netrashetty
Netra Shetty
AEropostale, Inc. , usually referred to as AEropostale or AEro, is an American clothing retailer that sells casual clothing with over 900 stores in the United States, Canada, Puerto Rico and the United Arab Emirates.[1] Their stores tend to be located in shopping malls and large marketing areas. Aéropostale sells fashion apparel including outerwear, footwear, swimwear, tank tops, shirts, jeans, and underwear, accessories, fleece. Building on the success of the Aéropostale teen brand the company has now launched a new brand, P.S. from Aéropostale, that sells clothing for children.
HR practices to business strategy’. Thus, Bamberger and Meshoulam describe it as ‘the process by which organizations seek to link the human, social and intellectual capital of their members to the strategic needs of the firm’. According to Ulrich ‘HR strategy’ is the outcome: ‘the mission, vision and priorities of the HR function’. Bamberger and Meshoulam conceptualize HR strategy as an outcome: ‘the pattern of decisions regarding the policies and practices associated with the HR system’ the HR professional has a seat at the strategic table and is engaged in strategy formulation. Argue that those models which incorporate contextual influences as a mediating variable of HR policies and practices tend to lack ‘precision and detail’ in terms of the precise nature of the environment linkages, and that ‘much of the work on the linkages has been developed at an abstract and highly generalized level’ .
The upstream or ‘first-order’ strategic decisions are concerned with the long-term direction of the corporation. If a first order decision is made to take over another enterprise, for example a French company acquiring a water company in southern England, a second set of considerations applies concerning the extent to which the new operation is to be integrated with or separate from existing operations. These are classified as downstream or ‘second order’, strategic decisions because they establish the basic parameters for managing people in the workplace. Argue that what actually determines HR strategy will be determined by decisions at all three levels and by the ability and leadership style of local managers to follow through goals in the context of specific environmental conditions. The conception of strategic choice might exaggerate the ability of managers to make decisions and take action independent of the environmental contexts in which they do business. The concept of integration has three aspects: the linking of HR policies and practices with the strategic management process of the organization the internalization of the importance of HR on the part of the managers the integration of the workforce into the organization to foster commitment with the strategic goals.
This examines the link between organization strategy and HR strategy. ‘Human resource strategies’ are here taken to mean the patterns of decisions regarding HR policies and practices used by management to design work and select, train and develop, appraise, motivate and control workers. Studying HR strategies is appealing because of conceptual models that give HR researchers the ability to compare and contrast the different clusters of HR practices and further develop and test theory .
The interest in the ‘matching’ model was evident in Devanna et al.’s (1984) work: ‘HR systems and organizational structure should be managed in a way that is congruent with organizational strategy’. In the (Devanna et al.) model, HRM strategy structure and are influenced by environmental forces with the notion of ‘fit’ between an external competitive strategy and the internal HR strategy is a central tenet of the HRM model advanced. There must be a ‘fit between competitive strategy and internal HRM strategy and a fit among the elements of the HRM strategy’. The relationship between business strategy and HR strategy is said to be ‘reactive’ and that HR strategy is subservient to ‘product market logic’ and the corporate strategy. As Miller emphasizes, ‘HRM cannot be conceptualized as a stand-alone corporate issue. There is some theorization of the link between product markets and organizational design, and approaches to people management. Thus, the strategy involves a unique set of responses from workers, or ‘needed role behaviors’, and a particular HR strategy that might generate and reinforce a unique pattern of behaviour.
HR practices to business strategy’. Thus, Bamberger and Meshoulam describe it as ‘the process by which organizations seek to link the human, social and intellectual capital of their members to the strategic needs of the firm’. According to Ulrich ‘HR strategy’ is the outcome: ‘the mission, vision and priorities of the HR function’. Bamberger and Meshoulam conceptualize HR strategy as an outcome: ‘the pattern of decisions regarding the policies and practices associated with the HR system’ the HR professional has a seat at the strategic table and is engaged in strategy formulation. Argue that those models which incorporate contextual influences as a mediating variable of HR policies and practices tend to lack ‘precision and detail’ in terms of the precise nature of the environment linkages, and that ‘much of the work on the linkages has been developed at an abstract and highly generalized level’ .
The upstream or ‘first-order’ strategic decisions are concerned with the long-term direction of the corporation. If a first order decision is made to take over another enterprise, for example a French company acquiring a water company in southern England, a second set of considerations applies concerning the extent to which the new operation is to be integrated with or separate from existing operations. These are classified as downstream or ‘second order’, strategic decisions because they establish the basic parameters for managing people in the workplace. Argue that what actually determines HR strategy will be determined by decisions at all three levels and by the ability and leadership style of local managers to follow through goals in the context of specific environmental conditions. The conception of strategic choice might exaggerate the ability of managers to make decisions and take action independent of the environmental contexts in which they do business. The concept of integration has three aspects: the linking of HR policies and practices with the strategic management process of the organization the internalization of the importance of HR on the part of the managers the integration of the workforce into the organization to foster commitment with the strategic goals.
This examines the link between organization strategy and HR strategy. ‘Human resource strategies’ are here taken to mean the patterns of decisions regarding HR policies and practices used by management to design work and select, train and develop, appraise, motivate and control workers. Studying HR strategies is appealing because of conceptual models that give HR researchers the ability to compare and contrast the different clusters of HR practices and further develop and test theory .
The interest in the ‘matching’ model was evident in Devanna et al.’s (1984) work: ‘HR systems and organizational structure should be managed in a way that is congruent with organizational strategy’. In the (Devanna et al.) model, HRM strategy structure and are influenced by environmental forces with the notion of ‘fit’ between an external competitive strategy and the internal HR strategy is a central tenet of the HRM model advanced. There must be a ‘fit between competitive strategy and internal HRM strategy and a fit among the elements of the HRM strategy’. The relationship between business strategy and HR strategy is said to be ‘reactive’ and that HR strategy is subservient to ‘product market logic’ and the corporate strategy. As Miller emphasizes, ‘HRM cannot be conceptualized as a stand-alone corporate issue. There is some theorization of the link between product markets and organizational design, and approaches to people management. Thus, the strategy involves a unique set of responses from workers, or ‘needed role behaviors’, and a particular HR strategy that might generate and reinforce a unique pattern of behaviour.
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