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Contents
DEFINITION: ......................................................................................................................................... 3 Introduction:............................................................................................................................................ 3 PURPOSE OF Stg. H.R.M: .................................................................................................................... 3 Impact of requirements of H.R policy .................................................................................................... 3 Integration of Human Resources: ........................................................................................................... 4 Employee retention ............................................................................................................................. 4 Job roles improvement ........................................................................................................................ 4 Leadership ........................................................................................................................................... 4 Contribution of Stg. HRM to achieve objectives .................................................................................... 4 Business factors that underpin the planning in HRM ............................................................................. 4 Critical evaluation of human resources plan ........................................................................................... 5 Organizational structure and organizational culture ........................................................................... 5 ORGANISATIONAL STRUCTURE & ORGANISATIONAL CULTURE: .................................... 5 Recommendations to improve the effectiveness of Stg. HRM ........................................................... 5 RECOMMENDATIONS: ....................................................................................................................... 6 Bibliography ............................................................................................................................................ 7

DEFINITION:
A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques. (Storey, 2007)

Introduction:
Orange uk is known as the mobile operator and it also provides the internet services to the public in the United Kingdom. It was merged with Deutsche Telekom's T Mobile UK for a mutual and joint venture. Currently this organization has more than 17 million customers and subscribers that are using its services and internet connections. In 1994 it was founded by the Hutchison Telecom and was bought by Mannesmann AG in October 1999. In Feb 2000 Vodafone acquired this company.

PURPOSE OF Stg. H.R.M:

The main purpose of Stg. Human Resource Management is to pay special attention towards the work force of the organization and to mold them towards the organizational goals and objectives. It is a combination of the all HRM practices and tends towards increasing the effectiveness of the organization. Apart of that Stg. HRM is a good way to deal with the changes that are required in the organization. (Armstrong, 2009) It also has very positive influence on changing and molding the behaviors of the people around the various departments. And it also deal with major components of human resource management that are recruitment, training and compensation and development of the effective Human Resource strategies. For increase in the productivity organizations have to adopt effective strategies of HRM that can lead the organization towards achieving the organization goals and objectives. (Peter J. Dowling, 2008)

Impact of requirements of H.R policy

To achieve the nest position in the market of the telecommunication in the UK industry, Mobilink GSM advised to make a growth in the existing foundations of the business market, in which it can contribute its best efforts with utilization of their resources and with help of their strengths, and effective strategic Human Resource model and new innovated technology.

Integration of Human Resources:

Employee retention
Effective strategic human resource management requires a strong dedication of the organizational employees in the operations of the business and to develop the loyalty in the business and in its operations.

Job roles improvement

Major approach of the human resource of the Mobilink is to reduce the work force of the orange as well as, to redesign the jobs and their roles to increase the productivity of the business and to develop a string link between the employee and organization.

Leadership
The appointment of the managers that are having the strong leadership skills in thema are the efforts that are put by the mobilink GSM. Leadership is the skill that a manager must possesin its personality. With effective leadership skills they can bring effective fruits in shape of increasein efficiency in work.

Contribution of Stg. HRM to achieve objectives

In achieving the goals and objectives HRM can contribute its efforts in many shapes. It can increase the effectiveness of the working employees and help the organization in identification as well as recruitment of the quality of the staff that can achieve the goals and objectives of the organization or can take effective par in it. Effective human resource management selects the right person for the right job and for every selection they always make this point ahead hat how they can achieve the organizational objectives.

Business factors that underpin the planning in HRM

After the coalition, Orange UK have to identify the major factors that can bring the maximum growth in the business; that might be through business change, labour cost control, changing nature of work, impact of technology, increase in productivity, increase in efficiency, business competition and employee development. By covering these factors business can be developed in all markets that include Asian market where this time india and Pakistan is experinceing most favorable situations in telecom sector. It must also develop the organizational employees to bring them towards more effective and well established planning procedures. But with this strategy labor cost is some time increased.

Critical evaluation of human resources plan

Organizational structure and organizational culture
Organization has to pay special attention towards development of the good effective strategic human resources plans, as these are the key components of the organization progress. After the alliance with Mobilink GSM now orange UK have to pay special attention towards building the strong relationships with the work force and with the industry as well. In the hiring and firing process it is not necessary to fire all previous employees and hire new employees as these are the ways in which cost of the product goes higher. So we can say that the best employee should be retained. Employees are offered the best atmosphere to build their skills and development programs are introduced to enhance their capabilities. So to achieve the objectives HRM is always focus on the effective short term and long term planning processes to achieve the objectives. Following are the reasons that why we measure the performance,

To learn and improve To report externally and demonstrate compliance To control and monitor people

Key performance indicators in this regard perform the best role and guide the organization to measure the performance of the employees.

ORGANISATIONAL STRUCTURE & ORGANISATIONAL CULTURE:

Culture and structure of the organization and understanding these factors are very important as these are the major source of identifying the main strengths and weaknesses of the organization. Traditional hierarchical structure has been changed by the stg. HRM and it has changed to flat organization. (Charles Hill, 2009)And by this effective change organizations have seen the best efficiency, performance, quality and flexibility of the labor and staff. Organizational Culture includes values, beliefs, expectations and limitation on attitude of workforce, work systems and practices. Culture of the organization is as developed in the business it has yield very good results in shape of development of the workers; as dress code of the workforce, punctuality, formal and informal relationships between supervisors and subordinates.

Recommendations to improve the effectiveness of Stg. HRM

Effective HRM strategy implementation helps the organization in improvement of the staff of the business to contribute their efforts in the organization. So we can say that with this people

or staff contributes their best efforts to achieve the goals and objectives of the organization. For the success of the organization it also contributes the best efforts in shape of planning, recruiting, staffing, leading and training of the employees. Only skilled labor is the way that increases the productivity of the organization. And in this regard effective HRM strategy helps a lot. It helps in the recruitment and evaluating the employees and it also helps in development of the compensation and reward systems. Aim of this HRM is to give a safe healthy and working environment to the workforce and maintain a relationship atmosphere in between the employees.

RECOMMENDATIONS:
There are many indicators that are used by the organization in many ways. And orange UK must address the best indicators for the business that must show the relevancy with the productivity and indicates the best and correct results. (Cornelius, 2001) These indicators must be developed with consideration and planning of the HRM, relevant department, and as per goals and objectives of the employees so they might be achieved and easy to evaluate. Motivation to the employee in shape of reward and penalty system is an option but better options are to recognize the work of the employees as in many cases monetary terms are not enough.

Bibliography
(2009). In M. Armstrong, Armstrong's Handbook of Human Resource Management Practice (p. 437). (2009). In G. J. Charles Hill, Strategic Management Theory: An Integrated Approach (p. 380). (2001). In N. Cornelius, Human resource management: a managerial perspective (p. 147). (2008). In M. F. Peter J. Dowling, International human resource management: managing people in a multinational (p. 18). (2007). In J. Storey, Human resource management: a critical text (p. 7).