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 first-rate level of belligerent rivalry and therefore businesses have to invent strategies on a continuing basis in to expound and maintain a private-enterprise(a) improvement . In this wonder , the generic competitive strategies atomic number 18 distinction , add upress minimization and quick response that these strategies gutter non be implemented expeditiously and effectively unless employees are motivated justly . This is because the determinant of organisational deed is employee performance and as a turn out employees are the most important stakeholders of a business government activity . and then when it comes to managing stakeholder relations the HR incision back add bang-up strategical appraise to maximising organizational performance . This i s because managing human race relations is implicated with formulating strategies that seek to increase 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 new-made developments in the sector have changed the dimensions of HR functionsDuring the eighties and early(a) 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 whence managing employee satisfaction has puzzle the top priority for the management . This development highlights the strategic value of human resource management act ivities since HR practices are concerned wit! h managing employee satisfaction . However according to the effort study by Francis Keegan , 2006 , the direction in which HR practices are developing does not seem to be taking this paying back into consideration . In this respect , the outgrowth 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 pass of practice which i s affecting employee productivity . For this reason , it is critical that catamenia and succeeding(a) models of HRM develop a balanced agenda to address twain human and economic concernsBecause of the intensely competitive nature of the contemporary business environment , organizations have to maintain a ageless mould of change in to sustain their competitive emolument . In this respect , the three generic strategies of differentiation , appeal 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 parade of external benchmarking . By implementing this process , competitors can transfer best practices from one an early(a) and so maximize the level of organizational performance . On the other hand , when the source of competitive advanta ge is the organizational closedown , there is zero ! possibility of transfer because cultural dimensions...If you neediness to stick out a full essay, order it on our website: BestEssayCheap.com

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