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HR Management: Alignment of HRM and Business Strategies

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HR Management: Alignment of HRM and Business Strategies

Proper strategic management is the secret to an organisation’s success. Different departments within the organisation have different policies. However, the aim of all this plans should be to steer the overall organisational goals. Therefore, aligning the departmental policies with the administrative ones is key to a company. Human Resource (HR) is most crucial. In essence, human resource activities in any organisation directly influence organisational objectives (Becker, Huselid & Ulrich, 2001). Therefore, many organisations like Ford Motor Company recognize thatintegrating the HR decisions within the general business strategies is indispensable in the strategic management process.

            Ensuring that the human resource and its objectives conform to organisational goals is a process in itself that requires the management to enhance the accomplishment of several factors. Primarily, the HR goals set ought to underwrite the aims of the organisation. For this to happen, then the goals set must specific, measurable, reasonable and attainable within a predetermined period(Becker, Huselid & Ulrich, 2001). Secondly, being knowledgeable regarding the activities taking place within the human resource is important. This therefore requires implementation of management tools to analyse the labour force constantly. Finally, strategic management programs within the workforce come in handy in the alignment of HR goals with organisational strategies.

            Currently, Ford Motor Company has eight job openings in the human resource(Human Resources, n.d.). The first position is that of three Supplemental Occupational Health Nurses. The nurses are charged with the responsibility of ensuring and assuring the health of the employees through not only provision of medical care and carrying out certain health tests but also maintaining the employees’ health records. The second position is that of four safety engineers whose main responsibility is consultancy in safety topics and dealing with the company’s safety by engaging in all emergencies and company incidents. Finally, the company needs a HR Generalist charged with the responsibilities of supporting all the organisations HR efforts such as grievance resolution and investigations and being the plant lead for managing workforce needs. This is the best job that I would apply for in Ford Motor because other than connect me with the organisations most valuable assets also gives a chance to make the employees satisfied to work. 

            Human Resource Management (HRM) strategies are crucial in building a company’s competitive advantage. For Ford Motor Companies to launch HRM strategies that help increase its competitive advantage, then it has to undertake several tasks. The Motor company is a global organisational that aims to produce vehicles fit for the world. Therefore, the first thing it ought to do is to break local national ceilings by acknowledging diversity (Walker&MacDonald, 2001).  Secondly, the company should classify all those activities within it that it deems crucial to its global success. Thirdly, for a company where innovativeness is a great factor, identifying the right talent is crucial(Walker&MacDonald, 2001). This therefore builds the need for the organisation to establish a global database that can enhance it to locate the right talent wherever it is and to recruit recurrently.

            Workplace diversity brings very many organisational benefits but an organisation ought to know how to retain its employees to achieve diversity. Ford Motor’s needs to increase its diversity and it can achieve this through three main ways. First, it needs to understand what its actual needs are and how diversifying its workforce will help achieve them. Secondly, it ought to embrace the term by restructuring its HR department to fit this best by availing diversity training and implementing equal employment and opportunity policies (Becker, Huselid & Ulrich, 2001. Finally, the firm should increase its connection with the society through corporate social responsibility in order to entice individuals to want association with it.

















Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Harvard Business Press.

Walker, G., & MacDonald, J. R. (2001). Designing and implementing an HR scorecard. Human Resource Management, 40(4), 365-377.

Human Resources. (n.d.). Retrieved January 09, 2017, from

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