Human Resource Strategy Essay Example | Topics and Well Written Essays - 5000 words

Human Resource Strategy - Essay Example What is strategic human resource management? Strategic human resource management can be considered to be the capability of an organisation to ensure that it has the right mix of talent and skill in order to meet its business objectives (Armstrong and Baron, 2002, p. 42). Holbeche (2001, p. 13) highlights strategic human resource management as a ‘focus on implementing strategic change and growing the skill base of the organisation to ensure that the organisation can compete effectively in the future.’ SHRM involves the recognition of the internal intelligence available at all levels of the organisation and creating processes to draw upon this knowledge. Communication ‘is at the heart of these processes (Brewster, 2000, p. 153). The author discusses Mintzberg’s observation that strategy involves planning ahead of time and making changes to the plan on the basis of real world situations. The ability of an organisation to alter its course is dependent on the abi lity of the culture to allow for internal flexibility. SHRM then is an attempt to link organisational strategy with human resource management and drawing from this effort, makes an attempt to provide direction to the functional areas on HRM. Salaman, Storey and Billsbury (2005, p. 5) view SHRM as a ‘repository of ways in which academics, consultants†¦ think about ways to change organisations’. SHRM then is the key to how business is run and people managed. Huber and Glick (1995, p. 297) highlight the importance of facilitating organisational learning as a means to understand and adjust to changing business environments. Organisations that are designed to allow two-way information flow to ‘reflect cultural values and economic perspectives of top management’. This is of particular relevance in a multinational corporation. Ready and Conger (2007) reiterate the role of talent development in providing company’s the competitive edge to stay in the mar ketplace. They believe that companies that create ‘talent factories’ have the right mix of ‘functionality and vitality’ to fill key positions as and when the need arises. Storey (2007, p. 79-80) foresees a risk to the study of human resource management claiming to be a strategic function in the absence of a ‘robust analytical framework’. Terms like knowledge management have not been proven on grounds of efficacy in gearing the business up for change. The author suggests that some part of the responsibilities can as well be transferred to departments like marketing for managing the communications and the HR department relegated to the purely administrative practices of yore. The traditional role of HRM as policy maker to guide people management is incomplete without a conscious alignment to business goals. Strategic HRM aims to utilise the capabilities of the workforce towards a unified goal. The match between employee talent, employee goals and business goals is the key to successful work organisation. The necessary ingredients for an effective Strategic HRM process are the learning processes to facilitate future strategy development and adaptation to changes in the business environment. Who takes responsibility for strategic HRM? Ivancevich (2004, p. 48) recognises the role of the leader in laying the foundation for strategic HRM. Functional specialists provide the framework to carry out effective talent management processes; individual team heads determine

The Risk of Petrochemical Companies Research Paper

The Risk of Petrochemical Companies - Research Paper Example Contemporary industrial period greatly relies on the utilization of numerous capably hazardous chemical substances. Wastes of petrochemical companies are harmful. These risks could be divided into three criteria, namely, (1) ergonomic harm, (2) fires/explosion, and (3) environmental contamination. Apparently, the major problem is how to effectively decrease such potential hazards in petrochemical companies. Petrochemical companies belong to a chemical system dependent on the products of gas and oil, and related processing of natural gas and petroleum. Hazardous wastes, on the other hand, are those which create a considerable risk or possible danger to the health of living beings for these are naturally deadly, constant, and non-degradable. Hazardous wastes are basically toxic, reactive, corrosive, and flammable (Jasanoff 1994). Ergonomic harm is one of the risks of petrochemical companies. Ergonomics denotes the interface between human beings and the device and machine in the workpla ce. Workers in petrochemical companies are highly exposed to ergonomic harms, such as musculoskeletal disorders (common for workers of drilling companies), or diseases caused by toxic fumes or substances (Attwood, Deeb, & Danz-Reece 2004). Petrochemical companies are also prone to accidental fires or explosions due to their handling of fuels, such as hydrocarbons. Even though these accidents may be quite unusual, when they do happen the effects can be quite serious, such as financial damage, employee casualty, or public injury (Khan & Abbasi 1998). Lastly, petrochemical companies carry with it several environmental hazards, just like in China and Argentina wherein massive environmental catastrophes have brought about a cycle of damages to the health of the local population. Several of the materials most intensely demanded by people for their use are innately harmful. Petroleum, for instance, is an expedient energy source. This convenience, while making petroleum important, also is t he root of its risk. Numerous of the substances or materials used by the petrochemical industry are innately dangerous. Several of the procedures are dangerous as well. In order for petrochemical plants to operate with minimal risk, they should be properly planned and designed, and appropriate procedure and guidelines should be implemented in their operation and management. The safety of petrochemical plants has drawn a great deal of public attention due to a number of major accidents, several of which are identified as the following (Banerjee 2003, 2): the 1974 Flixborough explosion in which 28 were killed, 89 injured and severe damage caused to buildings, the 1975 Beek propylene release and refinery fire in which 14 were killed, the 1976 Seveso accident in which highly toxic substances were released to the environment causing contamination to wide areas with attendant health implications for the surrounding populace, the gas storage plant catastrophe near Mexico City at San Juan I xhuatepec (1984) in which about 500 people perished and extensive damage was done, the Bhopal toxic gas release (1984) in which about 3400 were killed and many more injured, etc. In every one of these accidents an explosion, a fire, or a