Strategic HRM Role and its Impact on Coles Assignment Help
Introduction and Corporate Strategy and a Brief Overview of the Organization (COLES)
For several years Coles has been remained the household name and an integral part of life in Australia. Coles possess old Australian heritage but at the same time also keen on future perspectives that would help it to fulfill the commitment regarding its role in progress of Australia.
Coles has been playing its role throughout the course of Australian history for more than 90 years. Its founder, George Coles is considered one of the most influential figures in the retail industry of Australia. His business instincts and keenness can be understood well as he made a journey to United States of America in 1900s just to get an idea about the retail business and came back to Australia in 1914 with a vision to start his own retail store, Coles Variety Store, in the area of Collingwood, Melbourne at Smith Street. The slogan ‘Nothing over 2/6’ became famous within Australian households and there was a rapid increase in the number of Coles stores and Coles opened its first Super market in the area of North Balwyn, Melbourne in 1960. By 1973, it has supermarkets in every capital city of Australia, eventually, led it to become business leader in the retail industry of Australia.
Today, Coles has more than 100,000 employees who relentlessly serve the customers at more than 2,200 localities and play a vital role in weekly customer dealings of approximately more than 18 million.
Write Aim and Scope
It is aimed to study the significance and integration of organizational strategy with the strategic management of human resource functions like evaluation, development and rewarding methodologies and their impacts on the organization.
- An HR approach is a reflection of organization corporate policy and perspective.
- It does not matter how perfectly the HR system is designed until and unless it is not properly implemented.
- The role of line mangers is very crucial to put the designed Hr approach into practice and attain desired results from the system.
- It is equally important that how employees perceive the HR strategies of the firm and whether the HR system providing competitive advantage by attracting and retaining employees along with business success.
Methodology
Limitation of Your Methodology
In general, the concept is that the organizations which spend huge amount on devising human resource strategies perform well (Wright, Gardner, Moynihan, & Allen, 2005) but there is ambiguity that on individual level either these strategies make the workers fully satisfied and contended or not. Plus, workers view regarding HR applications is usually supposed to have a significant role of arbitrator in the liaison between HR managements and HR outputs.
There is also uncertainty about the employee perceptions due to ambiguity in the factors like biasness that influence employee perceptions about human resource approaches (Hartog et al., 2013)
Many studies have been done on strategic human resource management to analyze the dependency of human resource management on organization’s performance (Arthur, 1994; Batt, 2002; Becker & Gerhart, 1996; Chadwick & Dabu, 2009; Guthrie, 2001; Huselid, 1995; Liao, Toya, Lepak, & Hong, 2009; Sun, Aryee, & Law, 2007). Though these research studies have mutual agreement that human resource practices are integral for performance (Huselid, 1995), but how these approaches contributed is still not completely obvious (Hartog et al., 2013).
SWOT Analysis
Body of the Report – Six Steps to Writing an Analytical Paragraph
Analyze HRM practices in Strategic Performance Appraisal to determine how well they support the organizational strategic objectives
The increase in the concerns related to measurements of performance subsequently enhances the awareness regarding effective applications particularly on, evidence-based practice or management choices. To manage the large number of employees and to make best use of their skills to generate output on rational basis Stone (2002), Coles can mutually consider performance management and evidence-based practice together as both of these practices focus on the goal to make effectual strategies and plans (Jennings and Hall, 2006).
Coles may be unable to achieve its organizational goals through evidence based strategic performance appraisal system because the success of performance measurement approach becomes complicated if there are miscellaneous targets as in such case performance management approach fails to make prioritization among the multiple goals and give slight assistance on utilization of evidence for multiple goals (Jennings and Hall, 2006). According to Jennings and Hall (2006), another issue with the human resource practice based on evidence is that it depends very much on the decision-makers.
Fishwing (2006) suggested favoritism, false perception, personal dislike, not having training, and lack of workers’ rights as major causes of failure of performance management system whereas Williams (2002) mentioned the reason of strategic performance appraisal system’s unsuccessfulness is to consider it just a ritual practice.
Coles realizes that the variations in the business environment are associated with making a move in the growth of organization, employee up gradation, and also in traditional appraisal methods (Jennings and Hall, 2006).
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