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Strategic Management Case Study: Tesco PLC

Again, there is belief that the main focus of strategic HRM must be the alignment of HR with a firm's strategies (Boxall et al. 2007). .
             The third proposition is horizontal integration where individual HR strategies must unite with all the strategies by creating a link to each other so as to provide mutual support. Organisations and all stakeholders in any organisation must view strategic HR as a mindset that is underpinned by certain concepts rather than a set of techniques. Strategic HR provides the foundation for strategic reviews in which analysis of organisational context and existing HR practices leads to quality choices on strategic plans for the development and realization of overall or specific HR strategies in an organisation. Strategic HRM is not about strategic planning but it should concern itself with the implementation of strategy and strategic behaviour of HR specialists working with their line management counterparts on a daily basis so as the business goals of an organisation are achieved and its value are put into practice. .
             Strategic HRM is governed by principles that supply a perspective on the way a critical issue or a success factor related to human capital can be handled and strategic decisions made that have important and long-term impact on the conduct and success of the organisation. Strategic HRM must not fail in the traps of mirroring current or past practices in the organisation but should rather seek an integrative approach that must be facilitated by principles (Prahalad &Hamel; 1990). One of these principles is that there must be an overall purpose and the human capital dimensions of that purpose must be evident within the strategic plans and HRM. Secondly, there should be an existing process within an organisation that can be understood and that there is explicit consideration of human capital. .
             The third principle is the existence of linkages that are effective on a contouring basis to ensure that the integration of human resource considerations with those of the organisational decision-making process.


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