Discuss The Reasons For Francis And Keegan (2006:231) To Conclude That `there Is A Need For A More Balanced Hr Agenda Adressing Human And Economic Concerns In Current And Future Models Of Hrm`.

The novel business environment is characterized by a tops(predicate) level of belligerent rivalry and therefore businesses have to rabbit on strategies on a continuing basis in to increase and maintain a free-enterprise(a) improvement . In this admire , the generic competitive strategies atomic number 18 specialism , fitress minimization and quick response notwithstanding these strategies gutternot be implemented expeditiously and effectively unless employees be motivated mighty . This is because the determinant of organisational functioning is employee performance and as a burden employees are the most important stakeholders of a business giving medication . and then when it comes to managing stakeholder relations the HR subdivision bear add bang-up strategical appraise to increase organizational perfor mance . This is because managing human race relations is implicated with formulating strategies that seek to maximize employee satisfaction in working for the organization (cited in Dess , 2007 However the traditional spot of the human resource department did not recognize the strategic value of this function because of the emphasis on the practitioner pose according to which the human resource department is confined to stringently repetitive and structured tasks However youthful disciplines in the sector have changed the dimensions of HR functionsDuring the eighties and untimely part of the mid-nineties , customers were considered to be the most important stakeholders for a business organization . However that thinking has now changed so that employees are considered to be the most important assets of an organization thus managing employee satisfaction has puzzle the top priority for the attention . This development highlights the strategic value of human resource manag ement activities since HR practices are conc! erned with managing employee satisfaction . However according to the effort study by Francis Keegan , 2006 , the direction in which HR practices are developing does not seem to be taking this out into consideration . In this respect , the growing emphasis is on business confederation with the top management in maximizing economic considerations so that concerns of managing employee well-being are relegated to line management which has no HR experience whatsoever .

This is resulting in growing distance amidst the employees and the top management and the distance is manifesting itself in outlet of practice which is affecting employee productivity . For this reason , it is critical that accredited and succeeding(a) models of HRM develop a balanced agenda to address cardinal human and economic concernsBecause of the intensely competitive nature of the groundbreaking business environment , organizations have to maintain a invariant mould of change in to sustain their competitive value . In this respect , the three generic strategies of differentiation , woo minimization and quick response have been mentioned . However these strategies can be easily copied by competing organizations . Therefore , sustainability in competitive advantage is not achieved by the implementation of these strategies . This is particularly so given the prevalence of the change of external benchmarking . By implementing this process , competitors can transfer best practices from one an different and so maximize the level of organizational performance . On the other hand , when the source of competitive adva ntage is the organizational consequence , there is ! zero possibility of transfer because cultural dimensions...If you neediness to return a full essay, order it on our website: BestEssayCheap.com

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