Case Study Of Halcrow

In introducing “Act now” change programme, Halcrow as a need to increase integration between human resource management and business strategy as one of the most important demands that are placed upon modern strategic human resource management. (Barney, 1991) state that in both the management and the academic literature, it is generally acknowledged that the strategic deployment and management of personnel can contribute to the success and continuity of the company like in the study as Halcrow. Whereas Grant (1991) go further by stating that a company human resources form the basis of the company competitive advantage which become a challenge with Halcrow due to failure to deliver on the technical excellent and a safe pair of hands while
The fact here is that Halcrow personnel are more professional engineers who believed to be taking pride of their job well done, by the nature of their training. In other words, what is at stake here is the relative importance of human resource management in comparison with the business strategy, (Grant, 1991). This is considered more or less regardless of the content of both policy areas and also regardless the way in which both areas are given shape in concrete situations, which worries as the people within the company are missing a bigger picture rather focus on the details. Hence the company has been seen as be less responsive in the light of competitive advantage. This will mean the productivity might drop as a results the income will automatically become
For an example it looks normal in Halcrow that the technical excellence take precedence over commercial success that both HRM and the management should be looking into in order to change the behaviour by influencing the thinking of those engineers and the productivity might be compromised in reaching the targets of the Group. It should be state clear to the employees what the strategy of the Group is and what are the goals that the company need to achieve without dwelling on individual l desires. It has been seen that employee behaviour forms the bridge between business strategy and company performance hence during the survey the Group did not show a uniformly glowing light, (Grant, 1991). It should be cleared that that the technician should not conclude that the technical excellence take precedence over the business itself as the Group might lose business or clients. In this view, human resource management and practices should be seen as a means to elicit and control employee attitudes and behaviours over what is important for the Group which at this stage should be production and deliverables of the Group. Those professional engineer’s role behaviours and attitudes should derived from the strategy point of view of the Group and nothing else, and human resource management to elicit, promote and