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SHRM, Best Fit model in NZB

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Introduction

Human resource management in New Zealand Breweries CONTENT page EXECUTIVE SUMMARY ......................................................3 OBJECTIVES........................................................................4 VERTICAL INTEGRATION....................................................5 HORIZONTAL INTEGRATION...............................................9 ADDED VALUE OF HR INITIATIVES.....................................11 METHODS OF MEASURING HR INITIATIVES........................12 CHANGE IN RESPONSIBILITY.............................................15 CONCLUSION....................................................................16 1.1 Executive Summary 1.1.1 This report evaluates the extent to which Human Resource (HR) strategy integrates with business strategy of New Zealand Breweries (NZB) both horizontally and vertically. Paul Iles model is adopted to illustrate the integration in NZB 1.1.2 Furthermore, HR initiatives ad mentioned in the case study is considered to determine the extent of its added value and methods to measure the added value. 1.1.3 Finally, the option on either to recruit a new HR director or hand over HR issues to line manager is evaluated and recommendation given in favour of a new HR director. 2.1 OBJECTIVES The aim of this report is: * To evaluate the extent to which Human Resource Strategy is both vertically and horizontally integrated into the Business Strategy * Examine key HR initiative and how its add value to NZB and method use in measuring it. * Recommend that NZB should recruit another HR Director after Dennis Finn moves on. 3.1 VERTICAL INTEGRATION 3.1.1 In reference to the case study, both vertical and horizontal integration is evident in NZB; however, it is evident in different degree. ...read more.

Middle

This is better called 360 degrees feedback. In Bratton and Gold's words "feedback received from different sources including peers, subordinate staff, customers and employees themselves allows for balance and objectivity". 5.4 Horizontal integration is also seen in training and team work which was adapted as a method for fostering a more participatory organisation culture * To improve the culture of the organisation 360 degree feed back process is adapted * Regular performance feed back designed to enhance their performance * Annual bonus which is related to company performance * Performance related Pay ( PRP) * Internal recruitment and promotion for career development * 13 staff were promoted * 8 staff were broadened ( given other roles to perform) * 5 staff were transferred ( including one promotion) * 6 left the company * 2 retired * 2 were made redundant 6.1 Training & development/ Career Management: 6.1.1 Training and development was the primary concern for the NZB. A training focused on teams was adapted increasing training to a minimum of 5 days per employee per year. 6.2 All these methods were adapted for more participatory organizational culture. And also Development assessments are carried out by team leaders and managers in January and February and training development starts in May at the start of a 9 to 12 month plan for each individual. ...read more.

Conclusion

(Earnshaw et al 2000) states the importance of an HR director as against line managers in NZB. 8.4 Line manager have many other more pressing priorities than managing and developing people who work for them, besides, they do not have the competence and they are also assessed by other mangers. [Gatton et al (1998) cited in Marchigton & Wilkinson 2002]. 8.5 To further support the recruitment of new HR director, (Armstrong 2000) in his view support the idea of an HR director, they should be included on the board because they are there to envision HR strategy inline with the business strategy. 8.5.1 In a similar vein, [Marc Thomson (1998) cited in Armstrong & Baron 2000] support the idea of an HR director because the competency of an HR director determines the level of HR strategy. This view however ruled out the possibility of handing over HR issues to line manager because they are not competent in formulating HR strategy. 8.6 After carefully considering the theories put forward above, NZD should recruit a new HR director after Dennis Finn move on. 9.1 CONCLUSION NZB HR strategy is more vertically integrated than horizontally, the Human resource function can be said to be performing to expectation and NZD should recruit a new HR director after Dennis Finn move on. ...read more.

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