industries. There was a time when the quality of Toyota vehicles was above the set standards. The recalls is 2010 has damaged the image of the company across the world. There was a huge failure previously due to difference in the human resource practice. Human resource failures lead to serious issues in the organization. One of the serious issues faced by the organization was: the reward system, employee engagement and inefficiency to conduct proper risk management. The previous failure has a potential to cause damage to future image of company.

In the recent time the primary reason that can cause human resource issues in future can be due to the reward system. Secondly it can be difficult for the company to retain the most efficient and top level management. An inefficient organization can cause break down in the overall machinery. They may face problems in meeting the goals due to inefficient human resource management. The majority of issues can arise due to problems in the internal management of human resource practices. The most important question regarding the organization is related to the high level of productivity. The reward system is based on cost containment rather than quality measurement (Bratton and Gold, 2012).  This can seriously led to inefficiency in the organization. It is essential in an organization to reward the employees on the basis of their efficiency (Schuler and Jackson, 2008; Piotrowski and Guyette, 2010).

Employee engagement is necessary for an organization. It is necessary to put a right person at a right place. This will help in increasing the overall productivity in an organization. The employee engagement is important aspect in an organization. Especially in an organization like Toyota it is important to put a right employee at a right place (Bakker and Leiter, 2010). Recruiting inefficient employee is harmful for the growth of the organization.  It is the duty of the human resource department to focus on recruiting efficient employees. This is important for an organization to avail efficient results by focusing on the various strategies that are associated with attain desired results (Flamholtz, 2012).

The strategic human resource management is necessary in Toyota to meet desired results.  The model helps in implementing policies in an effective manner.  This is necessary for making decisions in relation with the desired vision of the company (Werner and DeSimone, 2011). The strategic management tools can be used to correct the problem occurring in the organization while implementing the requisite model of SHRM. It is one of the effective practices where one individual tries to find out most effective technique to meet the end results (Lengnick-Hall et al 2009.

As per the model firstly it’s essential to conduct an environmental analysis. This will help in understanding the critical issues faced inside the organization. Toyota is facing the HRM issues that are caused due to inefficient HRM practices. On a long run it is thereby necessary to implement the requisite model according to the growing environmental needs.  It’s seen that Toyota is currently facing SHRM issues related to Employee engagement and ineffective reward system. An internal analysis helps in understanding the problems. It is thereby necessary for an organization to understand the problems faced by the Company (Buller. and McEvoy, 2012.).

The second step is to align the organizational mission and goal with the organizational policies. It is the major requirement that the organization should focus on developing human resource practice with their mission. Aligning the goals in a specific manner will help the organization to attain desired results. The purpose of an organization is to provide quality vehicles to the customers. This is only possible if the organization has managed the goals in a proper manner (Garavan, 2007).

The analysis of strengths and weakness is important in an organization to provide effective growth. It is necessary to understand the organizational culture so that it is easy for the HRM department to manage the situation. In order to remove the challenges at the ground level it is essential to evaluate all the strengths and weakness (Heery and Noon, 2008). On a long run it is the necessity to terminate factors which are undermining the interest of the organization. The reward system at Toyota is cost containment. This system is based on quantity measurement where employee has to sell more vehicles. Instead there should be a system where employees need to focus on quality measurement.  The corporate culture need to focus on attaining effective human resource culture on a long run. Inefficiency in the overall productive system can cause breakdown in the overall internal machinery (Scullion and Collings, 2011).

The organizational strategies need to be considered well in priority before analyzing various distinguished objectives.  The strategies should be capable of attaining effective results while maintaining desired set of objectives. Human resource capacities are said to be an important part of an organizational structure. It helps in making decision related to the organizational growth. Human resource development is one of the most important activities in an organization that helps in managing various issues. It is the most important part of an organization to manage effective policies well in advance. It is the duty of an organization to implement the most effective plan in order to attain human resource efficiencies.  The efficiency can only be attained by implying the most effective model at a right place. Large sized business organizations like Toyota are facing issues in managing the human resource. A strong strategy will help in implementation of goals while focusing upon the vivid departments. It is rightly being said that the human resource in an organization are the most important factor in achieving desired results (Banfield and Kay, 2012).

