A finished HRM-640 Topic 1 strategy and role behavior paper example, fixing the organization's basis of competition and deriving the employee behaviors that strategy needs. Searches like "hrm 640 topic 1 assignment example", "hrm640 topic 1 sample" and "hrm-640 topic 1 example" land here.
What a finished HRM-640 Topic 1 strategy and role behavior paper looks like
The finished paper spends its first half on the business before turning to people. It states the competitive position in one sentence and supports it with labeled illustrative figures: repeat business travelers fill about 40 percent of room nights and pay roughly 18 percent above nearby chain hotels. It then names what the group does not compete on, price, scale or a points program, each of which belongs to a rival with more hotels. From that position it derives role behaviors, following Schuler and Jackson's argument that each competitive strategy asks different behavior of employees. A front desk agent recalls a returning guest's preferences unprompted; a housekeeper records what a guest changed in the room; a manager tolerates small unapproved spending on recovery. Current practices close the paper, listed unjudged for the next topic to test.
How an HRM-640 Topic 1 example is structured
The paper is ordered so that nothing about people appears until the strategy is settled. It opens with the group's position in its markets, fourteen properties in four states, each competing against at least one national chain. A second part identifies the source of the rate premium using booking data rather than the mission statement, since the stated strategy and the one customers pay for can differ. A third part names the competitive bases the group has declined, which rules out several practices before they are examined. A fourth part translates the strategy into observable role behaviors for three groups, front desk, housekeeping and property managers. A fifth part draws on Schuler and Jackson to explain why a cost strategy would demand different behaviors from the same jobs. The paper ends with an inventory of current practices, listed without verdicts for later judgment against the behaviors required.
Position stated before any practice
One sentence names what the group sells and to whom, and every later judgment across the course is measured against that single claim.
The premium traced to booking data
Repeat business travelers and a rate about 18 percent above nearby chains, both labeled illustrative, show where the advantage actually appears in revenue.
Competitive bases the group declines
Price, scale and a points program belong to rivals with more hotels, so practices serving those aims are marked as off-strategy from the outset.
Behaviors written for three roles
Recalling preferences, recording room changes and spending small sums on recovery without approval describe what the strategy needs from people day to day.
Schuler and Jackson on role behaviors
Their argument that different competitive strategies call for different employee behaviors supplies the link from market position to people that the paper relies on.
An inventory left unjudged
Eleven current practices are listed without verdicts, which keeps the paper from grading any practice before the standard it answers to is fixed.
Where marks go in HRM-640 Topic 1
Opening papers in this course most often go wrong by starting with HR. A paper praising the group's training and benefits before stating how the business wins has judged practices against nothing, and the rest of the term inherits an anchor that was never set. Strategies copied from a mission statement, such as a commitment to excellence, name no customer and no reason anyone pays more. Papers stating the organization's competitive basis without naming the bases it has declined leave every practice looking relevant. Role behaviors written as values, integrity or teamwork, cannot be observed and so cannot test a practice. Citing Schuler and Jackson for a claim they did not make, for instance that one set of practices suits every strategy, reverses their argument, and markers who know the source will notice.
Get an HRM-640 Topic 1 example written to your instructions
Send the HRM-640 Topic 1 instructions and the rubric from your classroom, with the organization or case the assignment names. We write a custom example to those criteria, with the competitive position stated from evidence, declined bases named, role behaviors derived for specific jobs and current practices inventoried without verdicts, in 24 to 48 hours. The first one is free.
HRM-640 Topic 1 questions, answered
Why establish strategy before judging practices?
Because a practice is only good or bad relative to what the organization is trying to do. Generous individual sales commissions suit a firm competing on aggressive growth and damage one competing on patient, relationship-based service. Without the strategy stated first, a paper can only call practices common or uncommon, which says nothing about whether they help the organization win.
What did Schuler and Jackson argue?
Randall Schuler and Susan Jackson linked competitive strategy to the role behaviors employees need, arguing that innovation, quality enhancement and cost reduction strategies each call for different behavior, and therefore for different HR practices. Their work is a standard source for the vertical link between strategy and people, and papers use it to justify deriving behaviors before designing practices.
Where does the strategy come from if the case is vague?
From what customers pay for, wherever the case gives evidence of it: pricing relative to rivals, repeat business, the segments that generate margin. Where the case gives little, a paper can state a position as an assumption and label it, then hold every later judgment to it. What weakens a paper is changing the assumed strategy partway through the term.