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Essay / Research Paper Abstract
7 pages in length. The extent to which HR practices reflect the type of business strategy is clearly apparent simply by looking at the manner by which certain companies function. If employees are not satisfied with their work environment, one might then readily surmise that other components of the company are not effective addressed, as well, with strategic elements ranking high on that list. That HR practices and business strategy are synergistically interwoven speaks to the need for employee support from the most seemingly insignificant position all the way up the chain of command. Bibliography lists 4 sources.
Page Count:
7 pages (~225 words per page)
File: LM1_TLCHRCom.rtf
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If employees are not satisfied with their work environment, one might then readily surmise that other components of the company are not effective addressed, as well, with strategic elements
ranking high on that list. That HR practices and business strategy are synergistically interwoven speaks to the need for employee support from the most seemingly insignificant position all the
way up the chain of command. "Strategy is creating fit among a companys activities. The success of a strategy depends on doing many things well -- not just
a few -- and integrating among them. If there is no fit among activities, there is no distinctive strategy and little sustainability. Management reverts to the simpler task
of overseeing independent functions, and operational effectiveness determines a companys relative performance" (Porter, 2001). II. COSTS OF MATCHING HR STRATEGY CLOSELY TO BUSINESS STRATEGY The student might choose to
argue that leadership represents one of the potential costs associated with matching HR strategy closely to business strategy, inasmuch as both aspects demand nothing short of a confident, competent leader.
Because organizational leaders are often construed as symbols for representing personal causation of social events, it can be argued that the perception of leadership has shifted significantly from what
is used to be, thus also altering the concept of organizational culture. The shape of contemporary leadership has taken on a vastly divergent appeal in that while there still
exists the inherent requirement of maintaining the group and orchestrating a task or activity, the entire dimension has been modified as a means by which to address the issues of
power. Industry analysts have discussed the inherent connection between power and politics, asserting that neither element can be missing from the organizational atmosphere.
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