NO EXTENSIONS I would like this to be re-written to avoid any plagirism/AI dete

I would like this to be re-written to avoid any plagirism/AI dete

I would like this to be re-written to avoid any plagirism/AI detection.It needs to be 700 words or slightly more, and need to include some sources for the information,
The Theory of Strategic Best-Fit in HR Management:
The theory of strategic best-fit in HR management is a concept that emphasizes the importance of aligning an organization’s HR practices with its overarching business strategy. It suggests that there is no one-size-fits-all approach to HR management, and HR practices should be tailored to support the unique needs and goals of the company. This alignment ensures that HR functions and policies are in sync with the business strategy, ultimately leading to improved performance and competitiveness.
In essence, the strategic best-fit model argues that HR practices should be designed and implemented in a way that complements the specific strategic objectives of the organization. It recognizes that different businesses may have varying priorities and challenges, and therefore, their HR approaches should reflect these distinctions. This approach is in contrast to the one-size-fits-all or best-practice model, which advocates for standard HR practices across all organizations.
Assessing Active+Leisure Retail’s HR Practices in Light of the Strategic Best-Fit Model:
Active+Leisure Retail, an emerging sportswear retail organization, currently faces several HR-related challenges. These include low compensation, limited training, high employee turnover, and a focus on cost reduction. Let’s assess the extent to which the company’s current HR practices align with the cost-reduction approach proposed by the strategic best-fit model, and explore why advocates of the model would argue that further alignment could benefit the firm.
The cost-reduction approach aligns with Active+Leisure Retail’s current practices in several ways. The company offers below-average pay and minimal perks, which helps control HR costs. In a highly competitive sportswear market, keeping prices low is a crucial aspect of the business strategy. Customers in this segment often seek value for money, and by focusing on cost reduction, the company can offer competitive prices, which may be a significant advantage in attracting and retaining customers.
Flexible-hours contracts, commonly used for retail assistants and warehouse pickers, enable the company to adapt its workforce to fluctuating business needs. This aligns with the cost-reduction approach by optimizing labor costs and avoiding overstaffing during slow periods. From a financial perspective, this flexibility is a sound strategy for cost management.
However, while aligning with the cost-reduction approach, Active+Leisure Retail should also consider the potential drawbacks of this strategy. Advocates of the strategic best-fit model would argue that while cost control is important, there are several factors that warrant a more balanced approach.
Critical Evaluation of Adopting a Cost-Reduction HR Strategy:}
1. Employee Retention and Development: The cost-reduction approach may lead to high employee turnover, particularly among key employees. This can result in a loss of knowledge and experience, which can be detrimental to the company’s long-term success. Investing in employee retention and development can lead to a more skilled and motivated workforce, ultimately benefitting the business.
2. Competitive Talent Acquisition: In a competitive market, attracting and retaining top talent is essential for long-term success. A strategy solely focused on cost reduction may make it challenging to hire and retain high-performing employees. A highly skilled and motivated workforce is a valuable asset and contributes to the company’s ability to innovate and adapt to changing market demands.
3. Employee Satisfaction: Low compensation and minimal perks may lead to low employee satisfaction and engagement. Unhappy employees may provide subpar customer service, impacting the company’s reputation and sales. Employee satisfaction is closely linked to customer satisfaction, and therefore, investing in employee well-being can lead to improved customer experiences and higher sales.
4. Market Dynamics: While cost control is important, the sportswear market is highly competitive. Customers are not solely price-sensitive; they are also looking for value. There is a balance to strike between cost reduction and providing quality products and services that meet customer expectations. By adopting a more holistic approach, the company can maintain cost-efficiency while delivering value to customers, which can result in increased loyalty and revenue.
In conclusion, while aligning with the cost-reduction approach may be suitable for Active+Leisure Retail to some extent, it’s vital to consider the long-term implications. A purely cost-focused strategy may not be sustainable in a dynamic and competitive market. The company should prioritize strategies that enhance both cost-efficiency and value delivery to customers. By investing in employee retention, development, and satisfaction, the company can create a more engaged and skilled workforce while continuing to offer competitive prices. This balanced approach can help Active+Leisure Retail thrive in the challenging sportswear market, ensuring both short-term cost control and long-term growth.

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