It is the choice of the company to adopt an effective SHRM policy. This is necessary for an individual to figure out the most appropriate activity in order to implement the policy. This is the necessity in an organization to implement an effective policy so that the goals can be attained easily. It is recommended to Toyota that they should focus on developing an effective human resource strategy. This will help them to focus upon the challenges they are undergoing in the present scenario. Toyota needs to effectively frame the policies that need to be managed by framing effective plan. It is therefore necessary for an organization to plan out the desired objectives in accordance with the appropriate objectives. It is therefore need to implement the most appropriate model to enhance the productivity.

Most appropriately SHRM focus on evaluating the most appropriate human resource strategies. This help in addressing the present issues related to human resource development. The reward system and employee engagement system is relevant to be implemented in current preview. This is necessary to evaluate the most appropriate. It is important to incorporate efficient measures in order to attain productivity.

Toyota firstly needs to incorporate an effective SHRM model so that the company can easily align their objective. The reward system of the company is directly under the scrutiny. It can be seen that the company can achieve desired results only if it works in an appropriate manner. There is a necessity to align the objectives directly with the effective human resource practice. Most appropriately it is essential for an organization to adopt effective strategies so that the goals can be achieved. Motivating the employees is an important part of attaining organizational objectives. This is however necessary to directly focus on all those activities that help in successful attainment of desired goals. The Strategic human resource management needs to focus on developing those tools that are employee centric. This will help in motivating the employees to work in an ethical manner. This is regarded as one of the most effective activity that helps in generating revenue for the organization as well.  The human resource motivation mechanism should focus on implementing effective practices. This is done in order to manage the work in a proper manner. Various organizations are adopting strategic human resource practices in order to incorporate effective practice. This is however necessary for an organization to understand the basis of human resource strategies.

The primary focus of an organization is to look onto the strategic tools that will help in managing the employee performance. The overall focus of managing human resource is to focus on enabling efficient result. The productivity can only be attained if the employees work in proper manner. The primary focus of Toyota should be developing effective results by focusing on result oriented projects. Employees need to understand that the high level of productivity can only be earned if the focus is on performance. Thus it is essential in large size business organization which is operating in different countries. Multi-cultural business environment is imposing problem for Toyota to operate business. It is however important for an organization to develop structure that is focused on overcoming the cultural disparities. Every country has its own culture under such a diversified business culture it is important to adopt the most appropriate culture (Liker and Ogden, 2011).

To conclude it is important to figure out the most important qualities so that the result can be achieved by the way of focusing on individual.  It is necessary to implement the human resource by framing an appropriate strategy. This is necessary for a business organization to derive most appropriate technique so as to focus on generating productivity. This has become necessary for an organization to adopt the most appropriate strategy to attain efficiency. It is important for an organization to implement the result in a Company. The strategic management tools can be used to correct the problem occurring in the organization while implementing the requisite model of SHRM. This is necessary in term of developing a concrete project. In a multinational organization like Toyota it is important to effectively focusing upon developing cohesive human resource strategies. This is necessary to gain effective results in the given time period. Toyota has already faced the crises of recall in the system. This has caused a huge impact on its image for a long time. This is important for an organization to attain effective result in coming years.

References

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Banfield, P. and Kay, R., 2012. Introduction to human resource management. Oxford University Press.

Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.

Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave Macmillan.

Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-56.

Compton,R.2009. Towards an Integrated Model of Strategic Human Resource Management – An Australian Case Study. IMAGE. Available at: https://rphrm.curtin.edu.au/2009/issue2/integrated.html Accessed on: 7 April 2017

Dowling, P., 2008. International human resource management: Managing people in a multinational context. Cengage Learning.

Flamholtz, E.G., 2012. Human resource accounting: Advances in concepts, methods and applications. Springer Science & Business Media.

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Heery, E. and Noon, M., 2008. A dictionary of human resource management. OUP Oxford.

Lengnick-Hall, M.L., Lengnick-Hall, C.A., Andrade, L.S. and Drake, B., 2009. Strategic human resource management: The evolution of the field. Human resource management review, 19(2), pp.64-85.

Liker, J.K. and Ogden, T., 2011. Toyota under fire. McGraw-Hill Professional.

Piotrowski, C. and Guyette Jr, R.W., 2010. Toyota recall crisis: Public attitudes on leadership and ethics. Organization Development Journal, 28(2), p.89.

Schuler, R.S. and Jackson, S.E., 2008. Strategic human resource management. John Wiley & Sons.

Scullion, H. and Collings, D., 2011. Global talent management. Routledge.

Storey, J., 2007. Human resource management: A critical text. Cengage Learning EMEA.

Werner, J.M. and DeSimone, R.L., 2011. Human resource development. Cengage Learning.