Making Human Resources Manager a Strategic Partner: Importance and

Contributions to Company Strategies and Strategic Orientations.

Adebayo Samsudeen Opeyemi (Student ID:R1402D63064)

A Report Submitted in fulfillment of the Requirements for Course

MBALN-609, Post Graduate School, University Of Nicosia, Cyprus.

4th Of May, 2014

ABSTRACT
This report seek to present a scenario where the Human Resource
Manager of a Multi National Corporation that produces Sports apparel is
seeking to convince the top management to make him a strategic partner
. In his quest to convince them, he explained all the basis and
requirements for strategic Human resources management while also
showing the importance and contribution of Human resource
management to companys strategies and strategic orientation.
Furthermore, detailed explanations of different forms of strategies were
given and more emphasis was laid on explanation of Human Resources
Strategies. Applicable strategy for the Multi National Company was
also proposed with underlying benefits. An explicit view on High
performance Work System (HPWS) was given and illustrations on how
he will make the company benefit from HPWS through the use of its
indicators (core hr functions) were also clearly explained.
Conclusively, he gave an insight into E-HRM. Its importance and
benefits and how he will monitor its transition and challenges in the
company.

Table of Contents
ABSTRACT....2
TABLE OF CONTENTS.................................................................................. Error! Bookmark not defined.
INTRODUCTION 4
CASE STUDY A .......5
CHAPTER ONE: HUMAN RESOURCES STRATEGY.6
DEFINITION OF STRATEGY AS IT EVOLVES7
WHO IS A STRATEGIC PARTNER? ......................................................................................8
WHAT ARE REQUIRED OF HR AS STRATEGIC PARTNER .9
CHAPTER TWO: STRATEGY FORMULATION FOR THE COMPANY.10
STRATEGIC HUMAN RESOURCES MANAGEMENT10
FORMULATION OF COMPETITIVE BUSINESS STRATEGY...................................................11
STRATEGY FORMULATION PROCESS .12
HUMAN RESOURCES STRATEGY ..14
HR STRATEGY DEVELOPMENT .16
HR STRATEGY APPROACH ..17
TYPES OF HR STRATEGY ..19
CASE STUDY B 20
CASE STUDY C 21
CASE STUDY D 22
PROPOSED HR STRATEGY FOR THE ORGANISATION ..22
CHAPTER THREE: HIGH PERFORMANCE WORK SYSTEM ...24
CHAPTER FOUR: ELECTRONIC HR MANAGEMENT..28
CHAPTER FIVE: CONCLUSION.30
REFERENCES ...33

INTRODUCTION
First and foremost, I will like to appreciate the entire board of directors for
deeming me fit and worthy of your employment into this laudable organization.
My gratification knows no bound. In order to ensure effective decision making and
to be in tune with global acceptability, there is a need to make me, the pioneer
Human Resources Manager a strategic partner of this organization. Reason for this
request is not farfetched as they were clearly explained in this report. The Human
Resources Manager sustain Companys work ethic because he is the disciplinary
custodian who sees to adherence to standards by workers and either reward or
discipline for non compliance.
The first early functions of HR are known to be purely administrative that is
employment and recruitment, taking and keeping records of workers attendances,
keeping track records of over time/truancy for rewards/penalty at the end of the
month as the case may be.
The HR function has at least three identifiable roles that it can play. Its longestrunning role is the delivery of clerical and administrative services, often consisting
of satisfying legal and administrative compliance requirements. During the last
several decades HR has been encouraged to increase its activities in a second role business partner. In this role, HR is expected to implement and deliver HR
practices and services that support the organization business model and meet the
demands of managers and employees. The last ten years have seen an increasing
call for HR to take on a third role strategic partner. In this role HR is a member
of the senior management team and is directly involved in the major business
decisions of the organization, including the formation of strategy, the design of the
organization and the implementation of the business model (Lawler, Boudreau
& Mohrman, 2006). These three roles can also be thought of as corresponding to
a paradigm reflecting compliance, services and decisions, respectively
(Boudreau & Ramstad, 2007).
Human Resources Manager being a strategic partner is really necessary, because of
the reality that human capital and how it is organized are increasingly pivotal to
organization effectiveness. There is ample evidence that how human capital is
recruited, developed, organized and managed has a direct and strong influence on

organizational performance (Huselid, 1995; Lawler, Mohrman, & Benson, 2001;

