MODEL OF THE COHESION MEASUREMENT OF THE ORGANISATION'S PERSONNEL STRATEGY

Abstract

Purpose: Basic purpose of the article is identifying the cardinal elements of organisational strategy cohesion. Empirical challenge was to create an universal strategic tool for measuring the personnel strategy cohesion in a context of actions other functional strategies. Methodology/approach: For establish theoretical backgrounds authors analysed selected literature of strategic management. Pilot case studies were conducted in a large company from a restaurant industry. The study confirmed the usability of such approach. Findings: The model tool of studying the personnel strategy cohesion with the operational actions should be addressed to strategic objectives of smaller companies. For larger companies, the proposed model of analysis of the strategy cohesion and operational actions provides opportunities in monitoring the effectiveness of human resource management. Strategic management according to the Kaplan-Norton approach, aids knowledge about the personnel perspective combined with other perspectives of the strategy. Implications: The presented analyses concerning the analysis of cohesion at the level of the organisation general strategy. Personnel strategy should be considered in the context of the organisation's size and the beliefs of managers concerning the usability of the Kaplan-Norton approach. Effective conduct of the tool indicates the practical potential for testing the personnel strategy cohesion as a qualitative measure of the staff development perspective. Originality of the paper: Empirical researches results confirmed the adopted assumptions associated with the context of cohesion, due to the characteristics of the sample. The paper is an approach for creating a tool for testing strategy cohesion.