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Essay / Research Paper Abstract
An 11 page research paper that examines the vital role of human resource (HR) management in achieving business strategies. While traditionally, HR has simply referred to such things as benefits and compensation packages, there is a growing body of research that indicates the vital role that HR plays in the new service-oriented economy. The writer reviews literature on this topic and argues that the success of any business strategy is contingent on HR. Bibliography lists 9 sources.
Page Count:
11 pages (~225 words per page)
File: D0_khhrm.rtf
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Unformatted sample text from the term paper:
can facilitate bringing those strategies to fruition (Whittington, 2002). In other words, the success of any business strategy is contingent on the skills and knowledge of the people that implement
the strategy. This area of business comes under the general category of human resource management (HR). While traditionally, HR has simply referred to such things as benefits and compensation packages,
there is a growing body of research that indicates the vital role that HR plays in the new service-oriented economy. Research studies indicate that firms that have a specific
HR strategy generate, on average, 35 per cent higher revenues per employee than those without a formal strategy (Higginbottom, 2002). The Global Human Capital Survey Report for 2002-03 reports that
58 percent of the companies surveyed had a documented HR strategy and 95 per cent of these firms linked this strategy to their business objectives (Higginbottom, 2002). As these statistics
suggest, an examination of the literature on this subject indicates that there is a beneficial relationship between effective HR strategy and achieving business goals. Barlett and Ghoshal (2002), in their
research, studied more than 20 companies in regards to the role of HR in implementation of business strategies. They found that there are still many managers throughout the business sector
who do not yet recognize that the competency-based business strategies of the today are dependent on people. It is scarce knowledge and expertise that provides the driving force behind new
product development and it is personal relationships with key clients that provides the foundation for flexible market responsiveness (Barlett and Ghoshal, 2002). In short, research shows that it is a
companys employees, their people, which provide the strategic resource that is crucial for todays business environment. As this suggests, business strategy requires a HR foundation (Barlett and Ghoshal, 2002).
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