Combs, Youngmei, Hall, & Ketchen, 2006).
Thus HR leaders can make important contributions to strategy development and
implementation as well as improve the quality of decisions related to strategy and
talent. (Lawler, Boudreau, 2006)
CASE STUDY A
METRO REALTY AND BROKERS NIGERIA LTD.
Metro Realty and Brokers Nigeria Limited otherwise known as MRB Nigeria Ltd
is a Construction and Property development Company situated in the heart of
Abuja Nigeria. I was opportune to work with them as a Project Manager for
2years.
The company came into being in the year 2005 which I can term as their
entrepreneurial stage focusing on survival with menial renovation works, staff
strength of less than 20 workers and no Human Resources Department.
They were able to succeed in surviving and therefore enter their communal stage
in 2008 when they have the access and financial strength to build their first
Housing Estate. During this stage, expansion and innovation is paramount for their
growth and the Board of Directors did not hesitate to employ a Human resources
Manager whose basic responsibility then is to keep staffs attendances, processing
operatives over time, processing salaries, benefits and penalties as the case may be.
As well as making sure any statutory payments are made as at when due. Then
their staff strength had risen to 250 employees and 4 managers before the decision
to employ a Human resource Manager was made. All through these periods, they
were able to develop an identity, overcome internal conflicts and scare away
competitions with their unique brand.
In 2011 with staff strength of 500 employees, 12 managers (that was when I was
recruited as a Project Manager), a known pedigree, uniqueness in delivery and
influx of more jobs with guarantee of more employments, the Board of Directors
took that bold step to make their Human Resource Manager a strategic partner.
With that, they were able to experience more growth because the Human resources

manager is involved in any decision to be made and for an organization whose

growth is directly proportional to their human capacity management, the presence
of HRM at every decision making meeting cannot be ignored. Being a Project
Manager, am always part of the decision taker and times without numbers I do
appreciate the presence of the HRM in our meeting not only because it speed up
our tasks but also the fact that he gives us direct point of other being the Manager
of the employees. His formulated HRM strategies really helped us in
synchronizing many steps necessary for improved growth.
I shall elaborate on this in the course of this report
With the significant developments witnessed till date by the Company, they have
never regretted making that decision.
In lieu of the above case study, I will implore The Top Management to consider
taking this historic step in other to take our company to the next level faster than
we expected.

CHAPTER ONE: HUMAN RESOURCES STRATEGY

DEFINITION OF STRATEGY AS IT EVOLVES
Strategy can be viewed as a set of coordinated choices and actions.
Strategy is the determination of the basic long-term goals and objectives of
an enterprise, and the adoption of courses of action and the allocation of
resources necessary for carrying out those goals Chandler ( 1962 cited in
Armstrong, 2006 p. 19)
Strategy is a set of fundamental or critical choices about the ends and
means of a business Child ( 1972 cited in Armstrong, 2006 p. 20)
Strategy is concerned with long term direction and scope of an organization
over the longer term ideally, which matches its resources to its changing
environment, and in particular, to its markets, customers and clients to meet
stakeholder expectations Faulkner and Johnson (1992 cited in Armstrong,
2006 p. 20)
Strategy is the direction and scope of the organization over the longer term
ideally which matches its resources to its changing environment, and in
particular, to its market, customers and clients to meet stakeholder
expectation Johnson and Scholes (1993 cited in Armstrong, 2006 p. 20)
Business strategy is concerned with the match between the internal
capabilities of the company and its external environment Kay (1999 cited
in Armstrong, 2006 p. 20)
In my own view, I will go with the definition given by Kay (1999 cited in
Armstrong, 2006 p. 20) because of its elaborative and all encompassing
nature.

