Week 1 - Discussion 1 Example

Week 1 Week 1 Human Resource Alignment Strategy Affiliation Introduction Business managers acknowledge that the workforce is critical towards success yet most organizations continue treating human resources (HR) as an administrative function instead of a major competitive advantage and shareholder value driver. The disconnection is often due to lack of tangible connection between the specific business and HR activities (Dreher & Dougherty, 2002). Therefore, why is it important to align HRM activities with the key business initiatives?When HR is properly or strategically aligned, it contributes to a financial bottom line and successful strategy. HR requires maintaining a strong administrative foundation to earn a place at the strategy table. The main advantage of the alignment is to close the gap. It gives a visual link between the key business objectives and HR activities. Closing the gap helps in improving the alignment between the business and HR strategy and assist HR group in operating more ef fectively and credibly. A strategic approach aligned with HR ensures that the company’s employees, abilities, and skills contribute to the business’ goals achievement. Thus, alignment is a powerful tool for prioritizing, focusing and communicating improvement initiatives, which can lead to increased shareholder value (Johnason, 2009).The main challenges that can face the alignment process include the nature of strategy and organizational culture (Collings & Wood, 2009). The nature of strategy impacts the process when there is uncertainty and complexity of objectives in the strategy. The organizational values and culture shape the human resource management practices. Therefore, the influence of bad cultural values mainly gets reflected in how good or quick the strategy can emerge in the HR practices that can be compatible with the proposed strategy.ReferencesCollings, D., & Wood, G. (2009). Human resource management: A critical approach.London: Routledge.Dreher, G., & D ougherty, T. (2002). Human resource strategy: A behavioral perspective for thegeneral manager. Boston, MA : McGraw-Hill/Irwin.Johnason, P. (2009). HRM in changing organizational contexts. In D. G. Collings & G. Wood(Eds.), Human resource management: A critical approach (pp. 19-37). London: Routledge.