The purpose of this paper is to answer questions following Case 26 (Nkomo, Fottler, & McAfee, 2011, p. 88). 1. How and why do strategic decisions affect human resource management policies? Can human resource policies or constraints ever affect strategy? Why or why not? Human resource management policies and procedures can be effective through critical decisions because the current policies may not concur with the new tendencies. For this new strategies must be put in place to reflect the new tendencies. Indeed human resource management strategies or constraints can affect company policy based upon which law the policies are written for. Different strategies are originated to comply with federal or state laws that control the entity and the strategies may not allow for changes.
2. Identify the problem and causes of the problem in this case. The issue in this case has to do with the Dean modifying well known operations which changed the schedules of the current staff. Secondly, should the current staff choose to defy the new directions it may influence their ratings and recommendations for salary increases (Nkomo et al., 2011, p. 87). 3. Evaluate Dean Blake’s strategy and human resource policies. Did the strategy make sense in term of the internal and external environment of the school? Do the human resource strategies support and reinforce the organizational strategy? Why or why not? The strategic plans used by Dean Blake were based upon the strategy of the Old State University. The capacity of the current HR should be assessed using the strategic planning process.
Use the current S.W.O.T. analysis of OSU and evaluate the university external environment. The Dean recommended new long-term mission, goals, objectives and programs. The Dean’s internal and external strategies are relevant. When the Dean arrived on campus he convened a strategic committee that consisted of faculty, students and alumni along with local business leaders (Nkomo et al., 2011, p. 86). 4. Evaluate the process by which Dean Blake implemented the strategic and human resources changes. Can you suggest any improvements? The new dean enthusiastically endorsed the report and distributed copies at the last faculty meeting of the fall semester. T
hrough trial and error, it is best to review all new changes slowly and meticulously going line by line (Nkomo et al., 2011, p. 87). 5. How can resistance to his plans and strategies be overcome? The current faculty felt that they were hired primarily to teach full-time students on campus during the day. Consequently they were threatened by the new evaluation criteria. The faculty felt the inevitable result would be a declining quality of education in the school (Nkomo et al., 2011, p. 87).
Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2011). Human Resource Management Applications: Cases, Exercises, Incidents, and Skill Builders (7 ed.). Mason, Oh: South-Western, Cengage Learning.