Human while lower level managers strive to execute

Human resource planning is
known as the process of gathering the required amount of qualified people for
the right job, at the right time. Human resource planning has been proven to benefit
the overall efficiency of an organization. In the long run, the success of an
organization is reliant on having people with the right talent, skills, and
desire working on certain tasks. The planning process of a Human Resource
Department plays a huge role in the strategic process of an organization, by
fulfilling requirements from the planning process. Essentially, as an
organization changes its strategy, human resources must change as well.

            Strategic Human Resource Management is imperative for
common organizations to adjust to the everchanging role of government, and for
those who are employed in public service (Jarvalt,
& Tina, 2010). Intricate Human Resource strategies are essential to reveal
alternate opportunities, and to assure that each, and every public service role
is completed to the highest of professional standards (Jarvalt, & Tina,
2010).

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            By employing Human Resource Management tools which
support group strategy making, top level management can establish an improved
sense of strategic understanding (Andersen, & Minbaeva, 2013). New
procedures expanding throughout the whole organization can serve the purpose of
trial and error experiments to sample the strength of alternate methods of
pursuing workplace activities. These new methods and activities can spawn a
wider range of business opportunities that are open to the company (Andersen, & Minbaeva, 2013).

            Another task Human Resource Management can exercise is to
assure that these new initiatives, and ideas also reach top level management
for further consideration for occasional strategy discussions that are a part
of the organization’s strategy making procedures (Andersen, & Minbaeva,
2013). Generally, top level managers participate in unified strategy making
deliberations in which recent analytics create a shared understanding of the
organization’s competitive situation (Andersen, & Minbaeva, 2013). These
top level discussions can help shape a strategic plan, or guide that provides structure
for future decisions of the organization, while lower level managers strive to
execute the corporate strategy.

            The corporate Human Resource function can act as a guide
in the process of activating responsive strategies. The Human Resource function
can also oversee already existing policies, and rules within lower management,
and report their effects (Andersen, & Minbaeva, 2013). These reports can
provide a motivational outlet for ensuing strategy discussions within the
organization’s strategy creating process (Andersen, & Minbaeva, 2013).
Through this, a responsive, unifying strategy process is abundant, consisting
of three layers of management: top, line, and functional (Andersen, &
Minbaeva, 2013). Top level management controls the central strategy making
process through sporadic discussions with line managers. The purpose of these
discussions is to establish a mutual agreement of the intentions of the
organization (Andersen, & Minbaeva, 2013).  Meanwhile, functional, and line management
control the reactive actions that embody the decentralized strategy making
process. Because the centralized, and decentralized processes from both levels
of management are combined in a responsive, integrative manner, Human Resource
Management can facilitate an interaction of the strategy making styles (Andersen,
& Minbaeva, 2013).

            An absence of central Human Resource Strategy, and a high
level of decentralization can allow government to actively evaluate the
environmental factors within a public organization to better suit existing
employees (Jarvalt, & Tina, 2010). Decentralism also permits management to
take their particular organizational context into account. A high level of
decentralism allows management forces to grow closer to their workforce, and
become more familiar with their needs, and abilities (Jarvalt, & Tina,
2010). Human Resource managers at the organizational level can sketch human
resource polices that are custom made to the needs of their institution, and
its overall strategy. The variation of Human Resource policies has also given plenty
of businesses a more competitive edge, and attracts more potential employees. This
is especially important to the system of public service, and the surrounding environment
(Jarvalt, & Tina, 2010).

            The human resource process of planning is essentially the
process of acquiring the right amount of people, for a certain task, at the right
time. This process has been proven to boost the efficiency of an organization. Employees
who are specially trained are ready, and available when a situation calls for their
talents. Strategic Human Resource Planning is crucial for public organizations to
stay up to date with the constantly changing government role, and regulations. Top
level management must occasionally deliberate to improve, and create new strategic
polices to increase profits, and boost the overall efficiency, and mood of the workplace.