WHO IS A STRATEGIC PARTNER?

A strategic partner simply put can be said to mean a stakeholder in decision
making and day to day running of the organization. The benefits of making me a
strategic partner are:

To increase productivity of the labor force and thus, profitability of the

organization
Competency and talent management
Onset of information technology and the vast amount of knowledge used in
the course of the activities of organizations
The changing business environment
Enhancement of competitive advantage through the alignment of human
resource strategies to the overall business plan.
Employees are expensive, and good leadership/management maximizes the
value of organizations investment in people. (Strategic Human Resources
n.d, online)

What are required of HR as Strategic Partner

These are among the important ones.

Recruiting the right employees. Align corporate values to your recruitment

strategy.

Well-developed competencies of the workforce, and their relevance to

organizational core business.

Participative culture where HR initiatives fully support the overall strategic plan.

Effective use of information technology.

Effective leadership through appointment of the right HR Head.

Identification of human resource practices that make HR as strategic partner,

namely, serving the business needs of your organization. Discard ineffective HR
practices that do not contribute to the success of your organization.
(Strategic Human Resources n.d, online)

CHAPTER TWO: HR STRATEGY FORMULATION FOR THE

COMPANY
In a bid to drive home the necessity of making me a strategic partner, I will explain
a strategy I have formulated based on my rigorous, advanced study and digestion
of the history of our company, its core values, growth, organizational strategy and
strategic orientation. But before I do, let me explicitly take you through strategic
human resource management and its context.
Strategic Human Resources Management is the Proactive management of
the employees of a company or organization. Strategic human resource
management includes typical human resource components such as
hiring, discipline, and payroll, and also involves working with employees in
a collaborative manner to boost retention, improve the quality of
the work experience, and maximize the mutual benefit of employment for both the
employee and the employer.(Business Dictionary, n.d, online)
Strategic Human Resources Management focuses on actions that differentiate
the firm from its competitors (Purcell, 1999)
From a Human resource management perspective, there are actually two
types of strategy
1. Competitive business strategy, This basically anchor on choices and
actions about how to meet the demands of customers
2. human resource strategy, This, on the other hand, focuses on
choices and actions regarding the management of people within the
organization

FORMULATION OF COMPETITIVE BUSINESS STRATEGY

Competitive business strategy can be formulated by constantly scanning the
business external and internal environment
Assessing the External Environment.
An external environment :Include all the Conditions, entities, events,
and factors surroundingan organization that influence its activities and choic
es, and determine its opportunities and risks. Also called operating
environment (Business Dictionary, n.d, online).
An Internal environment is the opposite of external environment which
can be termed to mean: The conditions, entities, events, and factors within
an organization that influence its activities and choices, particularly
the behavior of the employees. Factors that are frequently considered part of
the internal environment include the organizations mission
statement, leadership styles, and its organizational culture (Business
Dictionary, n.d, online).

Organizational strength (which is the capacity to resist force and

pressure) correlative to the external environment.

Weaknesses: These are the negative aspects of both the external

and internal environment that are under the control of the decision
taker (Business Dictionary, n.d, online). (In this case our Top
Management)
Opportunities and threats: Which are: agents, factors, or forces in
an organizations external environment that are out of its control, and
can directly or indirectly affect is chances of success or failure. While
a clear understanding of both is critical to strategy formulation,

opportunities, which are the favourable conditions, are easier to

control than threats which are termed as all other elements that are
unfavourable (Business Dictionary, n.d, online).

The analysis of all these is what is diagnosed by SWOT ANALYSIS.

