Strategic People Management: Analysis Of Key Principles And Theories

Key principles and theories of strategic people management

The aim of this paper is to discuss the various aspects of strategic people management presented in the video. This paper will be analyzing key principals and theories of strategic people management and how this help the organization to enhance the individual and organizational performance. The paper will also discuss whether the video has presented all of the raised issues needed to understand the strategic management of the company. The issues regarding people strategic management have a lot of model and theories to discuss so that the leaders can create an ethical organization by leveraging culture as well as diversity, gaining competitive advantage by fostering innovations, incorporating the individuals, groups and whole organization with systems and developing management and capabilities.

From the very beginning the video has been very systematic with pointing out the importance of topic and what will be discussed in this video. In this video, the first thing identified was the setting of the organization in which the student has claimed to be a part. In this respect the student has discussed the complete information of the company, its location, employee strength and most importantly its operation. In this video, the student has mainly focused on the human resources of the company and the methods to manage them in gaining effectiveness of the corporation. This SME where the student has served as the planning engineer, follows a typical hierarchy chain of command and suffers from some issues within the internal section of the company. The video has discussed the ethical problems which the organization is facing for operating in a risky or unsafe work setting like gold mining. Here the student has described the unethical issues related to the preferential treatments for supply contracts, intentional or unintentional unsafe work or practices, environmental degradation due to mining, financial profit shifting and finally practices to avoid tax (Naqshbandi, Kaur, & MA, 2015).

In this particular context, the student has used number of studies to analyze the impacts of the unethical behaviors in the organization. To him, there is a relation between unethical behavior with the cultural diversity in the company. The more culturally diverse the workplace is more discrimination can be seen. In the country like Australia, the cultural diversity in the workplace is much common but avoiding the allegation of discrimination on the basis of race, religion, ethnicity or values must not be overlooked as these can cause the defamation of the organization (Abdullah, Shamsuddin, Wahab, & Hamid, 2014). Here the video has referred to many studies and discussion of the scholarly articles to show the dysfunctional or counterproductive part of the human resource of the company and its effect on the productivity of the organization. The video discloses the fact how the leader had utilized the workforce of the organization to its fullest and enhance the working capabilities by implementing new ideas and shifting other assumptions (Wang & Rafiq, 2014). The leader has been shown the chief motivating factor who actually influence the work force of the firm by showing the methods and building beliefs that they will be able to achieve the organizational goals if they trust on their own potential (Hogan & Coote, 2014). In support of increasing diversity in the organization, the student has referred to the scholarly article and demonstrated how these diversities can enhance the productivity through mingling the diverse ideology and experience.

The role of strategic people management in creating an ethical organization

The video has also supported strategic people management to be the key of gaining competitive advantage. To this method, the company does not need to employ a completely new department of marketing so that it can know what the market needs or the customers prefer and bring changes in the production (Choi, Jang, Park, & Lee, 2014). By following the method of manipulating the employees in one hand and build a highly engaging workforce. The scholarly article has been used in this video in order to show how the human resource manager can attract and retain the talents of his workforce. The effects of managing people in the organization also leads to long-term survival of the company and help the management to foster innovation (Nelson, Taylor, & Walsh, 2014). This is due to the fact that when the human resource of any organization is skilled and satisfied with all the factors in their favor, can easily accept any change in the company. They not only show flexibility to support change but help the organization to foster innovation. In a transformational initiative from the management’s end can be hierarchical hence procedural to bring innovation instead of preventing growth. These are seen to be opportunities to grow both individually as well as in a group (Huhtala, Tolvanen, Mauno, & Feldt, 2015). The student in this video has describe various policies taken by the leaders of the organizations to retain and encourage their workforce through various means like appraisals, rewards and motivational promotion in the organization. In this aspect the student has presented some argument among the scholars in support of following these methods (Campbell & Göritz, 2014). In the next section, the video shares the view of developing management and capabilities where he has referred to the analyzing procedures of the strength of the organization through SWOT analysis. To this student., the leaders are the chief factors who help to identify the problem areas of the organizations and design changes through innovation but until the workforce is not ready to understand the problems, they will never help in bringing changes.

In this video, the communication style of the student is much clear and what he wanted to convey, has conveyed clearly. However, the length of the video must be 10 minutes which he has not followed as he has discussed each of the topics elaboratively. In some points he has used repetitive words and made the communication lengthy which could be corrected easily. The sentence stricture of this video is not very formal as the student has presented his own experience in the company. In each of the topic he has used the names of scholars and presented their views to support his own view points. He also has presented his own desire to be a manager of the same company.

Importance of leadership and diverse cultural integration in organizational management

The strength of this particular video is its proper presentation of the topic. From this video, the audience can understand that the student has a in depth knowledge about the subject as he has analysis all these topics so well. The systematic analysis of this video shows that the student possesses knowledge about the basic component of achieving goals of the organization. From the very beginning the policy of segmenting each one of the topics and smooth motion of relating one topic with the next one is recognizable.

However, the number of theories and approaches he has used inn this video, is not very clear as the names are not clearly taken by him. The approaches the student has used in presenting his view, must be supported by the theories of strategic management. Thus, the research will get more scholarly support and have more ideas to relate and convey.

 Therefore, it can be concluded that the video has discussed the importance of motivating the people whether in groups or individual, to develop competencies of the workforce. In order to develop management capabilities, the student has focused on the identifying and applying proper style of leadership so that the situations and the requirements can be catered properly. Through growing interpersonal relationship with the employees, the leaders or managers can motivate the employees and earn their trust. These employees eventually help the organizations to bring success in the market by fulfilling all the expectations.

References

Abdullah, N. H., Shamsuddin, A., Wahab, E., & Hamid, N. A. (2014). The relationship between organizational culture and product innovativeness. Procedia-Social and Behavioral Sciences, 129, 140-147.

Campbell, J. L., & Göritz, A. S. (2014). Culture corrupts! A qualitative study of organizational culture in corrupt organizations. Journal of business ethics, 120(3), 291-311.

Choi, S., Jang, I., Park, S., & Lee, H. (2014). Effects of organizational culture, self-leadership and empowerment on job satisfaction and turnover intention in general hospital nurses. Journal of Korean Academy of Nursing Administration, 20(2), 206-214.

Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein’s model. Journal of Business Research, 67(8), 1609-1621.

Huhtala, M., Tolvanen, A., Mauno, S., & Feldt, T. (2015). The associations between ethical organizational culture, burnout, and engagement: A multilevel study. Journal of Business and Psychology, 30(2), 399-414.

Naqshbandi, M. M., Kaur, S., & MA, P. (2015). What organizational culture types enable and retard open innovation? Quality & Quantity, 49(5), 2123-2144.

Nelson, ,. W., Taylor, E., & Walsh, T. (2014). Building an ethical organizational culture. The health care manager, 33(2), 158-164.

Wang, C. L., & Rafiq, M. (2014). Ambidextrous Organizational Culture, Contextual Ambidexterity and New Product Innovation: A Comparative Study of UK and C hinese High?tech Firms. British Journal of management, 25(1), 58-76.

Ashikali, T. and Groeneveld, S., 2015. Diversity management in public organizations and its effect on employees’ affective commitment: The role of transformational leadership and the inclusiveness of the organizational culture. Review of Public Personnel Administration, 35(2), pp.146-168.

Kangas, M., Kaptein, M., Huhtala, M., Lämsä, A. M., Pihlajasaari, P., & Feldt, T. (2016). Why do managers leave their organization? Investigating the role of ethical organizational culture in managerial turnover. Journal of Business Ethics, 1-17.