Type: Report
Format: Written
Length: 3,000 words (+10%)
You will write a case report based on your organisation (or any organisation you are familiar with) to critically evaluate its strategic HRM by examining its policies, practices and procedures against the sustainable HRM approaches that have been discussed in the prescribed article below (Aust, Matthews & Muller-Camen 2020).
Read
Read the following article paying particular attention to the classification of sustainable HRM types that the authors have defined as Common Good HRM. (I’ve uploaded a PDF of the article)
Aust, I, Matthews, B & Muller-Camen, M 2020, ‘Common Good HRM: A paradigm shift in Sustainable HRM?’, Human Resource Management Review, vol. 30, no. 3, article number 100705, DOI:https://doi.org/10.1016/j.hrmr.2019.100705.
Based on your reading of this article and your understanding of sustainable HRM, HRM theories, concepts and principles that you have learned in this subject, your task is to:
• Critically evaluate your organisation’s strategic (organization is GO Transit) HRM approach (or any organisation you are familiar with) by examining its policies, practices and procedures. Focus on the sustainable HRM practices, as discussed in the article above, that you believe to be the most important and/or relevant for your organisation.
• Recommend improvements to existing human resource management strategies. Your recommendation must provide tangible actions that your chosen organisation can adopt to help it achieve its sustainable HRM outcomes. You must also explain how your recommendations will help the organisation achieve its strategic goals and objectives.
• Begin your assignment by providing an introduction to the organisation within the context of Human Resource Management.
• Background
o Describes background information with clear alignment to their organisation’s SHRM approach.
• Theories
o Critical evaluation of HRM theories, frameworks and concepts.
o Highly relevant, very specific and appropriate use of HRM theories and/or frameworks to critically evaluate their organisation. Exemplary use of evidence from credible sources to support the discussion.
• Analysis
o Critically analyse and evaluation your chosen organization’s HRM policies, practices and procedures against the employee-centred sustainable HRM defined in the journal article.
o Provides an in-depth analysis, evaluation and application of sustainable HRM approaches in their organisation. Provides highly relevant evidence to support their discussion including a proper logical conclusion. Exemplary use of evidence from credible sources to support the discussion.
• Recommendations
o The recommendations are skilfully justified and clearly aligned to the organisation’s sustainable HRM approach. Highly persuasive recommendations are clearly outlined that effectively summarises the relationship to the organisation’s strategic goals
Requirements
The required word length is 3000 words.
Scholarly resources
• A minimum of fourteen (14) credible academic sources must be used- these must be academic and peer reviewed, scholarly journal articles.
• You may also use the current company, industry, government and media sources to support your statements, but these will NOT count toward the minimum required credible academic sources for your assessment. Most web-based sources are not sufficiently rigorous and credible for academic assessments and will NOT count toward the minimum required credible academic sources.
Please do not use AI tools.
-Please DO not submit to turn it in software that stores work.
Notes:
The company the report will be on:
Company: Go Transit company website: https://www.gotransit.com/en/about-go/what-is-go
GO past: https://www.gotransit.com/en/about-go/our-past-and-present
the future: http://goingstrong.gotransit.com/en/future.html
GO Expansion: https://www.metrolinx.com/en/projects-and-programs/go-expansion
https://www.metrolinx.com/en/projects-and-programs/go-rail-station-access
Go Transit’s parent company is Metrolinx Company’s website: https://www.metrolinx.com/en/about-us Metrolinx
Customer Charter specific to GO: https://www.gotransit.com/en/about-go/customer-charter
https://www.metrolinx.com/en/about-us/metrolinx-customer-charter
Regional plan: https://www.metrolinx.com/en/projects-and-programs/regional-transportation-plan
Notes: The Ministry of Transportation is part of the provincial government. The Ministry of Transportation sets the strategy and policy framework for Metrolinx. The Board provides business direction to staff.
SHRM is a concept that embraces three key inter-linked themes:
• Strategy management
• People management
• Strategy-HRM alignment
Traditional HRM is more reactive and aims to respond to the needs of employees, for example, when employees have problems or specific requests. Strategic HRM, by contrast, is more proactive and tries to pre-empt employee problems or requests before they occur; it looks toward the organisation’s present and future needs and develops strategies to meet them. The scope of traditional HRM is narrow, focusing on essential personnel management, employment and labour relations, and keeping them satisfied. In contrast, strategic HRM has a broader vision and approach, with all initiatives and activities aligned to the organisation’s larger goals. For example, rather than filling roles and positions when employees leave the organisation, strategic HRM will proactively recruit people based on the overall business strategy and plan for future contingencies.
Connecting business strategy and HRM:
Three linkages between business strategy and HRM. These include:
Accommodative: HR follows the strategy of the organisation to accommodate the staffing requirements of an existing business strategy.
Interactive: There is two-way coordination between the HR function and the organisation in which HR contributes to the organisation’s overall business strategy.
Fully Integrated: Where the HR function acts as a strategic partner and is fully involved with the organisation’s strategic planning and execution—an authentic reflection of SHRM in practice.
HR perspectives
• Unitarist Perspective
• Pluralist Perspective
• Radical Perspective
Employees as a strategic resource
Hard vs Soft HRM
SHRM capability framework
Future of work elements:
• There are various components that experts (i.e., scholars and industry practitioners) have outlined as constituting the future of work, and the three fundamental elements they all agree they need to take into consideration are:
o How work is done, i.e., the role of technology: AI, robotics and automation.
o Who does the work, i.e., the role of employees: full-time/part-time, crowdsourcing, Gig workers.
o When and where work is done, i.e., the role of the workplace: Collocated workspaces, fluid work schedules, remote workers.
• The role of technology:
o Automation
o New and emerging technologies
Automation
Robotics
Artificial intelligence
Data analytics
Digitalisation
Blockchain
Internet of things (IOTs)
Quantum computing
• The role of workers
• The role of the workplace
o Hybrid and remote work
• Managing Recruitment and Selection
o Human Resource Planning (HRP)
o Diverse workforce
o Talent attraction
o Talent assessment and selection process
o Unconscious bias in recruitment and selection
• Managing Training, Careers and Talent
o Talent turnover
o Retention
o Strategic Human Resource Development (HRD)
• Managing performance
• Managing Remuneration, Rewards and Engagement