INSIGHT INTO SWOT ANALYSIS.
SWOT analysis is a straightforward model that analyzes an organizations
strengths, weaknesses, opportunities and threats to create the foundation of a
marketing strategy. To do so, it takes into account what an organization can and
cannot do as well as any potential favorable or unfavorable conditions related to
the companys products or services. (Business Dictionary, n.d, online)

STRATEGY FORMULATION PROCESS

In formulating a strategy, there are stepwise approaches which entail:
1. Information sourcing
2. Information Analysis and Decision Making
3. Decision implementation

HUMAN RESOURCES STRATEGY

Human resources strategy can be defined as those choices of actions that set out
what the organization intends to do about its human resource management policies
and practices, and how they should be integrated with the business strategy and
each other (Armstrong 2006,p.37). They enable the organization to measure
progress and evaluate outcomes against objectives (Armstrong 2006,p.38).
The two basic types of strategies are overarching strategy and specific strategy
(Armstrong 2006,p.38).
Overarching strategies describe the general intentions of the organization about
how people should be managed and developed and what steps should be taken to
ensure that the organization can attract and retain the people it needs and ensure so
far as possible that employees are committed, motivated and engaged (Armstrong
2006,p.38).
AS given by (Armstrong 2006,p.40), specific strategies set out what the
management intends to do in areas such as:
Talent Management: An organizations attempts to recruit, keep,
and train the most gifted and highest quality staff members that they can
find, afford and hire. Talent management gives business managers an
especially important role to play
in recruiting, developing and retaining desirable staff members.
Continuous Improvement: Allowing a sustained incremental innovations
over a period of time.

 Knowledge Management: Strategies and processes designed to

identify, capture, structure, value, leverage,
and share an organizations intellectual assets to enhance
its performance and competitiveness. It is based on two critical activities: (1)
capture and documentation of individual explicit and tacit knowledge, and
(2) its dissemination within the organization.
Resourcing: Winning over and retaining high class people.
Learning and developing: Providing an enabling environment where
employees are motivated to learn and develop
Reward: Scheme to support and reinforce desirable behavior, such as wage
rate that increases with the productivity of the worker.
Employee relation: Communication between management and employees
concerning work place decisions such as grievances, conflicts, problem
resolutions, unions, and issues of collective bargaining
For HR strategy to be effective, it must achieve what it sets out to achieve such
as:
The business needs for which it is formulated must be satisfied
Must be premised on detailed analysis and study
Takes account of the organization, its stakeholders and all parties
Must be actionable and ready to be implemented.
Must be coherent and integrated, being composed of components that fit
with and support each other.
(Armstrong 2006,p.42).

HR STRATEGY DEVELOPMENT
According to Gratton ( 2000, cited in Armstrong 2006, p.52) there exist a six-step
approach towards the development of HR strategies which are:
Build the guiding coalition involve people from all parts of the business.
Image the future create a shared vision of areas of strategic importance.
Understand current capabilities and identify the gap establish where the
organization is now and the gap between aspirations for the future and the
reality of the present.
Create a map of the system ensure that the parts can be built into a
meaningful whole.
Model the dynamics of the system ensure that the dynamic nature of the
future is taken into account.
Bridge into action agree the broad themes for action and the specific issues
related to those themes, develop guiding principles, involve line managers
and create cross-functional teams to identify goals and performance
indicators.
Strategy formulation has no one right way approach. The different approaches to
strategy formation reflect different ways to manage change and different ways to
bring the people part of the business into line with business goals. Tyson and
Witcher (1994 cited in Armstrong 2006, p.52)

HUMAN RESOURCES STRATEGY APPROACH

There are three basic approaches to Human resources strategy as given by Delery
and Doty (1996 Cited in Armstrong 2006, p.53) which are:
The universalistic approach, the contingency approach and the configurational
approach
The Universalistic ApproachThis seeks to identify the best practices for all organizations to follow. This was
renamed by Richardson and Thompson (1999) as Best Practice
The universalistic perspective posits the best of HR practices, implying that
business strategies and HRM policies are mutually independent in determining
business performance Budhwar and Aryee (n.d).

THE CONTIGENCY APPROACH

The contingency approachemphasizes the importance of ensuring that HR
Strategies are appropriate to the circumstances of the organization, including its
culture, operational processes and external environment (Armstrong 2006, p.55).
Also renamed as Best fit by Richardson and Thompson (1999)

The contingency perspective emphasises the fit between business strategy and
HRM policies and strategies, implying that business strategies are followed by
HRM policies in determining business performance Budhwar and Aryee (n.d).

