Unit 2 Human Resources additional question and comments to respond to

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Please answer question 1 with a minimum of 75 words and post your responses to other learners’ comments 2 and 3 totaling 75 words each totaling 250 words in all. Please utilize at least three peer-reviewed journal articles, one for each question. In addition, give credit with in-text citations and in the reference listing seventh edition APA format.

References that are attached for reference:

Basterretxea, I., & Storey, J. (2018). Do Employee‐Owned Firms Produce More Positive Employee Behavioural Outcomes? If Not Why Not? A British‐Spanish Comparative Analysis. British Journal of Industrial Relations, 56(2), 292–319. https://doi-org.bethelu.idm.oclc.org/10.1111/bjir…

Scotti, J., Behson, S., Farias, G., Petzel, R., Neumam, J. H., Keashly, L., & Harmon, J. (2003). Effects of High-Involvement work Systems on Employee Satisfaction and Service Costs in Veterans Healthcare. Journal of Healthcare Management, 48(6), 393–406.

Hidegh, A., & Csillag, S. (2013). Toward ‘mental accessibility’: changing the mental obstacles that future Human Resource Management practitioners have about the employment of people with disabilities. Human Resource Development International, 16(1), 22–39. https://doi-org.bethelu.idm.oclc.org/10.1080/13678…

Textbook – Mello, J. A. (2015). Strategic human resource management (4th ed.). Cengage.

Question one and comments two and three below:

  • If CEOs looked at these costs to the
    organization…and then determined if they actually had strategies that
    affected all of their employees. Could they then determine if implementing
    certain employee-related activities could produce higher productivity and lower
    employee costs?
  • One main obstacle that the human resources department
    can face is expecting consumers to act in a particular way and align with the
    strategic goals of the organization. The organization establishes a mission and
    vision statement according to the core values and the culture and consumers may
    not abide by the statement but still want the product or services. The mission
    statement can set the tone for client orientation (McCarville & Drewery,
    2019). The organization can provide training to employees to evaluate the
    clients or consumers and provide the products demanded while aligning with
    strategic and objective goals. Influences can come from external and internal
    sources. These influences can be determined by market trends. Market trends may
    be difficult to predict and hard to track. Trends can change according to the
    following drivers: financial or economic, social, emotional or psychological,
    and ecological and distribution factors (Hristova, 2019). Financial drivers can
    be influenced by the price of the product while social drivers are created
    through social media or other consumer reviews. Emotional drivers are created
    by the reputation of the product or brand loyalty of the consumer and
    ecological influences are based on the eco-friendliness of the organization.
    Market trends may be difficult to follow but networking with other companies
    can assist in learning the trends they are experiencing and other possibilities
    to gain a competitive advantage. The environmental analysis must be performed
    and evaluated to ensure alignment with organizational objectives. These goals
    and objectives have an influence on the managerial style requiring the
    standards of meeting guidelines and its systems (Alles & Yazdanifard,
    2017). Self-assessment is critical in establishing barriers or obstacles in
    strategic management. Organizations may lack the resources needed to fulfill
    their obligations to their consumers. Resources available can include the
    following factors, financial, physical, human capital, technology, and capital
    (Mello, 2015). For example, funding may not be available for a new product that
    the consumers are looking for. Financial resources can affect an organization’s
    competitive advantage (Mello, 2015). Human capital can also cause a significant
    barrier or obstacle in the planning. Regulations through the government and
    allowing only certain members of the organization to make important decisions
    can hold a company back from having a complete competitive advantage over its
    competitors. It is important to ensure these members are looking out for the
    best interest of the company and not have alternative motives. Members of an
    organization should be committed to the success of the company and have the
    background of establishing strategic plans while keeping in touch with the
    overall culture originally established. Another obstacle present is the history
    of the organization for the HR department. If a strategic plan did not work in
    the past it is important to note what did not work and what did work and
    establish a new plan. The HR department can use surveys from current employees
    on methods that did not work and use this information to create a new plan as
    well as researching all levels to avoid repeating the same mistakes (Mello,
    2015). The HR department focuses on measuring progress. Market shifts or trends
    may be difficult to measure but not impossible. An organization will want to
    focus on the future instead of just the present to ensure the success of any
    strategic planning process. Each department or level of an organization must be
    held accountable for their part in each success or failure and insist on
    changes when failure outweighs their success. Many obstacles and barriers will
    exist for the strategic approach in human resources and overcoming them may
    present a problem. An organization must think outside the box to overcome these
    obstacles and a different approach must be established. The process of
    strategic planning is unique to each organization and training can help
    employees understand the reasons for the objectives and how to utilize them for
    overall success. The human resource department should consider different types
    of teaching strategies for their employees and the way in which they learn. The
    human resource department should communicate with employees and the importance
    of strategic planning and the effects on the organization.
  • Barriers to strategic human resources include a tendency toward short-term mentalities with a focus on immediate performance.
    The financial side of firms often focuses on quarterly performance. This
    tendency can then spread throughout the organization from the top down,
    eliminating opportunities for rewards focused on multi-year performance. “Most
    owners and investors do not take a long-term view of their investments; they
    expect to see quarterly progress in wealth building. There are few, if any,
    clear incentives for managers to think long term in making their decisions”
    (Mello, 2019, p. 129). An additional barrier exists due to many HR managers
    lacking strategic planning knowledge – this can occur due to lack of training
    in the area, segmented knowledge regarding firm operations, or limitations on
    time or technical knowledge due to the immense breadth of the position
    requirements. Additional barriers include undervaluation of the HR role by
    senior managers and the fact that “few functional managers see themselves as HR
    managers and are concerned more with the technical aspects of their areas of
    responsibility than the human aspects” (Mello, 2019, p. 131). This is simply
    untrue, as all who manage employee performance fall under the HR umbrella.
    Strategic human resources management “can improve a firm’s performance through
    firm-level mechanisms such as knowledge sharing and corporate entrepreneurship”
    (Paillé et al., 2014, p. 462). Adherence to a hierarchical structure without
    acknowledgment of joint responsibility can damage lines of communication
    necessary for success. Thus, unless all senior managers acknowledge that they
    are involved in the strategic management of the firm, SHRM cannot succeed
    (Weller et al., 2014). Additionally, we must acknowledge that human assets are
    owned by themselves, not by the firm, and are therefore higher-risk investments
    than machinery or raw materials. The outcomes of HR management and the
    benefits provided by investing in HR are not always quantifiable, however, and
    data may need to be drawn from other sources to prove the success or failure of
    HR management plans. Human Resources managers must determine best practices to
    support increased performance (Paillé et al., 2014) and successfully implement
    the chosen approach to foster notable change in specific employee behaviors. Finally,
    “taking a strategic approach to HR may mean making drastic changes in how work
    is organized; how employees are hired, trained, and developed; how performance
    is measured; how employees are compensated; standards of performance; and
    relations between employees and supervisors and among employees themselves”
    (Mello, 2019, p. 131). Leadership requires coordination and planning,
    certainly, but It also requires employee development, both individually and at
    a team level. The outcomes of performance development must be quantifiable –
    and the measurement of such should reflect a unified strategy toward success at
    all levels of organization management (Weller et al., 2014).
  • Note! answer the first question and respond to the second and 3rd comment. Please give credit with in-text citations and in the reference listing seventh edition APA format

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