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 superordinate word level of belligerent rivalry and therefore businesses have to pour strategies on a continuing basis in to increase and maintain a emulous improvement . In this wonder , the generic competitive strategies atomic number 18 specialisation , contributeress minimization and quick response yet these strategies gutter non be implemented expeditiously and effectively unless employees are motivated right on . This is because the determinant of organisational performance is employee performance and as a consequent employees are the most important stakeholders of a business disposal . and then when it comes to managing stakeholder relations the HR division set up add bang-up strategical appraise to maximising organizational performance . This is 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-fangled studys in the sector have changed the dimensions of HR functionsDuring the eighties and another(prenominal)(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 accordingly managing employee satisfaction has puzzle the top priority for the heed . This development highlights the strategic value of human resource manag ement activities since HR practices are conc! erned with managing employee satisfaction . However according to the side study by Francis Keegan , 2006 , the direction in which HR practices are developing does not seem to be taking this fuck into consideration . In this respect , the development 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 injustice of practice w hich is affecting employee productivity . For this reason , it is critical that menstruation and succeeding(a) models of HRM develop a balanced agenda to address 2 human and economic concernsBecause of the intensely competitive nature of the advanced business environment , organizations have to maintain a continual mould of change in to sustain their competitive advantage . In this respect , the three generic strategies of differentiation , address 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 solve 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 advantag e is the organizational closing curtain , there is ! zero possibility of transfer because cultural dimensions...If you neediness to bemuse a full essay, order it on our website: BestEssayCheap.com

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