Case Study : Human Resource Management

Contemporary globalization of businesses and growing global market competition has made effective human resource planning as one of the major strategies to forge ahead and remain proactive. It can be said that an organization 's success lies to a great extent to the knowledge, skills, creativity, and dedication of its workforce. Every aspect of an organization needs human capital to drive its activities or operations to achieve individual strategic goals and objectives towards its purpose of existence, growth, and competitive status. Companies can compete at all levels of the marketplace through improved commitment not only through creativity, innovation, and research, but also human resource development (Truong, Heijden, & Rowley, 2010). In this regard, the human resource planning is needed to ensure a systematic analysis of human resource needs so that the right quantity and quality of employees are always available when required. Fundamentally, organizations are looking for the best people that would help drive them to their desired destination of achieving their missions. Therefore, it is important to develop human resource strategies to support organizational strategies, through measures such as forecasting human resource requirements, and effective strategic staffing. Technically, an organization 's mission, goals, and objectives drive its strategy and human resource (HR) and staffing strategy in an interactive manner. The purpose of this

“Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labor market and the future HR environment that the organization will be operating in” (HR Council, n.d.). Human resource planning directly ties in to an organization’s strategic development and implementation by calculating company trends, resources, design, previous works and future expansion and ensuring that the impending requirements are met. This paper will further examine the role of human resource development

In order to develop a human resource strategy; there must be a linkage of the entire human resource function with the firm’s business strategy in order to improve business strategy execution. The first recommendation

‘HR strategy, a ‘people plan’, that will help you ensure you have the right people in your business, at the right time with the right skills to ensure you achieve your business goals’.

Business environment is facing a rapid change that reminds the business management to focus on its core competencies to survive and sustain in the competitive environment. The core competencies can be developed by strategic human resource management. According to Armstrong (2006) employees are the valued assets for a company. The strategic human resource management is mainly developed in accordance to the fact that human resources need to be managed strategically for the company to enjoy sustainable competitive advantage.

The term Human Resource Strategy is well defined as - “Human Resource management (HRM) is a strategic approach to managing employment relations which emphasises that leverage people 's capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices.” [ Bratton and Gold,4e,p3]

According to research, broad banding refers to where the numbers of salary grades are consolidated into fewer, but broader, pay ranges (Kovac 2006). In broad banding, the spread of the pay ranges is wider and there is less overlap with the other pay ranges. Broad banding came about because organizations wanted to flatten their hierarchies and move decision-making closer to the point where necessity and

The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.

In order to fulfill the organizational strategy successfully the Human Resource aspect needs to be given importance in order to ensure competitive advantage and alignment of Human Resource Strategy and Organizational Strategy.

Fast and accurate digital tools, wider clouds, speedier analytical tools, mobility technology, big data, social media, robotics, and artificial intelligence are not the technologies involved in space research or automobile engineering but these are dynamic tools of HRM that are going to shape organizations in 2018 and beyond. Enhanced employees engagement and productivity is the ultimate goal of every successful organisation but employers who are equipped with cutting-edge HR technologies have an edge over traditional companies in achieving these objectives. That’s why cloud-based HR has become an essential aspect of every smart organisation in the digital era. The year 2018 will be a great

Many people across the globe prefer to travel with airlines that offer little fare. As a result, a significant number of airlines have adopted a low-cost strategy, and some of them have been very successful. In developed markets such as Europe, low cost airlines have a competitive advantage over premium airlines in that the premium airlines are unable to lower the operating expenses to a point where they can remain profitable at low fares.Ryanair Ltd., an airline company based in Ireland is one of the low-cost airlines operating in Europe. The company was founded in 1985 with a single 15-seater aircraft that ferried passengers on a daily basis from Waterford, Ireland to Gatwick, London

Schuler (1997) summarises Strategic Human Resource Management as expressing how people are to be treated and valued in the workforce as well human resource management's responsibility for articulating the processes which encourage behaviour which is consistent with the organisation's business. In this context strategic human resource management also includes the development of guidelines for the implementation of people-related programs and, the more complex area of co-ordinating and facilitating change.

Establishment of different types of organisations is very important to avoid several potential conflicts related with project (Burke, 2013).

There are several important reasons of human resource planning that business organisation carry out regardless their size and it is important for the continuity of any business organisation to plan. However, in many business owners may not include human resource planning at the beginning of their business but later realise the importance of human capital and no business can survive without having competitive human capital.

Human Resource (HR), represents the most critical element within any organization. This includes managerial changes, such as restructuring or the disposition of an organization from nonprofit towards profit making. Human resource plays a vital role in achieving the objectives of the organization. Additionally, employees are required to be treated with decorum and respect, which will maintain and improve their productivity. Treating an employee with respect is reciprocated through hard work and quality services. Therefore, the HR department must attract and maintain a quality work force. Human Resources Management goals and strategies should constantly evolved and change to maintain the organizations mission, objectives and integrity. This case study will delve into the Rancho Solana Private School, who recently experienced reorganization and restructuring. These changes created controversy amongst the stakeholders. With the recent controversy surrounding the educational institution, should Rancho Solano be tasks to make changes to the subsystems to avoid employee turnover and attract quality educators with a focus on professional development?