Human Resource Strategy Case Study Example | Topics and Well Written Essays - 2750 words

Human Resource Strategy - Case Study ExampleThis company is a worker co-op. It is one of the most exemplary companies when it comes to implementation of outmatch intrust strategies. This is because all the employees indoors the organisation ar part owners of the organisation. The organisation focuses on addressing all their requires whether in the reward section or elsewhere. On the other hand, the employees pay back these efforts through commitment and scoop performance. Best practice has formed one of the organisations key strengths.John Lewis partnership has made sure that training is part of its human resource and development efforts. This is because it realises the value of this best practice strategy. Pfeffer and Velga (1999) explain the importance of training and development of skills within any organisation. A company that takes its employees through training solidifies their contribution to the company. This is because such employees get equipped with the ability to m ake decisions in their work. On top of this, such employees have tall levels of initiative and will try their utmost best to improve their organisational contribution. Skill development is a characteristic part of the John Lewis Partnership because employees who feel the need to improve their skills are given opportunities to do so through training schemes.Youndt et al (1996) emphasise that training is one of the most fundamental spirits of best... They claim that no amount of training will contribute towards organisational development if employees are not tolerateed the permission to practice those acquired skills. This means that an organisation should try its best to grant work autonomy to its employees and to empower them through training. John Lewis has achieved this very well. In other retail companies, line managers are given minimal responsibilities. Most of them are expected to consult with higher authorities in order to decide on issues. However, the company under study has eliminated that problem by training those members of ply (so that they can have necessary skills) and then allowing them to make independent decisions. They believe that this is a form of investment into human capital since most of these employees feel valued. gibe to the Classical and Human relations approach, an organisations structure and operation are affected by certain situational factors such as technology, size and environment. However best practice advocates like Burnes (2000) came up with a contingency theory. He believes that a reward system within any company can affect the way it operates or how it is structured. Pfeffer (1994) believes that best practice companies should have a structure that places staff members into groups. Those groups should be such that they have the ability to make their own decisions. Another aspect of best practise firms is that they ought to have reward systems that are compact in nature. This implies that there should be minimal differ ences between different members of staff so that most employees within the organisation operate in a relatively independent manner with the ability to make their own decisions. John Lewis strategic capability in this aspect of structure is