Write an analysis on the strategic role of human resources in creating and then sustaining an environment in which your organization will thrive.
The human resource department is a crucial department, which is responsible for the conceptualization, development and sustenance of an optimum work environment and high degree of productivity. The leaders of the organization should strive for optimum utilization of the organizational resources and striving for continuous development (Epstein & Buhovac, 2014). The aim of the organizational leaders should be to push the organization to the topmost position in the global market. The organization- Coca Cola is selected for the purpose of this study. This paper would perform a detailed analysis of the strategic role of the human resources personnel in the process of creating and maintaining excellent work standards.
The human resource department in Coca Cola helps the organization in the implementation of sustainable business practices (Karnani, 2013). There are several critical success factors for every organization, which drive the sustainable business dynamics of the organization. The human resource department plays a critical role in the improvement of the critical success factors (Rummler & Brache, 2012). This is described below-
Coca Cola have diverse employees working in the organization for fulfilling the common goals of the organization (Ulrich, 2013). The human resource department should be aware of the individual citizenship behaviors. The individual behaviors of the employees, which influences the overall functioning of a particular organization is known as organizational citizenship behavior (OCB) (Borman & Motowidlo, 2014). The individual behavior is neither explicitly mentioned in the job description nor it is specified in the employment contract. The individual behavior is a personal choice and it depends upon the individual to behave in a particular fashion. The OCB is considered to be beneficial for the organization as it enhances the efficiency, ability to attract as well as retain talented employees and the ability for organizational transformation (Arthaud-Day, Rode & Turnley, 2012). The human resource managers should identify OCB and strive for the maximum utilization of the same.
There are a lot of domains in which the HR plays strategic roles in Coca Cola. The various issues and domains of the organization are discussed below along with the role of HR in each of these domains-
The organization Coca Cola, should strive for quick adaptation to the changing internal and external environment. The leaders should identify the requirement for change, define the change, develop a suitable action plan, deliver the change process and sustain the change (Rummler & Brache, 2012). The HR should devise monitoring mechanisms that reviews the implemented changes (Ulrich, 2013). It is also important to document the various knowledge management systems and make sure that the information is accessible to the new employees as well as existing employees. The leaders should ensure maximum workplace productivity so that the end objectives of the organization are met (Rummler & Brache, 2012).
The HR leaders should invest in workforce planning and talent analytics (Ulrich, 2013). The talent analytics comprises of the collaboration of the analytics and reporting teams in the compensation, recruitment, leadership and learning job roles. The leaders should engage in efficient planning of the work environment and the formulation of suitable HR strategies (Rummler & Brache, 2012). HR
The HR personnel of Coca Cola should engage in the process of change management in the organization (Rummler & Brache, 2012). The existing processes should be revamped and remodeled so that it meets the organizational objectives. The policies should be formulated in such a way that Coca Cola remains ahead of the competition in the global market. The changes should be rapid and should satisfy the critical success factors of the organization.
Conclusion
The human resource job roles are not an annual process and should be done once in every year. It is one of the dynamic job roles that need to be addressed by the human resource managers. The human resource plays an important role in creating a professional environment. The rules and policies of the organization should be formulated in such a way that it satisfies the interest of both the organization and the individual employees. The organization should strive to be the most popular and should possess excellent brand image in the market. The organization should strive to be one of the global leaders and this is possible only through the betterment of the human resource policies.
References
Arthaud-Day, M. L., Rode, J. C., & Turnley, W. H. (2012). Direct and contextual effects of individual values on organizational citizenship behavior in teams. Journal of Applied Psychology, 97(4), 792.
Bal, P. M., Kooij, D. T., & De Jong, S. B. (2013). How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50(4), 545-572.
Borman, W. C., & Motowidlo, S. J. (2014). Organizational citizenship behavior and contextual performance: A special issue of human performance. Psychology Press.
Brooke, E., Taylor, P., McLoughlin, C., & Di Biase, T. (2013). Managing the working body: active ageing and limits to the ‘flexible’firm. Ageing and Society, 33(08), 1295-1314.
Datta, P., & Roumani, Y. (2015). Knowledge-acquisitions and post-acquisition innovation performance: a comparative hazards model. European Journal of Information Systems, 24(2), 202-226.
Epstein, M. J., & Buhovac, A. R. (2014). Making sustainability work: Best practices in managing and measuring corporate social, environmental, and economic impacts. Berrett-Koehler Publishers.
Karnani, A. G. (2013). Corporate Social Responsibility Does Not Avert the Tragedy of the Commons–Case Study: Coca-Cola India. Ross School of Business Paper, (1210).
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366-391.
Kolb, D. A. (2014). Experiential learning: Experience as the source of learning and development. FT press.
Mowday, R. T., Porter, L. W., & Steers, R. M. (2013). Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic Press.
Rummler, G. A., & Brache, A. P. (2012). Improving performance: How to manage the white space on the organization chart. John Wiley & Sons.
Ulrich, D. (2013). Human resource champions: The next agenda for adding value and delivering results. Harvard Business Press.
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