Case 26: Strategic Human Resource Management
HSA 6342 – Human Resources in HealthCare Management
Dr. John Gaze
September 7, 2015
Introduction
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The School of Business Administration at Old State University recently went through a
leadership transition involving the retirement of Dean Dr. George Barnes and the newly
appointed Dean Jack Blake. Dean Blake accepted the Dean position eager to move the school in
a new direction by means of innovation and entrepreneurship. He has formed a Strategic
Planning Committee and completed research necessary for success, now he just needs the
support of his staff. Dean Blake’s’ new hiring criteria he proposed has brought concerns among
current faculty members and must be addressed in order to overcome any resistance he may
encounter from his faculty. It is necessary to evaluate how strategic decisions affect human
resources management (HRM) and determines how effective his new strategy, policies, and
implementation will be.
Question 1
Strategic human resources management gives guidance on how to build a sold foundation
for strategic advantage by creating an effective organizational structure. The decisions made are
likely to have an important and unique influence on organizational performance and should not
be briefly looked over. Dean Blake should be looking to gain a competitive advantage over other
Universities. His plan to hire the right people with the right skills and then providing them with
the environment and resources they need to contribute can affect the Universities future. It is
important for Dean Blake to realize that HRM practices and policies affect his ability to design
and implement his strategy in all areas. If faculty members have the tools they need and
understand how they can be successful and are rewarded with incentives they will be motivated
and committed to achieve the highest performance.
Having strategy negatively affected by policies is common, however avoidable. Often
when an organization fails to develop new human resource policies when a new change in
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strategy is being implemented, the execution of the strategy is likely to suffer. It is important to
carefully plan out any changes in policies and educate those who will be affected to ensure all
faculty is aware of what new behaviors are expected.
Question 2
The problems in this case began with Dr. George Barnes; the previous dean of the
College of Business Administration. He had been the dean for several years and was well liked
by staff and students. He didn’t have a vision for change, but preferred to do the “same things
better.” This led for faculty to become comfortable in their routine and likely resistant to change.
When Dean Blake came to the University with the plan to change procedures the “old guard”
facility responded with a negative reaction. It will be important for Dean Blake to justify his
decisions in order to ensure that existing staff to comply with the new direction he intends to lead
the University.
Question 3
Environmental assessment is a crucial element of strategic human resources management
and Dean Blake’s does sensibly align with the internal and external environment of the school. In
order to remain competitive and increase enrollment the dean decided to adjust the schools
policies to better meet the needs of the students than the staff. He proposed to expand their
locations and to offer evening classes to encourage those working full-time to enroll back in
classes. Externally he pulled alumni and business leaders to be apart of his Strategic Planning
Committee to evaluate the university’s external environment. Dean Blake based his new strategy
on the University’s current strategic plan and found ways to improve and reinforce the
organizational strategy. He assessed the human resources capacity, environmental status, and
then recommended a new long-term mission, goals, objectives and programs.
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Question 4
Dean Blake was very swift to make changes and being to implement them without
spending adequate time to fully develop his plan and relate it properly to his staff. As soon as his
newly appointed committee devised a plan that he was excited about Dean Blake enthusiastically
endorsed the report and announced it at the next staff meeting. His eagerness caused hesitation
and questions to arise among staff and didn’t take the time to properly address them. To
adequately manage the growth and success of his staff he should have better designed his human
resource strategy using the SHRM model. He should have immediately developed a concrete
vision for the new changes as well as solidifying short and long term goals. Communicating
those goals along with the new vision would have helped him provide methods that the HR
strategy can use (Entrepreneurial Insights, 2014).
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