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A company’s long-term success depends on how well its business plan and human resource management strategy are aligned.

A company’s long-term success depends on how well its business plan and human resource management strategy are aligned.

A company’s long-term success depends on how well its business plan and human resource management strategy are aligned.

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Directions: Please read each passage below and respond to each part. I DO NOT need a reference or title page, however please provide the reference(s) underneath the passage. Please label as I have done below, example Part 1 and place your response along with the reference. Please keep each one on the same document! Please cite properly and use correct grammar.  DUE TOMORROW 8/29/22 BY 4PM CST NO LATER

Part 1

A company’s long-term success depends on how well its business plan and human resource management strategy are aligned. A business strategy, as defined by Liao (2004), is “an integrated and coordinated set of commitments and events established to make use of core skills and to increase competitive advantage” (as cited by Kumari, Bamel, & Kumar, 2011, p. 25). A company’s business strategy is its plan of action and the steps it must take to attain its objectives. Human resource management entails finding and hiring qualified workers, providing them with appropriate training, and rewarding their efforts (Bragga & Srivastava, 2014, p. 207). An enterprise seeks to turn a profit by employing people to carry out a range of activities, the results of which are packaged and sold to customers. For strategic human resources, “the major goal is to increase employee productivity and to identify critical HR areas where strategies may be adopted to improve the total employee motivation along with productivity” (Bragga & Srivastava, 2014, p. 207). Essentially, strategic human resource management establishes a connection between employee engagement, output, and the organization’s overall mission and objectives.

A corporation’s business strategy might be compared to the game plan of a football team. The numerous plays involved in the plan (strategy) are designed to win the game (reach a goal) (achieve a goal). In order to execute the strategy, the football squad (the workforce) must be capable of a wide range of tasks. As part of human resource management, coaching staffs are responsible for finding and training the “appropriate” players for the team’s various positions (players learn the different plays and their corresponding roles in each one). Once each position is filled, and each player knows their separate roles, the team can engage in a game and follow the game plan. When this occurs, the likelihood of success improves dramatically.

Human resource management (HRM) strategy alignment is complex. The actions of workers are often at the root of these problems. “Strategic human resources come into its own in aligning employee behaviors with a company’s business needs” (Hunt, 2014, p. 22). As an illustration, I will utilize Pizza Hut. Fast and friendly service was a top priority at Pizza Hut. This meant that pizzas were being whipped up as quickly as possible. Pizza Hut is reverting to its original, simple menu. This means, for example, that pizzas are prepared in precisely the same fashion everywhere. Think about how much sauce, cheese, and toppings you like on your pizza. Whenever time was of the essence, the pizzas would take on a varied appearance depending on whose chef made them. As the corporation shifts its focus, all of the stores’ pizzas should taste the same (in terms of how much each ingredient is on a pizza). Pizza Hut stores are equipped with quality rings (which are placed around the dough’s perimeter to guarantee an even amount of crust all the way around), measuring cups, and spec charts that detail the exact amount and type of toppings to be used for each pizza (based on the size of the pizza and the number of toppings). The cooks have been instructed to use the cups, rings, and charts properly, yet many are still not doing so. Why? Why? Because they are still preoccupied with tempo. The cups and rings are used to standardize pizzas across the organization, which in turn helps keep food prices down. Store managers are assessed on food costs, but cooks are not. Still, the output rate is a significant factor in determining a cook’s performance rating. HRM must establish and implement a method that keeps chefs accountable for quality goods rather than production speed to link the company’s strategy with what is happening in stores. Organizational accountability mechanisms should be established for cooks if the company expects them to follow the new policy. HRM is where it gets interesting.

