Synergies Created by a Strategic Fit between Business and Human Resource Strategies An Assessment of Transnational Tea Firms in Kenya 1st Edition by Wilson J Osito Odiyo ISBN 1443850799 9781443850797

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ISBN 10: 1443850799 
ISBN 13: 9781443850797
Author: Wilson J Osito Odiyo

This text is an important addition to the ongoing discourse on strategic management, particularly, strategic human resource management. It is a result of research carried out in the agricultural sector, in general, and on multinational tea firms, in particular. The author’s hands-on and conceptual insights gained through nineteen years of experience across African countries make the text a useful tool for company boards of directors and strategic level managers charged with the formulation and implementation of business and human resource strategies. In addition, it provides justification to HR managers of the need to shift focus from primarily being concerned with routine transactional HR activities to dealing with transformational ones, which are contingent on the circumstances of the organization. Scholars, management consultants and management students will also find the contents of this book to be of great interest and benefit.

It is now sufficiently recognised that management has to be concerned with deliverables, rather than abstractions. Therefore, many firms formulate and implement one form of business strategy or the other. However, strategies cannot be conceived, let alone realised, without human resource input. The question that HR continues to grapple with, therefore, is how it can demonstrate the contribution of each employee to the bottom line and business sustainability. How this question is to be answered has not always been explained and is even more crucial for the agricultural firms which are characterized by great instability in terms of weather patterns, commodity prices, currency exchange rates and wage levels. HR planning, in these circumstances, cannot be a simple exercise, but getting it right is more important than for organizations in more predictable environments.

This book moves away from the romanticization of the role of HRM in such organizations, and instead provides empirical evidence of the types of business and human resource strategies employed, strategic integration between these strategies and the strategic human resource management processes and practices used. Finally, it considers the concomitant synergies achieved by strategic fit between business and human resource strategies and their role in achieving sustainable competitive advantage.

Synergies Created by a Strategic Fit between Business and Human Resource Strategies An Assessment of Transnational Tea Firms in Kenya 1st Table of contents:

• Chapter 1: Introduction to the Study

  • Background of the Research Topic
  • Research Problem and Objectives
  • Significance of the Study
  • Research Questions and Hypotheses
  • Methodology Overview
  • Structure of the Book

• Chapter 2: Theoretical Framework

  • Understanding Strategic Fit and Its Importance
  • Human Resource Strategy: Definition and Key Components
  • Business Strategy: Overview and Strategic Frameworks
  • The Concept of Synergy in Business and HR Alignment
  • Review of Relevant Theories and Models
    • Resource-Based View (RBV)
    • Strategic Human Resource Management (SHRM)
    • Competitive Advantage through HR and Business Integration

• Chapter 3: The Tea Industry in Kenya

  • Overview of the Tea Industry: History and Current State
  • Role of Transnational Firms in the Kenyan Tea Sector
  • Key Players and Market Dynamics
  • Economic Impact of the Tea Industry on Kenya
  • Challenges and Opportunities in the Tea Sector

• Chapter 4: Human Resource Management in Transnational Firms

  • HR Practices and Policies in Multinational and Transnational Firms
  • Aligning HR Strategy with Business Strategy
  • Organizational Culture and Leadership in Transnational Firms
  • Talent Management and Employee Development
  • Labor Relations and Employee Welfare

• Chapter 5: Business Strategy in Transnational Tea Firms

  • Competitive Strategies in the Global Tea Market
  • Strategic Positioning of Transnational Tea Firms in Kenya
  • Market Expansion, Innovation, and Product Diversification
  • Cost Leadership and Operational Efficiency
  • The Role of Corporate Social Responsibility (CSR)

• Chapter 6: Synergies between Business and HR Strategies

  • The Concept of Strategic Fit: Business and HR Alignment
  • Identifying and Assessing Synergies in Transnational Firms
  • Case Studies of Successful Strategic Fit in the Tea Sector
  • Mechanisms of Synergy Creation and Value Addition
  • Factors Influencing Effective HR-Business Strategy Integration

• Chapter 7: Methodology

  • Research Design and Approach
  • Data Collection Methods: Surveys, Interviews, and Case Studies
  • Sample Selection and Study Area: Transnational Tea Firms in Kenya
  • Data Analysis Techniques
  • Ethical Considerations in the Research Process

• Chapter 8: Findings and Analysis

  • Overview of Research Findings
  • Analysis of HR Strategies in Transnational Tea Firms
  • Analysis of Business Strategies in Transnational Tea Firms
  • Synergies and Strategic Fit between Business and HR Strategies
  • Discussion on the Impact of Synergies on Organizational Performance

• Chapter 9: Conclusion and Recommendations

  • Summary of Key Findings
  • The Importance of Strategic Fit in Transnational Firms
  • Practical Implications for HR and Business Strategy Alignment
  • Policy Recommendations for Transnational Firms in Kenya
  • Directions for Future Research

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