HRM3704
assignmen
ASSIGNMENT 2 Semester 1 2025
UNIQUE CODE: 145080
Detailed Solutions, References & Explanations
DUE DATE: 24 April 2025
Terms of use
By making use of this document you agree to:
Use this document as a guide for learning,
comparison and reference purpose,
Not to duplicate, reproduce and/or misrepresent the
contents of this document as your own work,
Fully accept the consequences should you plagiarise
or misuse this document.
Disclaimer
Extreme care has been used to create this
document, however the contents are provided “as
is” without any representations or warranties,
express or implied. The author assumes no
liability as a result of reliance and use of the
contents of this document. This document is to
be used for comparison, research and reference
purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or
by any means.
, 0688120934
PREVIEW
Question 1.1
Strategic Human Resource Management (SHRM) refers to the proactive integration of
HR practices with the strategic goals of an organisation to enhance performance. Tsui
(1987) highlights that SHRM focuses on broad organisational concerns and involves
designing HR policies aligned with both short- and long-term business goals. In the
case of Zelensky, SHRM was clearly embedded under Ivan’s leadership, with a
strategic HR business partner participating in top-level meetings. This reflects Dyer and
Holder’s (1988) view that SHRM involves evaluating HR implications in strategic
decisions, setting HR goals aligned with business strategy, and working closely with line
managers to implement those plans.
However, under Maksym’s leadership, the principles of SHRM were neglected. He
dismissed the strategic HR partner, failing to consider the implications of the electrical
engineering unit expansion on HR capacity and staffing. This disregard for SHRM led to
the collapse of talent retention and a failure to attract skilled personnel. As Dodd et al.
(2021) note, SHRM cannot succeed if the organisation lacks a functioning strategic
management process or fails to prioritise HR at a strategic level. Maksym’s reactive
leadership and lack of strategic HR planning exemplify the consequences of deviating
from SHRM principles.
Disclaimer
Extreme care has been used to create this document, however the contents are provided “as is”
without any representations or warranties, express or implied. The author assumes no liability as
a result of reliance and use of the contents of this document. This document is to be used for
comparison, research and reference purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or by any means.
assignmen
ASSIGNMENT 2 Semester 1 2025
UNIQUE CODE: 145080
Detailed Solutions, References & Explanations
DUE DATE: 24 April 2025
Terms of use
By making use of this document you agree to:
Use this document as a guide for learning,
comparison and reference purpose,
Not to duplicate, reproduce and/or misrepresent the
contents of this document as your own work,
Fully accept the consequences should you plagiarise
or misuse this document.
Disclaimer
Extreme care has been used to create this
document, however the contents are provided “as
is” without any representations or warranties,
express or implied. The author assumes no
liability as a result of reliance and use of the
contents of this document. This document is to
be used for comparison, research and reference
purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or
by any means.
, 0688120934
PREVIEW
Question 1.1
Strategic Human Resource Management (SHRM) refers to the proactive integration of
HR practices with the strategic goals of an organisation to enhance performance. Tsui
(1987) highlights that SHRM focuses on broad organisational concerns and involves
designing HR policies aligned with both short- and long-term business goals. In the
case of Zelensky, SHRM was clearly embedded under Ivan’s leadership, with a
strategic HR business partner participating in top-level meetings. This reflects Dyer and
Holder’s (1988) view that SHRM involves evaluating HR implications in strategic
decisions, setting HR goals aligned with business strategy, and working closely with line
managers to implement those plans.
However, under Maksym’s leadership, the principles of SHRM were neglected. He
dismissed the strategic HR partner, failing to consider the implications of the electrical
engineering unit expansion on HR capacity and staffing. This disregard for SHRM led to
the collapse of talent retention and a failure to attract skilled personnel. As Dodd et al.
(2021) note, SHRM cannot succeed if the organisation lacks a functioning strategic
management process or fails to prioritise HR at a strategic level. Maksym’s reactive
leadership and lack of strategic HR planning exemplify the consequences of deviating
from SHRM principles.
Disclaimer
Extreme care has been used to create this document, however the contents are provided “as is”
without any representations or warranties, express or implied. The author assumes no liability as
a result of reliance and use of the contents of this document. This document is to be used for
comparison, research and reference purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or by any means.