Opportunities might arise when business and HRM strategies are aligned. Aligning these approaches helps a company find, hire, and keep the “right” workers who will consistently meet or exceed targets. Human resource management (HRM) helps workers achieve their goals by outlining their expectations and how to get it done (by the company’s overall plan). This can be useful for everyone, including workers, supervisors, upper management, and clients. To return to the Pizza Hut analogy, the pizzas would taste the same if all of the kitchens made good use of the cups and rings. Customers will be affected because they will have a consistent experience at every Pizza Hut visit. Customers will be happier as a result of this. When customers are happy, businesses see a rise in revenue. Benefits for workers include the opportunity to work additional hours (if they so desire) and other perks offered by the employer. Managers profit because their compensation is tied to the success of the stores they oversee. When the firm’s customers and employees are happy, the company reaps the benefits through increased sales and income.



Bagga, T., & Srivastava, S. (2014). SHRM: Alignment of HR function with business strategy. Strategic HR Review, 13(4), 207-209. doi:

Hunt, S.T. (2014). Common Sense Talent Management: Using strategic human resources to improve company performanceRetrieved from Ebook Central

Kumari, S., Bamel, N., & Kumar, U. (2011). Links between business strategy and human resource management strategy in select Indian banks: An empirical study. IUP Journal of Business Strategy, 8(3), 24-41. Retrieved from https://search-proquest-com.proxylibrary (Links to an external site.).

Part 2

Organizations tend to align their business initiatives with HRM activities because of the many benefits.  Aligning the business strategy and the HRM strategy allows organizations to increase their workforce productivity which allows organizations to gain a competitive advantage (Hunt, 2014). Organizations can gain competitive advantage by increasing workforce productivity by hiring well qualified individuals (Hunt, 2014). Although it is important to have qualified employees to complete the job functionality, organizations should also have a strategic HR plan in place. Strategic HR increases productivity by providing methods that will help companies recruit and place employees in positions where they will be the most effective using staffing or succession management (Hunt, 2014). Strategic HR also improves employees job performances through the use of performance management (Hunt, 2014). Organizations are able to staff and develop their employees through useful strategic HR practices that will ensure that employees will succeed and increase productivity in their job roles (Hunt, 2014). Creating a strategic HR plan is one way to align business and HRM strategy. A strategic HR plan is necessary to ensure that employees are working according to their job roles. Strategic HR has a major impact on the organization profit, growth opportunities and determines the long- term sustainability of an organization (Hunt, 2014).

Strategic HRM has four guiding principles that need to be executed in order to gain competitive advantages. The first principle is that each organization should link their HR to the organization business strategy (Jembere. & Tadesse, 2020). All policies should be consistent (Jembere & Tadesse, 2020). The second principle is that line managers are responsible for supervising employees and HR professionals are responsible for supporting the line managers in order for them to fulfil their job responsibilities appropriately (Jembere. & Tadesse, 2020). The third and fourth principles are to advise managers to establish a close relationship with their employees to increase the employee level of motivation and commitment to the job in return (Jembere. & Tadesse, 2020). Organizations that are able to successfully follow these four guiding principles are able to align their business initiative to the HRM strategy. Organizations that are able to successfully abide by the principles using a strategic HR plan can improve the organizational performance level.

Strategic HR while beneficial to an organization does has some challenges that can hinder the success of the plan which are indirect relationships to business results. The goal of strategic HR is to get employees and managers to contribute to the support of the organization business strategies and objectives (Hunt, 2014). If organizations do not hire the appropriate employees for the job, then the organization productivity can decrease. For example, the organization hires an individual that lacks the knowledge, skills, and abilities (ksa) that are necessary for the job position it can cause a decrease in the production of goods or services. Decrease in productivity can affect the organization in a negative way because the organization is not able to meet their quota and it does not support the current organization strategic direction (Hunt, 2014). In order to avoid some of the challenges organizations can face it is important to follow the guiding principles which can lead to the success of the organization.


Hunt, S.T. (2014). Common sense talent management: Using strategic human resources to improve company performance (Links to an external site.) (Links to an external site.).

Jembere, M. W. & Tadesse, W. M. (2020) Strategic HRM Principles Implementation & Organizational Performance: The case of Ethio Telecom.

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