The second approach to HR strategy is based on reward-effort exchange system on the nature of it and the degree which implies the view of managers on human resource management and an asset as compared to the variable cost. High performance via workers is also underscored when technological advancement and other issues are available to most firms. This sum of people’ s expertise and knowledge and also social relationships has the potential to give non-alternative capacities that are a basis of competitive advantage. The different perspectives are part of competitive advantage. This ‘ mobilization’ of the consent of employees via strategies learning and competitive advantage is vital for any firm.
The workplace learning is also important and this model must be examined in detail. The organizations performing on resource-based models have differentiated that enables them to take over their competitors. The continued competitive advantage with the added emphasis is accomplished not via external market analysis of the firm but also via meticulous capabilities and skills analysis by which such characteristics are enhanced that competitors mostly copy. The SWOT analysis is based on exploiting the strengths internally and also neutralizing the weaknesses posed internally.
The resource-based approach also exploits the differentiated competencies of work organization and is divided into tangible (technological, physical, human, and financial) and also intangible resources (reputation, brand-name, and know-how) resources. These competencies must be valuable and unique. By capacities, we mean the collective skills by the firm to organize the coordination of resources and also the comprehension which drives a distinctive competency. The integrative model combines the Control-based model and Resource-based Model into an integrative model. One model concentrates on the strategy relying on the managerial control and the other one on efforts for rewards and exchange.
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