Strategic Management/SLP-1

Strategic Management/SLP-1



Strategic Management/SLP-1


Maverick’s case completely tackles the issue of human resource within the greater platform of aligning business strategies. The major courses, as cited in the case text, directly link to the functions of human resource practices as well as personnel attributes. As far as this is concerned, the Maverick case talks about the exact setbacks of human resources practices and their effect on the realization of organizational strategic goals. In other words, the case deals with precisely the fundamental areas in which the main stakeholders fail to realize their responsibilities in strategic development. In particular, the human resource department has an inclination to concentrate on their administrative tasks, exhibit undesirable competencies, an absence of an industrial structure for strategic evaluation, and lack synchronization with other business departments. This examination claims asserts that human resources workers should implement administrative and strategic responsibilities in the same manner. Additionally, they should establish organizational legitimacy and contribute greatly towards improving corporate culture.

Key Issues, Major Roles, and Responsibilities

One of the major problems at Maverick Energy is that the strategic planning is misaligned with the human resources department. The human resource department has the dual functions of strategic efficiency as well as the administrative competence of which the latter is most important. The administrative duties within most conventional organizations include selection and training of employees, personnel evaluation, and reimbursement. Choosing to favor one over the other is a problem that affects the organization in different ways although very few establishments realize that both are necessary (Johnston & Bate, 2013). A related issue within human resources is the high level of low productivity, ineffectiveness, and expensive.The enhance HR responsibilities demandan attitude change among the personnelin the department. Additionally, it demandsthat the management transforms their expectationsof the HR department. The department can only improve its reputation by ensuring that management can show faith in the HR as far as their contributiontowards the strategic achievement is concerned.

Responsible Entities

            In the discussion of aligning human resources with strategic planning, several key stakeholders exist that are responsible for influencing the situation. On the one hand, administrative agencies are responsible for ensuring that the core organizational tasks are performed. These duties include daily activities that ensure the organization runs as well as the specific departments and their prescribed basic obligations. The next entity is the human resource department that has the major roles of selecting and recruiting employees to work in the organization (Buller & McEvoy, 2012). Therefore, this body is useful as it determines the quality of the employees as well as the level of success within the organization. Apart from this, human resources department is also responsible for ensuring safety standards in the organization as well as determining compensation and additional benefits.

Suggestions for Improvement

If HR surpasses its conventional administrative role, the organization can enjoy significant changes. One of the proposed solutions towards aligning strategy with the human resource is to acknowledge that the human resources and its responsibilities are a strategic advantage, rather than the conventional administrative role of being a cost center, concentrated on conformity. This executive function operates on efficiency and represents a commodity (Johnston & Bate, 2013). It is necessary for the administrative attitude to change and increase its emphasis on value creation. Human resources must initially acknowledge that they have to play a strategic role while management can sustain human resources by integrating HR into the strategic planning efforts (Johnston & Bate, 2013).

The next proposed solution is that human resources must acknowledge its administrative functions while equally growing its reach towards a strategic function. One of the ways of achieving this is allowing human resource personnel to concentrate on strategic efforts involves outsourcing administrative duties to third-party agencies and private organizations. It is impossible for human resources to completely abandon the administrative duties but it is necessary to reduce their burden considerably (Buller & McEvoy, 2012).

The last proposed solution for improving the human resources department involves increasing the abilities of the human resource personnel. Competence within the Department demands that it have the appropriate people in place to implement the strategic initiatives. Human resources have to establish the competencies and capacity necessary for it to become a strategic contributor. Impressive HR workers have to develop their business knowledge and financial skills (Purce, 2014). Additionally, workers have to award more attention to technological demands with the intention of reducing repetitive administrative duties in addition to accessing information about the labor force. Facilitated by technology, human resources can increase their contributions towards the strategic roles (Buller & McEvoy, 2012). Armed with the proposed skills, human resource departments will acquire their goals and increase their strategic involvement.Human resources are a central function of the organization that plays several roles. In the process, the issue of aligning human resources with strategic planning emerges. It is necessary to implement several measures that can streamline the personnel and management attitudes. Even more significantly, it is necessary that these two aforementioned entities should change their attitudes concerning administrative duties. Making the change to embrace new approaches can greatly improve the performance of the human resource department tremendously.


Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.

Johnston, R. E., & Bate, J. D. (2013). The power of strategy innovation: a new way of linking creativity and strategic planning to discover great business opportunities. AMACOM Div American Mgmt Assn.

Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

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