THE CONFIGURATIONAL APPROACH

This is also known has bundling. Richardson and Thompson (1999 cited in
Armstrong, 2006, p.56) commented that a firm with bundles of HR practices
should have a higher level of performance, providing it also achieves high levels of
fit with its competitive strategy.
Also, Dyer and Reeves (1995 cited in Armstrong 2006,p.56)) note that: The logic
in favour of bundling is straight forward. Since employee performance is a
function of both ability and motivation, it makes sense to have practices aimed at
enhancing both.

TYPES OF HUMAN RESOURCES STRATEGY

There are four human resource strategies commonly used by organizations.
Loyal Soldier
Bargain Laborer
Committed Expert
Free Agent

LOYAL SOLDIER
This strategy postulates that company should employ workers early in the
career,retain employees who does whatever the company request of them. Work is
designed in other for workers to have diversified functions as they also perform
different tasks.
Workers are employed based on their ability to fit into the cultural environment of
the company and also their propensity to become loyal workers. Companies are
committed to employees as a result of the expected long term benefit and therefore,
they embrace their social responsibilities to their employees. This compensation
includes and not limited to long term incentives, promotional benefits and pension
schemes. Employees are more stable with company which is a criteria for
establishment and sustenance of Workers union. (Majmaah University n.d.,
online)

Case Study B: B. Stabilini & Company Ltd

B Stabilini and Company Limited is an Italian Company established in Nigeria in

the 1960s that deals in Building and Civil Engineering Works. I was opportune to
work with them in 2010 as a Quantity Surveyor. The most interesting and laudable
part of them is they take in employees, train and retain them to continually perform
tasks delivery based on what they were trained. Swift compensation plan and
career paths are laid down for employees that show dedication and commitment.
Although I had a short stint with them based on my decision to move ahead, but
over 50 % of their work force have spent not less than 10years while another can
boastfully say they are in their 20years of dedicated service. This is not to say all
the employees are perfect all the way, but dismissal or retrenchment is never their
first option of disciplinary action.

BARGAIN LABOURER
In this form of HR Strategy, prominence is placed on recruiting employees who
do not demand high wages. Works are design in such a way that managers can
strictly control employees efforts. An easy to learn clearly defined tasks are given
to each employee. Since the concept behind this approach is short term, little
emphasis is placed on employees long term needs. They are only recruited to and
hired to perform simple tasks that are easy to learn. (Majmaah University n.d.,
online)
Any organization that embraces this human resources strategy does not provide
careers with clear path for promotion and advancement. There are no formal
measures for performance appraisal but only based on day to day feedbacks.
The only available trainings are basically on the job instruction towards specific
task completion. There are little or no benefits and long term incentives.

Compensations are frequently based on hours worked. Formation of labour union

in such organization is very rare due to the nature of employee recruitments
CASE STUDY C: PREMIER HOTEL
Premier Hotel is one of the oldest Hotel in Nigeria situated in Ibadan, Oyo state
Nigeria. With over 40 years of dedicated service delivery to their customers, over
90percent of their employees are on short term employment status. This is so
because majority of the core service delivery employees do not require any
expertise in their task and therefore make them vulnerable to sack and replacement.
Hence, most times dismissal and retrenchment is always the first point of
disciplinary action.
COMMITTED EXPERT
The main idea behind this type of strategy is to recruit and retain employees who
specialize in performing certain tasks. Also, work is design in such a way that
freedom of innovation and work execution mode is granted to employees.
Employees are only deemed employable only when they are seen to potentially fit
into the companys organizational structure and their ability to become experts in
particular areas. Key notes about Committed Expert Strategy
CASE STUDY D: NIGERIAN BANKING SECTOR
In Nigeria, banking sectors can be said to use this strategy. They massively recruit
employees and send them on training of not less than six months after which they
are redeployed to be an authority in specialized tasks.

