Improvement and Instructional Design in Strategic Management

Question: Discuss about the Improvement and Instructional Design in Strategic Management. Answer: Introduction Human resource plays an integral part in the success of a typical organization thriving in the contemporary multi-faceted business environment. And as a result, the Chief Executive Officer (CEO) in collaboration with other managers in a firm should ensure effectiveness in the performance of the human resource department since it is the core center of the business. The case study referred extensively in this report revolves around a hospital functioning with approximately four hundred employees located in different geographically discrete areas in Australia. However, despite its size this organization is said to have a deprived human resource department as well as management. Furthermore, the business CEO and the finance manager left with the responsibility of running this subdivision have decentralized all its primary functions to the middle managers who according to the case are not well acquainted with the operations of the human resource department. Besides, the hospital CEO perce ives that all is well with the company since there is a consultant who frequents the business premises and advises him that there is efficiency in human resource practices and policies. The consequences of this HR model are detrimental leading to various challenges affecting both internal and external publics having interests in the company. Course of action to improve the operations of HRM at the hospital Human resource is a vital element of augmenting organizations efficiency, effectiveness as well as its competitiveness. Recent studies have revealed that there is a close link between business performance and human resource management (Jan, Heidi, Anne, 2014). Therefore, it is important for the hospital CEO to implement various strategic practices, models, theories and procedures to ensure that this subdivision is well managed. Strategic practices to improve operational of performance HRM in the hospital Over the years corporations around the world have begun to execute various human resource practices commonly referred to as high-commitment or high-performance. It is widely known that individuals working for an organization are one of its primary assets and one of the key influencers determining its progress both in the short run and in the long term. Thus the quality of the workforce, their overall attitude, and conduct in the workplace, amid other factors, play a crucial role in dictating the company's direction in terms of performance and productivity (Christensen, Hughes, and Rog, 2008). In this regard, the hospital CEO can implement practices such as employee involvement, training as well financial incentive programs to ensure that the HRM perform optimally. They can, for example, involve the human resource specialists in the company in the conferences meant to address the issues of the employees. In addition, they can hire exceptionally qualified personnel to train the human r esource managers, impart essential management skills while developing their knowledge yet further. Besides, the CEO can offer financial incentives to the HRM by for instance introducing pay-per-performance remuneration plans (Bowen Ostroff, 2004). The primary objective of these practices would be to achieve a more valuable labor force, by acquiring and retaining exceptionally qualified people, and to enhance motivation in the existing pool of workers by getting its staff members to adopt the hospitals goals as their own. 5Ps of Strategic human resource management model The hospital CEO can apply the 5Ps strategic HRM model which stands for philosophy, policies, programs, practices and processes as glanced in the figure above (Rasel, 2015). Organizational strategy starts the process of figuring out the fundamental needs of the business and provides them with particular qualities. Besides, various internal characteristics like the corporate culture may influence the primary operations taking place in the hospital. Moreover, the company does not exist in a vacuum rather in an external environment composed of various factors such as economic conditions, innovations and cultural differences (Fottler, Khatri, Savage, 2010). The needs of the firm discussed above may be captured in the vision and mission statement and later interpreted to be the chief goals and objectives of the corporation. These are some of the components which might impact on the human resource management productivity in the hospital. Philosophy of human resources is often expressed in various statements describing the values and culture of the business. In other words, it defines how a firm treats and values its interested parties. The hospital CEO should in this case ensure that all individuals working in the hospital are well handled and appreciated as they form the most important part of the company asset column. On the other hand, business policies are expressed as mutual guidelines and standards. Company policies often establish set guidelines or procedures or course of actions on individuals related business issues and human resource programs. In the attempt to improve the operational efficiency of the HRM in the hospital the CEO should ascertain that there are clear guidelines and strategies set to handle various issues which might emerge and affect the performance of the employees as well as their supervisors (Arora, 2016). Moreover, programs in the model refer to efforts exerted by a company to facilitate transformation deemed suitable to address issues related to individuals working with the firm. CEO can work hand in hand with other top officials to bring about change to improve on the manner in which the company deals with the issues affecting the labor force. Such programs should as well transform the welfare of the human resource managers in anticipation for developed administrative performance. Further, leadership and managerial practices help to motivate employees to take up a particular behavior in their work performance. At this point, the hospital CEO can in an attempt to foster commendable human resource management approaches assume suitable leadership practices to motivate the HRM to take up the required managerial principles (Chadwick, 2005). For instance, a top executive practicing a participative form of leadership can influence other middle managers to take on their behavior in their ro utine management roles. Finally, the last P in the model stands for processes which define how activities in a particular firm are carried out. It refers to the strategies employed in the formulation and implementation of activities in an organization. Such processes are expected to be in line with the expectations of all parties affected, and as such, they should ensure impartiality and equality for all and sundry (Rogers, 2012). For example, the hospital CEO can ensure that the processes adhered in the formulation and implementation of procedures favor the welfare of the employees as well as their managers. Application of the 5Ps human resource management model can aid substantially in improving the operational performance of the HRM in the hospital. Kaizen theory of continuous HRM operations improvement Kaizen is a total quality management philosophy which seeks ways to develop processes by identifying benchmarks of leading managerial practices and inculcating a sense of a member of staff ownership of the process (Hernandez O'Connor, 2010). This theory of Kaizen