HR And Organizational Strategies An Overview Of Africa

timer Asked: Feb 26th, 2019
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Question Description

This Final Group Project demonstrates your understanding and awareness of the concepts discussed throughout the semester related to the alignment of HR and organizational strategies. This week you will continue your research you began as a group in Week 7.

Generate a list of questions and issues and post them to the Groups area to discuss with the team in preparation for the Final Group Project presentation that is due.

Create one PowerPoint presentation. Underneath each slide include the notes function in PowerPoint to provide additional explanation of your key points highlighted in the slides.

Your presentation must include 2–3 slides on each of the following:

  • Highlight key strategic HRM challenges in the region;
  • Describe strategic HRM opportunities in the region;
  • Recommend HRM best practices an organization should consider to achieve a competitive advantage when operating in the region your group research;
  • Identify anticipated future challenges of the region.

All work must be in APA format. Please include a reference page. I will attach last week’s assignment for your reference.

The region that I used is Africa.

Annotated Bibliography Ki’Sha Jones Walden University Professor Preiksaitis MHRM 6605 February 26, 2019 Annotated Bibliography Adeleye, I. (2011). Theorising human resource management in Africa: Beyond cultural relativism . African Journal of Business Management , 2028-2039. According to the author, although literature points to the fact that human resources are the most strategic element for organizations, there is need to focus also on the institutional embeddedness of organizations and market needs. According to the author, political, demographic, and economic factors play a big role in determining HRM strategies across firms. This is because these factors directly influence employees across the various countries and thus the approach to human resource management is dependent on these factors in the various African nations. Africa in its self is a combination of various ethnic groups and cultures, which all infuence the nature of the strategic managemrnt. Some cultures might prefer finances as a motivations factor while other cultures might need cultivation of more trust and colaboration. Azungah, T. (2017). Strategic Human Resource Management Practices of Western Mnes in Africa: Standardization, Localization or Both? Journal of Business Studies, 17-36. The author notes that multinational corporations have a hard task of redefining their strategic human resource manageemnt practices when launching ventures in the different countries across Africa. The author also notes that African countries have different cultures and national values and will thus necessitate the use of different strategic HRM practices to be successful. The author notes that many employees in Africa would prefer a customized strategic HRM approach, one that reflects their cultures, their needs, their values, and belief in work processes. Such a strrategic HRM would ultimately appeal to the employees and thus help an organization to succeed. The author advocates for standardiation and localization as core strategic HRM interventions to guarantee HRM success in Africa. Dimba, B. A. (2010). Strategic human resource management practices: effect on performance. African Journal of Economic and Management Studies, 128-137. The purpose of this paper was to highlight the relationship between strategic HRM and company performance. The study used data from 50 multinational companies from Kenya. Organizational effectiveness was measured using interpersonal relations, product quality, and construct of image. The findings of the study found out that the two HRM driving forces that guarantee success of the firm include training and developemnt, and compensation systems. The paper however puts forward that staregic HRM is not a determinant of company success since success is dependent on many other departments apart from human resoruces department. As such, training and development of employees, and improvement in renumeration could help to improve employee efforts and input, which can steer success, but the overall HRM strategies do not guarantee firm success. Horwitz, F. M., & Jain, H. C. (2008). Managing Human Resources in South Africa – A Multinational Firm Focus. Advances in International Management, 89-123. The author notes that the struggle to access skilled, experienced, and professinal human resources continues to be a major struggle in Africa, even despite the level of education among the population rising each year. Although there is cheap labor in Africa, just like any other developing region, accessing skilled indivduals can somethimes be a challenge. Especially for the high skill professions. The author notes that there is a big labor market for casual employees because of recent retrenchments in the textile, mining, and clothing sectors. The author also notes that South Africa is a multiethnic society, and thus requires strategies that boost healthy multicultural workplaces. Application of strategic HRM practices should take note of the institutional, industry, and cultural contexts. The author notes that although globalization creates pressure for homogenization of practices globally, there is need to customize HRM practices in the case of Africa. Mtshokotshe, Z. (2018). The Implementation of Human Resources Management Strategy within Restaurants in East London, South Africa. African Journal of Hospitality, Tourism and Leisure, 1-15. According to the author, restaurants have a critical focus on human resource management because it is a croe driving factor for the success or failure of a company. The author indicates that organizations that invest less in human resource management are prone to fail in the market. the study, which utilized 220 supervisors and managers found out that there exists labor profile imbalance, which necessitates proper strategizing of policies. The findings of the study indicated that there is need for businesses to maintain the technical needs, social needs, financial considerations, and business efficiency needs for HRM strategies to be effective. The study also found that managers and supervisors across varioous restaurants have limited knoweldge on effective HRM strategies and depend on issues to steer their team forward. The author proposes that managers should advance their HRM practices and strategies to remain relevant in todays competitive world. Tessema, M. T., & Soeters, J. L. (2007). Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service. The International Journal of Human Resource Management , 86-105. The authors of this article put forward that the multifaceted nature of HRM necessitates that there should be a balance between HR policies and practices, and employee performance. The authors note that the impact of the strategic HRM policies is dependent on the political and economic environment of the country. As such, although the study was conducted in Eritrea, the application of strategic HRM policies will be different in the different nations across Africa because they all have different political and economic environments. The authors emphasize on the need to ensure that strategic HR practices are put in place to improve employee performance.

Tutor Answer

School: University of Virginia


Human Resource
(add name of the region)

Human Resource Management Challenges
• Difficulty in observing the employment laws.
• Challenges in strategic and structural changes.
• Sub-standard leadership development implementation strategy.
• The inadequate human resource training facilities.
• Dynamic technology that affect employee performance.
• Big payroll budgets that reduce revenues.

Solution to HRM challenges
• Formulation of strategy to observe federal laws.
• Adopting an effective communication channel.
• Incorporating leadership development to corporate culture.
• Recruiting senior managers...

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Good stuff. Would use again.

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