FREE AGENT HR STRATEGY

The logic here entails recruitment of people with vast knowledge of the expected
tasks. This will help to avoid the waiting time of excessive training in the tasks to
be done. Employees here are professional and are therefore given freedom and free
will to make decisions on how their intended tasks will be carried out. It is
pertinent to note that long term commitment or strong attachment does not exist. It
is strictly short term base with no career path whatsoever.

PROPOSED HR STRATEGY FOR THE ORGANISATION

Having studied the modus operandi of this organization, the mission statements
and projections towards achieving greater goals, I hereby propose a
COMMITTED EXPERT STRATEGY. As clearly defined in the explanation
above, committed expert suits our mode of operation. Illustratively, ours is a
company that produces sports apparel known throughout the whole world. Our
employee base should reflect affinity to deliver with little or no supervision owing
to our continuous customer demand. With this strategy, we can easily recruit
employees, train them on specific tasks that will reflect our sports apparel
production stage. After the training, they can then be redeployed to head sections
that show task continuity towards our product delivery.
With our worldwide expansion plans, such employees can be sent to new branches
so that they can transfer the imparted knowledge into new set of employees to be
recruited.
JUSTIFICATION FOR CHOSEN STRATEGY
As we all know the threats posed by our competitors in the sports apparel Industry,
it is high time we reviewed our business strategy. This is the time to embrace
differentiation business strategy. This is the production of goods and services
that are superior to those produced by the competitors. By so doing, we will be
creating a unique value that our esteemed customers will be willing to pay more.
By embracing this business strategy, then the number one constraint is TIME. We
have to seek to produce these set of new products within limited time to ensure we
are well ahead of competitors which automatically means we cannot afford to
embrace a LOYAL SOLDIER HR Strategy. Also the need to keep our innovations
and ideas within the company means we cannot afford to embrace BARGAIN
LABOURER or FREE AGENT HR Strategy. Only COMMITTED EXPERT
Strategy can guarantee fast, secretive and quality goods and services delivery.

I will hereby implore top management to kindly see reasons with me.
Also I will want to discuss significant impact of HRM in organizational
development and achievement.
Once again, I will appreciate the decision of the management to recruit a Human
Resource Manager because no world renowned organization perform exceedingly
well without a strong HRM. This is because HRM guarantees High Performance
Work System which aim to impact on performance through people by the use
of such practices as rigorous recruitment and selection procedures, extensive and
relevant training and management development activities, incentive pay systems
and performance management processes. (Majmaah University n.d., online)

CHAPTER THREE: HIGH PERFORMANCE WORK SYSTEM

As the Human Resource Manager of this company, I will ensure a High
Performance Work System through the under-listed methodologies:
Work Design: I will make sure there is a perfect work place arrangement that has
the objective of overcoming employee alienation and job dissatisfaction that comes
about from mechanical and repetitive tasks in the workplace. This will boost
productivity because it will offer employees non monetary rewards like satisfaction
from greater sense of personal achievement.
Job Analysis: Detailed examination of the (1) tasks (performance elements) that
make up a job (employee role), (2) conditions under which they are performed, and
(3) what the job requires in terms of aptitudes (potential for
achievement), attitudes (behavior characteristics), knowledge, skills, and the
physical condition of the employee. Its objectives include (a) determination of the
most efficient methods of doing a job, (b)enhancement of the employee's job
satisfaction, (c) improvement in training methods, (d) development of
performance measurement systems, and (e) matching of job-specifications with
the person-specifications in employee
selection. Comprehensive job analysis begins with the study of
the organization itself: its purpose, design and structure, inputs and outputs,
internal and external environments, and resourceconstraints. It is the first step in a
thorough understanding of the job and forms the basis of job
description which leads to job specification. Also called human resource audit, job
study, or occupational analysis. See also activity analysis, performance analysis,
and task analysis. (Business Dictionary n.d., online)
Recruitment: I will make sure our recruitment process is fair and that only those

