Discuss The Reasons For Francis And Keegan (2006:231) To Conclude That `there Is A Need For A More Balanced Hr Agenda Adressing Human And Economic Concerns In Current And Future Models Of Hrm`.

The novel business environment is characterized by a superior level of belligerent rivalry and therefore businesses have to spirt strategies on a continuing basis in to expatiate and maintain a competitive improvement . In this adore , the generic competitive strategies atomic number 18 differentiation , address minimization and quick response However these strategies gutternot be implemented expeditiously and effectively unless employees are motivated properly . This is because the determinant of organisational performance is employee performance and as a result employees are the most important stakeholders of a business disposal . and then when it comes to managing stakeholder relations the HR department can add bang-up strategical appraise to maximizing organizational performance . This is because managing human race relations is implicated with formulating strategies that seek to maximize employee satisfaction in working for the organization (cited in Dess , 2007 However the traditional spot of the human resource department did not recognize the strategic value of this function because of the emphasis on the practitioner pose according to which the human resource department is confined to stringently repetitive and structured tasks However recent developments in the sector have changed the dimensions of HR functionsDuring the eighties and early part of the mid-nineties , customers were considered to be the most important stakeholders for a business organization . However that thinking has now changed so that employees are considered to be the most important assets of an organization Therefore managing employee satisfaction has puzzle the top priority for the management . This development highlights the strategic value of human resource management activities since HR practices are concerned with managing employee satisfaction . However according to the case study by Francis Keegan , 2006 , the direction in which HR practices are developing does not seem to be taking this issue into consideration . In this respect , the growing emphasis is on business confederation with the top management in maximizing economic considerations so that concerns of managing employee well-being are relegated to line management which has no HR experience whatsoever .

This is resulting in growing distance amidst the employees and the top management and the distance is manifesting itself in loss of practice which is affecting employee productivity . For this reason , it is critical that current and succeeding(a) models of HRM develop a balanced agenda to address two human and economic concernsBecause of the intensely competitive nature of the modern business environment , organizations have to maintain a constant mould of change in to sustain their competitive advantage . In this respect , the three generic strategies of differentiation , cost minimization and quick response have been mentioned . However these strategies can be easily copied by competing organizations . Therefore , sustainability in competitive advantage is not achieved by the implementation of these strategies . This is particularly so given the prevalence of the process of external benchmarking . By implementing this process , competitors can transfer best practices from one an other and so maximize the level of organizational performance . On the other hand , when the source of competitive advantage is the organizational conclusion , there is zero possibility of transfer because cultural dimensions...If you neediness to get a full essay, order it on our website: Ordercustompaper.com

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