is also referred to as the concept of continuous improvement since it focuses on an ongoing development of employees and the whole of the human resource department. The basis of the Kaizen theory are the beliefs that individuals most closely associated with a particular operation are often in a better position to identify critical changes that ought to be made (Thessaalonika, 2006). As a result, the hospital CEO should ensure that employees are adequately involved in the company's decision-making processes as a way to guarantee a continuous HRM improvement. However, inculcating the theory of continuous improvement in the hospital can be slightly cumbersome, and as a result, there are several steps vital to its ultimate success. Train employees some tools for quality such as statistical process control (SPC). Make the HRM theories instilled in the first stage a common aspect of routine on daily operations. Establish work teams and workers participation. Employ problem-solving approaches within the work groups Enhance a sense of possession of the continuous improvement process. Here human resource is central to the theory of continuous development. It starts from the employee involvement in the work groups and in the problem-solving undertakings, which inculcate them a feeling that they exercise some control over the operations taking place in the hospital (Liberato, 2016). The key features of building sustainable HR capability Every corporation is in dire need of a capacity-building Program for its human resource specialists. There exist various reasons behind this fundamental business requirement. The firm admits that its competitive superiority lies in its labor force and not just in its goods and services it produces. Thus it is important for the company to develop its human resource capital and build a learning culture within the corporation to enhance its long-run competitiveness, novelty, and speed to market its products. To accomplish this crucial organizational objective, the firm needs a human resource function that has the capability to partner the business management in this inventiveness (Gashi, 2013). This subsequent part of the report provides various theories and practices that the hospital CEO in the case study can apply within the human resource management to augment its capabilities and sustainability. It will cover key aspects that craft the canvas of developing human resource capacities in a typical company setting. Sustainable human resource management An organization should acknowledge the value and significance of developing its human capital by enhancing its competencies and levels of knowledge since it is a key factor in aggregating its competitiveness towards the mission and vision of the business. The hospital management in the case, for example, can concentrate at initiating a knowledge-oriented society to develop their workforce into talented experts, under the basic standards of respect, care, and share. This way, the workers in this company will be adequately prepared to support the hospital in caring for the society members as well as the environment and ultimately drive the company towards sustainability (Tompkins, 2002). As aforementioned, employees take an essential role in driving the organization towards achieving its stated mission, vision and stratagem on the pathway of feasibility and success. Based on this comprehension, the hospital management can identify suggested strategic objectives and methodologies to manage its human capital (Millmore, 2007). Strategic objective Approach Satisfactory leader pool to sustain company development Enhance management aptitudes and evaluate business success requirements; monitor outcomes and build healthy succession plans for all departments. Adequate pool of talents to accomplish business goals Chose able, talented employees and develop their skills to fit in future executive positions through professional management approaches and consisted monitoring for their growth. Highly proficient labor force Enhance employees' skills to support business growth in various aspects such as marketing, customer care, and organizational excellence. Sufficiently engaged labor force Incentivizing human resource management as well as improving HR procedures and systems in attempt to meet varied needs of employees Vastly capable human resource and effective service delivery Enhance the capabilities of managers and HR specialists to respond to both short and long term business needs effectively. There are various critical success factors that an organization ought to take on in the attempt to ascertain incessant growth and development of the firm. First, the corporation should build a sustainable mission, vision, values, strategies as well as an aligned leadership to ensure their accomplishment. Secondly, there is the need for a suitable organization structure and management mechanisms to develop the agenda of sustainability in the business. Thirdly, a business should develop the primary human resource capabilities to ensure viability of the entire organization and the HR systems as well. Lastly, the corporation should make sure that it has sufficient ability to attract, engage and maintain the right set of employees and align them to the central theme of sustainability integrated with the vision of the business (Crumpton, 2015). Recommendations In the attempt to provide a long-lasting solution to the state of affairs in the hospital in the case study, the company top, and middle managers ought to take on various human resources strategic practices to ensure efficacy in the department. Such approaches of effective HR system management are listed below: Establish the policy of division of labor and specialization to make sure that all staff members concentrate in the line of business operations in which they are best talented. Establish employee incentive schemes such performance-based payment to back up the efforts of intrinsic motivation strategies. Offer employee training sessions to develop their skills, knowledge, and aptitude and ultimately enable them to secure leadership roles in future. Upon the introduction of above stated human resource management practices, the hospital's workforce will augment in terms of productivity, performance and job satisfaction hence decline of cases like increased absenteeism rates and employee turnover ratios (Armstrong, 2008). Conclusion Summarily, it is clear that individuals working with a certain organization encompass a significant part in the asset column of the entity. However, as proven by the majority of the arguments in this report, human resource capital often emerges the most technical asset to manage in any business setting. As a consequence, executives are obliged to formulate and implement stringent HRM techniques deemed suitable to ensure efficiency in this subdivision since it determines significantly in the direction of the firm concerning performance and employee productivity. The condition at the hospital clearly depicts that human resource management is not a duty of anybody rather of an exceptionally qualified HR practitioner with a great worth of experience and academic qualification. The hospital CEO and the finance manager are not able to manage the human resource in this health firm since they lack the technical skills and knowledge hence increased employee misconduct issues like absenteeism and unruly comportments at the expense of the patients. References Jan. B., Heidi. T., Anne. T. (2014). 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