Abstract

Strategy assessment is an activity which establishes the extent of the actual transformation and whether the presentation matches the preferred alteration and performance. The planned management models portray the major activities that help in shaping a coherent and linear method. However, it is imperative to make a note of if the model in utilisation is a normative model, which means that it demonstrates how strategic management ought to be set rather than relating to what is actually completed by the senior management (Brewster, pp 255-70). Moreover strategic administrative is a supporting process that implies a possible gap between the reality and theoretical model. In this case study of Regal Friendly Society we will accordingly evaluate the different issues faced by the society and how it can accordingly improve its operational and strategic competence of Human resource skills within the Regal Friendly Society.

‘Analysis of Human Resource Management Models for Regal Friendly Society’
Case Study
Introduction
Strategy assessment is an activity which establishes the extent of the actual transformation and whether the presentation matches the preferred alteration and performance. The planned management models portray the major activities that help in shaping a coherent and linear method. However, it is imperative to make a note of if the model in utilisation is a normative model, which means that it demonstrates how strategic management ought to be set rather than relating to what is actually completed by the senior management (Brewster, pp 255-70). Moreover strategic management is a opinionated procedure that implies a potential gap amidst the actuality and theoretical model. In this case study of Regal Friendly Society we will accordingly evaluate the different issues faced by the society and how it can accordingly improve its operational and strategic competence of Human resource skills within the Regal Friendly Society.

Brief history of Regal Friendly Society and the new acquisitions
Regal friendly society set up in the year 1790 as a funeral society, is a huge financial services company having employee strength of more than 4000 employees. A mutual establishment that has assembled its consumer data base from underprivileged working class societies via a work force which was called at the door steps of its affiliates. As it was a company controlled and legalised by the Industrial Assurance act there were constrains laid on it existence and ambitions in order to perform other activities. The conventional services of this society were collection of weekly premium or savings which at times were as low as 1 penny a week. The company is still a mutual corporation that means, there are no shareholders and the customers own the company and are called as the members. The presentation of the organisation is stagnant at the corporate level however there is a decline when it comes to retail level as there isn’t any place for the conventional policies in today’s mobile market.
The birth of National Health Services friendly society which provides a shield for the middle class or working class people changed everything for the friendly societies and they were find new trading methods but had abide by the constrained of the Industrial act, moreover these were replaced by many financial organisations hence were no longer deemed to be the main players in this sector. The absorption of Industrial Societies Act in to Financial Services Act resulted in to acquisitions of smaller general insurance organisation on the south coast by Regal Friendly Society. Regal Friendly Society is considered to be a very strong player in the Affinity market and sells it products and services via recreational and associations’ societies like Caravan Society or The Teachers Union.

HRM Model used to discuss the effect of relevant stakeholders’ interest in development of the management in Regal Friendly Society
There are 2 well-known HRM models which subsist today (Price, pp 35-40). The first one is Michigan School Model that was extended by Deanna, Fibrin and Itchy (1984). This is also known as the tough HRM that lays emphasizes on treating workers as a way to attain the organisation’s policy. Organisations which exercise this model observe asset in worker development and training to make sure it fits in the organisation’s business approach. The management’s major grounds to convalesce the effectiveness of Human Resource Management in this model are to increase output. In addition the Michigan model supposes that HRM will act in response to the internal and external atmosphere appropriately and a contingency approach to HRM. The Michigan model is hard HRM model because it is based on deliberate control, organisational construction and methods for management of people. Even though it recognises the significance of rewarding and motivating people, it focuses most on supervision of human assets in order to attain strategic objectives (Purcell, 2001, pp-59-77).
Harvard Model is yet another HRM model that was built by a scholastic group from Harvard Business School and hence called so. The Harvard Model (Beer et al, 1984) suggests that individuals may be handled in 4 human resource groups. The 1st group is the worker-influence that is known as the amount of responsibility, power and authority willingly allotted by and is well-matched with the interests and functions of the organisation. The 2nd is the constituent of the human resource flow, that is refers to judgments on selection, recruitment, promotion, job security, exit, career growth, progression and just treatment to all the employees. The remuneration systems deal with extrinsic as well as intrinsic booties for instance the job itself, sagacity of principle, accomplishment and challenge, pay insurances, bonuses, and flexible operational hours.
3rd is the remuneration system must always be associated with the complete business approach as well as the management viewpoint. The final one is that of operational systems that deals with the arrangement of individuals, technology as well as information goings-on (Purcell, 2001, p. 59). This is a extremely prescriptive HRM model that lays emphasises on several apparent long-standing reimbursement of acting on stakeholder interests and situational factors, assuming that there is a set of predetermined and superior human resource policy choices (Price, 2007, pp 35-40). Businesses who adopt this model would make sure that workers had major involvement in work and also had opportunities to grow in the organisation. This is an ideal model for organisations like Regal Friendly Society. It employs the usage of 4 Cs i.e. competence, commitment, Congruence and cost effectiveness. The management can ask these questions while evaluating the 4 Cs.
• Do HRM policies serve to attract, keep, or develop employees who have valuable skills and knowledge – both now and in the future?
• Do HRM policies enhance the commitment of employees to their work and their organization – and to what extent?
• Questions regarding Cost effectiveness of HRM and
• Various other questions dealing with Congruence
This model helps us understand the effect of relevant stakeholders’ interest in development of the management in Regal Friendly Society.

