Linking Strategy to HRM Practices

Required Resources
Read Commonsense Talent Management:

· Chapter 8: Creating an Integrated HR Strategy 307

· Chapter 9: Strategic HR Process Deployment and Adoption 329

Stanton, P., Young, S., Bartram, T., & Leggat, S. G. (2010). Singing the same song: translating HRM messages across management hierarchies in Australian hospitals. International Journal Of Human Resource Management, 21(4), 567-581. doi:10.1080/09585191003612075. Retrieved from Ashford University Library

Human resource management good practices (Links to an external site.). (n.d.).Civil Service Bureau. Retrieved October 8, 2015. Retrieved from


The process of strategic management has five clearly defined steps. The first step is for the organization to establish or re-evaluate its mission statement (Mello, 2015). The organization’s mission statement should provide its purpose and reason for existence. The second step to the strategic process is to analyze the external environment in which it operates (Mello, 2015). During the step, the organization needs to identify competitors, as well as threats and opportunities. This can be completed by conducting a SWOT analysis. A SWOT analysis is specifically designed for an organization to determine specific strengths, weaknesses, opportunities and threats as it relates to any given organizational project to determine if the internal or external factors can assist in achieving the desired objective The organization also needs to recognize market trends, government regulations as well as technology. For the third step of the strategic management process, the organization needs to evaluate its internal environment (Mello, 2015). The step allows the organization to determine its own strengths and weaknesses (Mello, 2015). It is also during this stage that the organization will determine means to exploit its strengths as well as improve on its weaknesses. Setting goals and objectives for the organization is the fourth step to the strategic management process (Mello, 2015). The goals and objectives which are defined by the organization need to be specific and measurable. Ideally, they should be SMART goals. SMART goals are goals that are specific, measurable, achievable, relevant and time-framed. These goals can be the foundation of organizational metrics for future comparison. It is also during this step, that the organization should set forth means to evaluate whether the goals and objective are being met. The final step in the strategic management process is setting the strategy. The overall strategy is how the organization will accomplish the goals and objectives set forth in step four. At this stage, the organizational strategy needs to be incorporated into a “general HR strategy” (Mello, 2015). The organization’s HR strategy will aid as the “framework by which the organization can develop a consistent and aligned set for practices, policies, and programs” that will all the organization and the employee achieve the objective and goals (Mello, 2015).

Overall, each organization will have a specific strategic management process to its business. This process is not a one size fits every organization. It must be tailored to the specific organization and its employees. The strategic method to HR provides the organization with several benefits including development of skilled employees, assessment and planning of environmental impacts and enables cost effective labor (Mello, 2015).

Please watch Human Resource Strategy and Planning (Links to an external site.), which will provide an overview of the strategic planning process.


Gregg Learning. (2016). Human Resource Strategy and Planning. Retrieved from

Mello, J. (2015). Strategic Human Resource Management (4th ed.). Stamford, CT: Cengage Learning.

Question 1

Linking Strategy to HRM Practices

Read the table on pages 317 and 318 (attached) “Examples of Transformational Events Associated with HR Process” from your textbook. Create a similar table, with at least 3 levels, using specific details on the organization you are researching for the Capstone project (Walmart). Offer a 200-250 word explanation on the decisions you have made on the table. Use at least one scholarly source other than the textbook to support your ideas

Question 2

Conflicting HRM Systems

Almost every organization with more than 200 employees has at least one significant conflicting HRM practice, which undermines the total performance of the organization at least marginally—examples abound. Discuss one or more conflicting practices you have experienced and recommend one or more alternative HRM practices that could appropriately minimize, or even eliminate, the conflict. Explain in detail. Present your views in 200 words

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