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Relationship Between Strategy and HR Plan

The document discusses overlaps between strategic planning in human resources and strategic management tools in public organizations. It analyzes the applicability of value chain analysis and stakeholder analysis as strategic tools in public sectors. While these tools are useful, careful adaptation is needed when applying private sector models in public sectors. The document also examines human resources as a strategic resource for organizations and how human resource planning fits into strategic planning, though it is not fully utilized in all organizations due to limitations. It concludes that value chain analysis can provide a useful framework for assessment when adapted to public sector characteristics, and stakeholder analysis may not be suitable for constantly changing public organizations.

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Lelouch Lamperouge
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88 views4 pages

Relationship Between Strategy and HR Plan

The document discusses overlaps between strategic planning in human resources and strategic management tools in public organizations. It analyzes the applicability of value chain analysis and stakeholder analysis as strategic tools in public sectors. While these tools are useful, careful adaptation is needed when applying private sector models in public sectors. The document also examines human resources as a strategic resource for organizations and how human resource planning fits into strategic planning, though it is not fully utilized in all organizations due to limitations. It concludes that value chain analysis can provide a useful framework for assessment when adapted to public sector characteristics, and stakeholder analysis may not be suitable for constantly changing public organizations.

Uploaded by

Lelouch Lamperouge
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Overlaps between human resources’ strategic planning and

strategic management tools in public organizations


Abstract

Planning develops a foundation for management elements and a process that


organizations combine all their activities and efforts related to their intended purposes, the way
to achieve them, and how to pass these ways. The aim of this paper is to present scientific
research about the applicability and efficiency of two strategic management tools including the
analysis of value chain and stakeholder analysis in the public organizations and to suggest that
strategic tools such as value chain analysis used in public organizations need to adapt themselves
to presupposed conditions in order to maximize the effect of them for understanding the
conditions. These studies suggest that the strategic analysis of relations that make up all or part
of organizations’ values is less important if their complex relationships are mutually
interdependent and unclear. This study tries to apply two models including value chain analysis
and stakeholder analysis in the similar way to show that how strategic understanding increases as
result of coexistence. Therefore, management should have a proper planning for its all resources.
One of these resources which is strategic for organizations is human resources which are the
important component for strategic planning. Some factors have caused a new approach in the
strategic human resources’ planning, however; this kind of planning is not used completely in
organizations due to some limitation

Introduction

The use of strategic tools in the private sectors has a long history illustrates their
usefulness in strategic domain (Frost 2003; Hussey 2002; Orndoff 2002; Poister, 2005; Sharma,
1999). It also sheds more light on context specificity of such tools and their migration from the
private to the public sector. The necessity for the careful adaptation of standardized private
sector models when applied in the public sector is demonstrated in this work. Effective strategic
management in public sectors requires the application of private sector’s tools in public sector’s
activities which is often measured against target outcomes (Al Hijji, 2014; Yu, 2003).

Concluding Remarks

They found out that Human resource is the most valuable factor of production and the
main source of competitive advantage. Humanistic factor is considered as a strategic resource for
organizations; therefore, human resource planning is a part of strategic planning. The foundation
of Human resource planning is recognizing the assumptions that decision makings are based on it
and in the case of proper prediction and good judgment the expected goals realize. Recognizing
the present external and internal conditions or SWOT which affecting the organization's
activities in order to face the future is the subject of investigating in strategic planning realm.
Therefore, evaluation of different pattern and models of human resource planning and making
optimal use of them in organizational planning will be fruitful. Strategic analysis requires the
comprehensive understanding of the communications network around particular issues. The
value chain and stakeholder mapping analyses have been used historically to enable researchers
to understand the present alliance. Value chain analysis provides a comprehend useful
framework for strategic assessment. Value chain and stakeholder mapping analyses help to reach
a better understanding of the fitness between an individual’s value system and a perceived
organizational value system. They can lead to a greater sense of ownership, political welfare, and
governmental performance in local communities. Next, the continuous adjustment and
monitoring of available models are not always appropriate strategy. Stockholder mapping is not a
good technique in constantly changing, emerging, and evolving public organizations, while it is
important for value chain analysis to adapt itself. Private sector strategists should not assume that
the strategic techniques and business models have grown without any effort in public sector
organizations and public sector managers need to fully understand how a strategy acts before
considering environmental characteristics.
References

Al Hijji, K. Z. (2014). Strategic management model for academic libraries. Procedia - Social &
Behavioral Sciences, 147, 9–15.

Barley, S. R., Freeman, J., & Hybels, R. (1992).Strategic alliances in commercial biotechnology.
In N. Nohria & R. G. Eccles (Eds.), Networks and organizations (pp.311–347). Cambridge, MA:
Harvard University Press.

Bryson, J. M. (1995). Strategic planning for public and non-profit organizations. San Francisco,
CA: Jossey-Bass.

Cong, X., & Pandya .K. (2003).Issues of knowledge management in the public sector. Journal of
Management Studies, 39(1), 25–32.

Decenzo, D.A., & Robbins, S. P. (1999). Human resource management. New York: John Wiley
&Sons.

Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston, MA: Pitman.

Harrison, R. (1993). Human resource management issues and strategies. New York: Addison-
Wesley.

Hinterhuber, A. (2002). Value chain orchestration in action and the case of the global
agrochemical industry. Long Range Planning, 35(6), 615– 635.

Walters, D., & Jones, P. (2001). Value and value chains in healthcare: A quality management
perspective. TQM Magazine, 13(5), 319–33.

Wilkinson, I.F., & Young, L. C. (1994). Business dancing: The nature and role of inter-firm
relationships in business strategy. Australasian Marketing Journal, 2(1), 67–79.

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