Relationship between human resource and corporate strategy issue within Regal Friendly Society
There is major relationship between human resource and corporate strategy issue within Regal Friendly Society as these can be interlinked to each other. Human Resource plays an important role in any organisation when it comes to people management and setting policies for a company. In the case of Regal Friendly Society there were many issues seen. To being with the two traditional workforce issues that are the collection of cash which had become irregular as most of the financial services payment made via the automated banking system and second was the original condition which was dated back to the 18th century. This created a hindrance for corporate strategy and human resource as the world had become more hi tech and many people preferred using the automated systems when it came to payment for their financial services and thus reduce the cash payment which resulted cut down of jobs and creating unemployment for many. Moreover it affected the societal aspect as it burdens the society agencies that are funded by the state, local, and central government. Alternation in company strategy poses remarkable problems for Human Resource strategy. In the case of Regal Friendly Society it was seen that a few recommendations such as selling of the building and relocation of the central operation, closing of the sales business or rationalising them to ten regional offices poses a challenge to the Human Resource department too as there is a huge cost involved (Clark, 2000, pp 6-23). Moreover there are many conflicts of interest amongst the higher management of the company as many may not want to change the location of its head office as it will result in unemployment for many, although this may satisfy the shareholders.
Human Resource plays a significant role when it comes to operational issues like performance check, training etc. Such issues are not only related to the corporate strategies but also concern the human resource as these can help Human resource to find a solution and accordingly prepare for its implementation. Better understanding of these corporate strategy issues can help human resource to play a more useful role in development and training, transcending leadership and behavioural programs especially these days (Monks, & McMackin, 2001, pp. 59-72). Hence with regards to the case of Regal Friendly society one can establish a relationship between the two as they are interlinked with each other.

Assessing the role of HRM in a new organisation in order to include culture and motivational dimensions
According to Beer et al when the management uses the 4 Cs to analyse the questions rose above (Price, 2007, pp. 35-40).
1. Commitment- Enhanced commitment possibly will lead to further loyalty and improved performance for the company. It may be able to profit the entity through better self-image, decorum, mental involvement, and individuality. And moreover there is a communal development due to these emotional benefits. This is can help the Human Resource Management benefit and also motivate the staff in a new organisation as it is able to gain their confidence.
2. Competence- With regards to Competence once again it is profitable at all the 3 levels because if the is a pool of knowledge and skills then the company benefits and its staffs practice a better sense of self worth and economic happiness. This will not only help the HRM in motivating them but also set this as a culture of the organisation as it will attract more talent which in turn will make the organisation a place where many would like to work plus the organisation can be become a good example for many new and existing organisation.
3. Cost effectiveness- This part is yet another important part of the 4 Cs. This cost effectiveness of meticulous HRM policies could be assessed with regards to benefits, wages, absenteeism, turnover, strikes, etc. The expenses may perhaps be evaluated not only in case of organisations and individuals, but also for society as a whole.
4. Congruence- This C can help HRM to raise issues with reference to the height of congruence in HRM strategies among, the following:- for instance, employees and management, diverse employee groups, the organisation as well as the society, workers and their families, finally each individual working in the organisation.
As there are 2 main issues with regards to the conventional work force, first the collection of cash is an irregular due to the automation of banking systems with regards to payment of many financial services and 2nd for providing the original condition for offering a burial services that came in to existence in the 18th century. These can help us in assessing the role of HRM in a new organisation in order to include culture and motivational dimensions (Clark, 2000, pp 6-23).

Conclusion
HRM models have the most important roles when it comes to formulating HRM policies; it doles out the guidelines to organisations with regards to the approach that an organisation will employ for their work force. Whether an organisation plans to employ the hard (Michigan model) or the soft (Harvard model) HRM strategy, or may be perhaps the mix of both the model, the efficiency of HRM strategies depends on the functioning of the HRM model selected and the setting of the organisation. Some organisations may perhaps be best when it comes to putting into practice the hard (Michigan Model) HRM approach whilst some would create successful workforce with the functioning of soft (Harvard Model) HRM approach. It depends on every organisation as to what really they think is important for their organisation. In the case of Regal Friendly Society the soft (Harvard model) HRM approach seem to be very appropriate as it will help the company and it employees’ moreover resolve the issues that surround them (Price, 2007, pp.35-40). Below are a few recommendations that can help the organisation function better.