that imbibes or organizational cultures, fit and potentially trainable are employed.
Unnecessary cost of hiring shall be avoided.
Retention: In avoiding the cost of undue hiring, retention of employees needs to
be embraced. In doing so, I will ensure only fit, promising and recommended
employees are retained
Separation: Consequently, only erring staffs recommended for termination shall
be separated. Retrenchment shall not be based on misjudgment or bias.
Performance Management: This is known as an assessment of employees
towards predetermined goals. I will ensure a fail proof performance indicator to
fairly monitor individual employee performance. By so doing, their input into the
organization will improve since they will be guaranteed fair assessment.
Training and Development: This is the official ongoing educational activities
within an organization designed to enhance the fulfillment and performance of
employees. Time to time workshops for enhancing service delivery of employees
shall be organized on departmental basis. This will axiomatically boost
productivity.
Compensation: Compensation plan aimed at rewarding dedication to service,
quality service delivery and punctuality shall be established. Direct benefits (such
as salary, allowances, bonus, commission) and indirect benefits (such
as insurance, pension plans, vacations) shall be introduced and sustained to
discourage employees turnover
Employee Relation: As previously explained, I will ensure a solid and flexible
Employer- Employee relationship. With support from the Administrative
department, I will create an avenue for ease of conflict resolution among
employees and even compensation plan for a hitch free employee business year.

With all these, I can guarantee increase in productivity which will also propel the
companys financial stand in the long run.

CHAPTER FOUR: ELECTRONIC HUMAN RESOURCES

MANAGEMENT

EXTRACTS FROM SCHOLARLY DEFINITIONS AND SUBMISSIONS

ON E-HRM
(Grege, 2009) the electronic human resource management is one of the most
important modern managerial methods and strategies to make a change, develop,
and achieve the competitive advantage.
(Al-Kurdi, 2010) defines the electronic human resource as a new managerial
methodology based upon the comprehension and conscious use of the information
and communication techniques in accomplishing the basic jobs of management and
developing human resource.
(Al-Kurdi, 2010) also defines it as the employees job and responsibilities
fulfillment that is required by the organization that he works in, means the results
that he achieves in the organization, the performance concept also indicates the to
the results defining the behavior, and so the positive performance is desired
defining result of behavior and on the other hand the negative performance is an
undesired defining result of behavior.

The electronic Human Resources Management Concept

The electronic human resource management is defined as a new managerial
methodology based on comprehending and the conscious use of information &
communication techniques in handling the basic assignments of managing &
developing human resource.
Electronic human resource is considered a new pattern of thought and managerial
practicing that adopts the age of fast variable changes, contains its renewable
techniques, applies its effective mechanisms and invests in its information &

communication techniques that achieves its functions , the most important

specifications of the electronic human resource management resembles in:
- adopting the concepts of ( strategic management ) from the side of blurred vision
,the essential message of the organization and the positive handling with the
Surrounding external and internal environment, goal defining strategy for the
human resource management.
- Immediate & positive response with the transformations in the work market and
the necessary developments in the structure of human resources management ,
amending the methods & the attraction plans ,in addition to the suitable selection
process which is applicable with those transformations.

BENEFITS OF E-HRM
1 - Financial cost savings
2- Decreasing the amount of written & paper work.
3- Decreasing the needed time to accomplish transactions from days to minutes.
4- Easing the pressure that could happen as a result of aligning in waiting rows is
efficiently achieved.

From the scholarly studies shared above, as the HRM of this laudable organization,
I will start a transition plan that will enable us swiftly shift to E-HRM so that all
those afore-mentioned benefits will not elude us.

The major challenge faced by E-HRM is acceptability and inertia to shift.

Acceptability in the sense that most people are already used to the existing system
of human resources management and therefore will find it difficult to embrace this
trending system of E-HRM.
I will organize workshop to enlighten both management and staffs on the benefits
of using E-HRM earlier enough. This will raise their orientation level and makes a
considerable increase in acceptability level.

CHAPTER FIVE: CONCLUSION

In light of the above report, I will once again implore the top management to, in
the interest of companys continuous growth, innovations and fast tracked
developments; consider making me a strategic partner. I pledge my continuous
dedication to service. Thank you.

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