The Relationship Between Human Resource Practices And Business Strategy In A Business Organization

The partnership between human source practices and an industry’s business strategy are aligned corectly in many ways. The best goal of the conjunction is to use individual capital as instrument to maximize the organization possessions for the benefit for the stakeholders. Below are some of the partnership between human resource practices and business strategy. การจัดการลูกค้าสัมพันธ์


Human resource practices create the procedure for the development of employees’ knowledge and the skill-set over the firm to promote its key competencies that support and look after its competitive advantage on the market. The term “strategic HRM” is the new theme in the management of modern organization that is anchored on the strategy that the most valuable asset an organization provides itself is HR, since it is the tool that is in charge of the coordination and implementation of other factors of creation that spurs corporate performance magazines

The business strategy adopts by an firm is meant to display how it intend to succeed by using the factors of production at its disposal to build a competitive advantage, strategy-business. Business strategy helps to identify the direction that the organization wishes to go in relation to its environment. Human source strategies manage hr} supervisor so that the goals set by the business can be achieved. Major is directed on the actual business intentions are as they relate to man resource policies and procedures. Therefore, how human useful resource is spread over the company units and departments, encouraged, managed and retained will affect the performance result after the business strategy has been implemented. The relationship between business strategy and hr} manager methods also would determine the organization competitive and performance outcome.

A glimpse into Oya Erdil & Ayse Gunsel’s ‘BUSINESS STRATEGY AND HR} MANAGER STRATEGY- THE INTERACTION’ shows there is a relationship between hrm practices and an firm business strategy, which also could be referred to as the business environment and organizational development. One other defining aspect of that relationship is the across the board acceptance that an organization’s human source management practices have a link to the business decision making process, basically, the HR practices be closely aligned with the strategy of the complete business. While there is not much disagreement as pertaining to the marriage between HR practices and business strategy, there is a tendency never to admit the deeper nature of the relationship. The theory of human resource management opined that should employees be considered and maintained as a valued proper asset, the organization in practice would be able to acquire a competitive advantage, and the end result will be a superior performance. This again, means taking care of hr} manager in such a way that it will correspond to the organization strategy, being that the goals and process of each of the strategy profiles are different.

In accordance to Oya Erdil & Ayse Gunsel, this romantic relationship is further entrenched when anyone looks at how human resource practices are selected based on competitive strategy espoused by the organization. A business that harmonizes its business strategy and human resources policies and practices achieve a superior performance outcome than those which often not.


As explained by Rob Gray’s ‘Aligning performance management with business strategy, ‘ some employers could be missing the key factor that links performance management to strategy and culture. For it is an organization’s prevailing culture and practices that will determine the optimum use of its valuable advantage (human beings) when the business strategy is lined up using its human resource habits. The right tools are needed if employers are to succeed in aiming their human resource management to its business strategy. The era of using performance review and assessment as the only tools for performance, management alternatives have since been duplicated by a complete package of competency measurement tools. They are able to assist employees to comprehend the means and learning resources through which they can effectively develop their skills and talent. Technology is one of the enablers but needs commitment from top down that is important for a high performance culture.


Edward E. Lawler lll’s, ‘What should HR Commanders Focus On In 2014’ gives a deep regarding how business entities could achieve a superior result because of their shareholders. While technology is a valued enabler that spurs performance leading to superior outcome for an organization, yet another thing that should be a thing of focus for HUMAN RESOURCES is the aspect of talent management that analyzes the necessary skills every organization needs to put into practice its business strategy, the plan for recruitment and the management of critical talent. Despite the fact that, talent has long been determined to be important, it is of recent becoming more so given that many organisations are performing knowledge based work that is more complex, and with businesses in the global markets. This has resulted in the situation of performance talent having a great impact on the company bottom line. Google, Amazon online, Apple, and other technicians and service organizations do a tremendous job of recruiting and managing people about the world which may have the needed critical knowledge centered skills. Their talented staff have been able to perform well, differentiate their companies from competition across industries which have converted to a pattern of communication that relays their type of employees and the roles they offer.