Case Study on Cafe Espresso Example | Topics and Well Written Essays - 2500 words

On Cafe Espresso - movement Study ExampleThus, from being the number one in the market, Caf Espresso has slipped to the number three position. Internally, the company suffers noble staff turnover and low employee morale thus, hampering the ability of the workforce to convey excellent customer service. In this situation, two personalities have been instrumental in regaining the leadership which had been enjoyed by the specialty coffee retailer-the magnetic Chief Executive Officer Ben Thomson and the new global HR director Kam Patel. In solving the paradox that the company faces, Ben Thomson has drawn the companys intended direction while Kam Patel aligned its workforce with the identified goals and objectives. This example illustrates how strategical homo resource management works in a business organisation.The Chartered Institute of forcefulness and Development (2007) defines strategic human resource management as a general approach to the strategic management of human resource s in accordance to the intentions of the organisation on the future direction it wants to take adding that it is relate with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment, and matching resources to future need. What becomes apparent in these definitions is the function of the human resource plane section to align the companys workforce for the attainment of its goals. Human resource alignment calls for the integration of people with the results the company is nerve-racking to obtain (CIPD 2007). Doing this provides various benefits for a business organisation. In the case of Caf Espresso, this is manifested by the competitive advantage that it enjoys from the alignment.The vastness of human resource in a business organization is emphasized by strategic human resource management. John Purcell who is known to have pioneered in this field, highlighted the importance of employees in his research which emphasized the bulky role pl ayed by the companys workforce as strategic partners. This research strongly supports the highly economist viewpoint of Grant (2002 219) of aligning employees with organizational goals. Schuler and Jackson (1987) gave a more precise description on how management should align their workforce to support the company crafted outline. Their conclusion wasIf management chooses a competitive strategy of differentiation through product innovation, this would call for high levels of creative, risk-orientated and cooperative behaviour. The companys HR practices would therefore need to strain selecting highly skilled individuals, giving employees more discretion, using minimal controls, making greater investment in human resources, providing more resources for experimentation, allowing and even rewarding failure and appraising performance for its long run implications - on the other hand if management wants to pursue cost leadership (the model) suggests designing jobs which are fairly repet itive, genteelness workers as little as is practical, cutting staff numbers to the minimum and rewarding high outturn and predictable behaviour.