Recommendations
According to Beer et al (1984, pp 362-365) when Human Resource Management decides the suitable human resource strategies and practices for their businesses, they need some technique of evaluating the suitability or effectiveness of those approaches. Beer et al (1984, pp 362-365) set up the well known Harvard Map (occasionally known as the Harvard model) of Human Resource Management. This plan is based on a logical approach and offers a broad causal description of the ‘ consequences and determinants of Human Resources Management policies.’ The following recommendations can help the company in improving the operational and strategic efficiency of human resource assets in Regal Friendly Society, these can be stated as:
• Situational factors- The situational aspects in the external business atmosphere or inside the organisation for example societal and laws standards, labour market situation, unions, labour force features, company strategies, management viewpoint, and assignment know-how. As per Beer et al these aspects may limit the configuration of Human Resource Management policies but (to altering degrees) they could also be subjective to human resource policies.
• Stakeholder interests- Stakeholder interests as well as the one that include that of management employees, shareholders, unions, government as well as the society should be taken in to consideration. According to Beer et al (1984, pp 362-365) the human resource policies must be inclined by each and every stakeholder. In case this does not happen then, ‘the venture will not succeed in meeting the needs of all the stakeholders when it comes to long term stand in the market and moreover it will fail as an organisation.
The human resource strategies must have both instantaneous directorial outcomes and long-standing consequences. Managers can influence a lot of factors by way they choose or make the policy, these include the complete capability of workers, the assurance of employees, the amount of congruence amongst the employees’ own targets and that of the company, and finally the overall cost efficiency of Human Resource Management practices (Kamoche, 1996, pp 213).
According to Beer et al (1984, pp 362-365) the ’4 Cs’ do not stand for all the measures that human resource guideline creators can employ to appraise the efficiency of human resource management, however they can deem them to be logically complete however they propose that it may possibly append further factors depending on situations. Moreover Beer et al also states that if the organisation strives to improve the all the 4 Cs then it would lead to constructive consequences with regards to individual interests, societal interests, and organisational usefulness (i.e. enduring consequences).
Managerial efficiency means the capability of the organisation to be adaptive and receptive to its surroundings. It can be hence suggested that human resource management plays a very important role and has to a large extent broader significance than just the last quarter’s returns or previous year’s profits on equity. Without a doubt, such interim measures are comparatively unchanged by Human Resource Management policies. Thus Human Resource Management strategy formulation should integrate this long standing perception.
Besides the above according to Beer et al (1984, pp 362-365) the long-term results with both remuneration and costs of human resource strategies ought to be assessed at 3 levels:
• Individual- At the individual level the interests of the workforce ought to be measured independently and specifically from that of the company’s point of view. The workforce can be affected physically, economically or mentally by the Human Resource Management policies. But management have diverse values and will credence those end results in a different way as per to those values. Some may concentrate on these from the organisation at the expenditure of workforce point of view while the others will consider workforce as having justifiable claims to just treatment.
• Organisational- Human resource strategies have to be assessed with regards to their involvement in achieving company objective and goals and organisational endurance. In particular, the Human Resource Management policies can boost a company’s competence, adaptableness, service performance, cost performance, – short-term consequences and finally the long-term consequences.
• Societal- Human Resources practices could have extensive outcomes on the society. For instance, the question asked by Beer et al, “What are the communal expenses of a strike or a lay off? (Beer et al, 1984, pp 362-365)” They indicate that unstable and laid-off workforce may build up both emotional and physical fitness problems that portray them as burdens to society agencies that are funded by the state, local, and central government. These days’ companies pass on a lot of the overheads of their organisational traditions to society. Thus it is really important for the Human resource management to consider and practice polices that will not burden the society, as every organisation has a role to pay when it comes to society well being.
If these recommendations are followed properly then the Human Resource Management can ensure efficiency of Human resource assets in Regal Society. Moreover, it can help in the organisation not only make profit but also make it a company with cent percent employee satisfaction which will help the company to achieve its goals.

References
Michael Beer, Richard E. Walton, Bert A. Spector (1984),Managing Human Assets, Volume 24 Issue 3, Pages 362 – 365
Brewster, C. (2001). HRM: The comparative dimension. In J. Storey (ed.), Human resource management:A critical text (pp. 255–71). London: Thompson Learning.
Clark, T., Grant, D. & Heijltjes, M. (2000). Researching comparative and international human resource management. International Studies of Management, 29(4), 6–23.
Kamoche, K. (1996). Strategic human resource management within a resource-capability view of the firm. Journal of Management Studies, 33(2), 213–33.
Monks, K. & McMackin, J. (2001). Designing and aligning an HR system. Human Resource Management Journal, 11(2), 57–72.
Price Alan (2007) Brief excerpts from Chapter 2 of Human Resource Management in a Business Context 3rd Edition 35-40 published by Cengage
Purcell, J. (2001). The meaning of strategy in human resource management. In J. Storey (ed.), Humanresource management: A critical text (pp. 59–77). London: Thompson Learning.
Scullion, H. (2001). International human resource management. In J. Storey (ed.), Human resource management: A critical text (pp. 288–313). London: Thompson Learning.