1. Company History
2. Strategic Human Resource Management
3. Purpose of Strategic Human Resource Management activities
3 4. Strategic HRM’s contribution to organization’s Objectives
4 5. Business factors that underpin human resource planning
5 6. Business factors that impact COOL Company and HR requirements
6 7. Human resource plan for COOL Company
8. Critical evaluation of HR Plan to meet COOL’s objectives
9 9. The Purpose of HRM policies in organization
10. Impact of regulatory requirements on Human Resource policies
11 11. Impact of Organizational Structure and Culture in HRM
13 12. Effective Monitoring of HRM in COOL
13. Recommendations to improve Effectiveness of HRM
15 14. Reference
Report on Strategic Human Resources
The COOL Company is an UK multinational beverage corporation and manufacturer, retailer and marketer of non-alcoholic beverage concentrates and syrups, which is headquartered in London. The company is best known for its product Cool fruit-juice. COOL company currently offers more than 500 brands in over 100 countries or territories and serves over 1.1 billion servings each day. The company operates a franchised distribution system dating from 1970 where the COOL only produces syrup concentrate which is then sold to various bottlers throughout the world who hold an exclusive territory. Fresh has 51,000 employees all around the world, with 32,000 of them outside of the UK. Through the years the company has under gone varies strategic changes and has since grown and maintains a high Market share in soft drink business.
Strategic Human Resource Management
Boxall et al (2007) describe Human Resource management as “the management of work and people towards desired ends”. Strategic human resource management is designed to help companies best meet the needs of their employees while promoting company goals. Human resource management deals with any aspects of a business that affects employees, such as hiring and firing, pay, benefits, training, and administration. It may provide work incentives, safety procedure information, and sick or vacation days. Strategic human resource management is the proactive management of people. It requires thinking ahead, and planning ways for a company to better meet the needs of its employees, and for the employees to better meet the needs of the company. This can affect the way things are done at a business site, improving everything from hiring practices and employee training programs to assessment techniques and discipline. Companies who work hard to meet the needs of their employees can cultivate a work atmosphere conducive to productivity and that HRM is the best way to achieve this. Being able to plan for the needs of employees by thinking ahead can help to improve the rate of skilled employees who chose to remain working for a company. Improving the employee retention rate can reduce the money companies spend on finding and training new employees. Strategic human resource management is essential in both large and small companies. In small companies, this may be as simple as the owner or manager taking a little time every day to observe, assist, and assess employees, and provide regular reviews. Larger companies may have a whole department in charge of human resources and development. By meeting the needs of the employees in a way that also benefits the company, it is possible to improve the quality of staff members. Taking the effort to provide employees with the tools they need to thrive is worth the investment.
Purpose of Strategic Human Resource Management activities
The overall purpose of human resource management is to ensure that the organization is able to achieve success through people [Armstrong, M (2008)]. HRM operates through human resource systems that bring together HRM activities such as HR...
References: * Armstrong, M (2008) Strqategic Human Resource Management: A Guide to Action, 4th edn., KoganPage, London
* Armstrong, M & Baron, A (2002) Strategic HRM: The route to improved business performance, CIPD, London
* Baron, D (2001) Private policies, corporate policies and integrated strategy, Journal of Economics and Management Strategy, 10 (7), pp 7-45
* Boxall, P F (1993) The significance of Human resource management: a reconsideration of the evidence, International Journal of Human Resource Management, 4(3), pp 645-665
* Eslami, N., 2011. Effects of Human Resource Management Activities to Improve.[PDF /Online] Available at: http://www.ipedr.com/vol12/98-n00044.pdf
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* Upson, M., 2012. Strategic Human Resource Management. [Online]
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