Integrating strategy and Human Resource Management

Is about how a business or organization can deal with situations as deregulation and ceilings on interest such as “People’s Bank”, a financial services company headquartered in Bridgeport, Connecticut where major changes took place to develop a market place orientation to Its products and services. The Internal and external structures of the financial service Implemented strategic changes to their banking services and stock rading position.

Added criteria included their employees who have participated in decision making participation tor the purchase new technology.

This summary considers some of the decisions that were contained to choose the right type of technology that worked for their environment and business in general (Greer, 2001, p. 156-157). Based on these descriptions of the experiences of PeopleS Bank, Ingersoll-Rand, Maid Bess, what is the unifying theme ot the role played by human resource management? Human Resource Management (HRM) develops the company or organization’s integrated strategic planning processes by implementing the changes and technologies needed for a compan Vs growth and continued success and competltlon.

HRM Implements planning In the business unit and value chain unit. How this is done Is setting goals for the organization and having alternative strategies for the business units in the marketing department for example, where the marketing department will further develop the alternatives into the plan that xtenuates the strategy as part of the planning process (Greer, 2001, p. 27). when describing the role of HRM for People’s Bank, Ingersoll-Rand, and Maid Bess, HRM has designated to enhance and populate a competitive advantage by identifying strategies that will improve problems that the company have developed and lessened them by targeting a plan ensuring critical input Into the corporate level strategic planning process.

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