The researcher will use the strategic management plan of Tualatin City, situated in the state of Oregon, US and will try and devise a human resource plan for its future needs. This plan would be used as a basis to check if the organization is on the right track in the longer run…
This paper illustrates that most strategic management plans of organizations fail to provide the Human Resource perspective. Organisations considering their future plans and needs must analyze their strategic plans from HR view. Although, this analysis may not be an exact reflection of organization’s future, however, it would certainly provide Management with certain feedback that can help them form pathways for the achievement of their strategic goals. The management plans of an organization cannot be acted upon without meeting its HR needs. If an organization plans growth, it must also plan its personnel needs, accordingly. Tualatin City is a part of Washington County that comes under the jurisdiction of Oregon State, in the United States of America. The city covers a total area of 20.2 sq. km with the population amounting to 26000 citizens. The reason for its fame is the fact that tourists often pay a visit because of Bridgeport Village which is an upscale European-style shopping area. The city is also famous for Tualatin River that flows in the northern part and a wide array of green belts and recreation parks. The City Council of Tualatin City has devised a Strategic Management Plan for a medium-term period which they termed as ‘Vision 2018’, with the primary objective of making the city a better living place for the residents and visitors. In a subsequent discussion, a researcher will have a look at the key strategic goals of the organization followed by HR implications that would affect the successful achievement of these goals set up by the City Council of Tualatin City. The key strategic priorities of City Council of Tualatin City for a period of next five years are: to provide better transportation facilities to the residents as well as the visitors; reduce congestions and provide a separate track to bike and cycle riders and expand the mass transit system and build new roads and bridges. ...
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This function deals with issues of staff management, particularly – over hiring, compensation and performance supervision (Goeldner & Ritchie, 2009 p. 89). Other roles of the function include safety wellness, development of the organization, employee motivation, communication, benefits, training and the administration of the functions of the human resources capital available at the organization.
In the contemporary market characterised with intense competition, most organisations have diverted from conventional perception of human resource as passive resource that can be manipulated to get things done.
It has been assumed that some of the important internal aspects that are often considered by the companies in obtaining better competitive advantages over the rivals include enhanced quality as well as productivity, continuous improvement in operations and ability to adapt rapid changes in demand and needs of the market and flexibility among others.
Ideally performance management has to include all aspects associated with producing specific or desired performance; these aspects should include performance appraisal, training and development as well as behavior of employees. Most of the times, performance management includes measurement of performance metrics such as productivity, quality, turn around time, schedule adherence or attendance etc.
Strategic human resource management refers to a managerial process where the human resource manager comes up with policies and practices that have to link with the overall strategic objective in an organisation.
As a result of these developments, HRM has become a major thrust area where the focus is on synergizing and propelling organizations to seamlessly integrate with the macro environment. The field of HRM can become a greater strategic contributor to organizational performance and success (Mathis and Jackson, 2003).
Evolving from the mere concept of workforce management through crudely set-up working arrangements between master craftspeople and their apprentices dating back before the Industrial Revolution, Human Resource Development has now again taken a new face, coping with the inevitably constantly changing trends in the rapidly globalizing world.
As the report discusses performance related pay system is recognised as the amount of revenue offered by the individual or employees so as to improve their level of performance and productivity. It acts as a motivator that encourages the inner skills and talents of the employees in order to improve their level of efficiency and competencies.