Strategic alignment between HR and organizational strategy, both horizontally and vertically, is achieved by supporting practices. Notions of strategic alignment have their roots in contingency theories of strategic HRM. An HRM contingency framework is one in which HRM policies and strategies are related to the underlying organizational strategy and in which alignment of HRM practices are contingent upon both the internal and external environments in which the organization operates. This theory emphasizes vertical alignment, the integration of HR strategies with organizational strategy.
In addition, organizations want to adopt practical HR practices that have the potential to attract, motivate, and retain key talent and create a competitive advantage while aligning with their strategic goals. For this paper, please use the following scenario:
An organization’s staffing polices emphasize hiring at entry levels. They have a strong focus on training and promoting from within. Consider the benefits and potential challenges, such as the internal staff’s skills not being at the level to successfully meet the organization’s strategic goals.
1. When might these “best practices” from the scenario be beneficial when an organization wants to increase its competitive advantage, and when might it hurt its competitive advantage?
2. What theories and/or frameworks of strategic HRM might be applied to the scenario for an HR professional to be successful in implementing the scenario on a practical level? Be specific and provide examples.
Please use The Resource Based View (RBV) theory
Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304–313.
Kraaijenbrink, J.-C., Spender, J., & Groen, A. J. (2010). The resource-based view: A review and assessment of its critiques. Journal of Management, 36(1), 349–372.
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