{"id":46330,"date":"2025-11-19T13:59:53","date_gmt":"2025-11-19T13:59:53","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/strategic-human-resources-management-professional-certificate-3\/lessons\/lesson-4-reasons-behind-the-difficulty-in-implementation-4\/"},"modified":"2025-11-19T13:59:53","modified_gmt":"2025-11-19T13:59:53","slug":"lesson-4-reasons-behind-the-difficulty-in-implementation-4","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/strategic-human-resources-management-module\/lessons\/lesson-4-reasons-behind-the-difficulty-in-implementation-4\/","title":{"rendered":"Lesson 4: Reasons behind the difficulty in Implementation"},"content":{"rendered":"

\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

Lesson 4: Barriers to SHRM Implementation<\/h2>\n

Reasons behind the difficulty in Implementation
\n<\/h3>\n

The following steps taken together can yield the information that an organisation needs to determine the extent of its problem and to help shape the retention strategies that are implemented in response.<\/h5>\n
\n\n\t\t\t\t\t 1. Short-term mentality and focus on current performance:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Performance evaluations and compensation throughout organisations tend to be based on current performance.<\/h5>\n
This is because most shareholders measures profitability and return on investments quarterly.<\/h5>\n
Thus, CEOs need to focus on short-term quarterly financial performance to retain their jobs.<\/h5>\n
Here, rewards are not provided for laying plans that may (or may not) provide significant gain three or five years in the future.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 2. HR managers do not think strategically:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
HRM is a complex and ever-changing function, requiring a tremendous amount of technical knowledge.<\/h5>\n
HR Managers often have insufficient general management training to understand the entire organisation and the issues and challenges being experienced in the finance, operations, and marketing departments.<\/h5>\n
Consequently, their ability to think strategically may be impaired, and their ability to influence colleagues in other functions might be limited.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 3. Senior managers lack appreciation for the value of HR:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
They fail to realise the contribution HR can make as a strategic partner. Managers often see the HR function as providing unnecessary bureaucracy to their work and being more of an adversary than an ally.<\/h5>\n
Their perception of HR is that it is inflexible and rules-oriented, and that it delays their ability to do their jobs.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 4. Functional managers:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Perceive themselves as HR managers<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 5. Difficulty in quantifying many of the outcomes and benefits of HR programs:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Senior HR managers consistently find resistance toward resources being allocated to programs that have less tangible, measurable benefits than those that do.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 6. Employees are not owned by organisations:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
HR Managers can spend a lot of money to invest in employees and they can simply leave the business because of the competitive labour market.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 7. Resistance to change:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
SHRM might be resisted because of the incentives for change that might arise.<\/h5>\n
The change implemented demand some incentives for efforts to execute the changed program.<\/h5>\n
If these incentives are not given reasonable, they may create barriers to SHRM.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 8. Trade Unions and Work Councils
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Can force specific activities on organisations.<\/font><\/h5>\n<\/details>\n
Performance evaluations and compensation throughout organisations tend to be based on current performance.<\/h5>\n
This is because most shareholders measures profitability and return on investments quarterly.<\/h5>\n
Thus, CEOs need to focus on short-term quarterly financial performance to retain their jobs.<\/h5>\n
Here, rewards are not provided for laying plans that may (or may not) provide significant gain three or five years in the future.<\/h5>\n
HRM is a complex and ever-changing function, requiring a tremendous amount of technical knowledge.<\/h5>\n
HR Managers often have insufficient general management training to understand the entire organisation and the issues and challenges being experienced in the finance, operations, and marketing departments.<\/h5>\n
Consequently, their ability to think strategically may be impaired, and their ability to influence colleagues in other functions might be limited.<\/h5>\n
They fail to realise the contribution HR can make as a strategic partner. Managers often see the HR function as providing unnecessary bureaucracy to their work and being more of an adversary than an ally.<\/h5>\n
Their perception of HR is that it is inflexible and rules-oriented, and that it delays their ability to do their jobs.<\/h5>\n
Perceive themselves as HR managers<\/h5>\n
Senior HR managers consistently find resistance toward resources being allocated to programs that have less tangible, measurable benefits than those that do.<\/h5>\n
HR Managers can spend a lot of money to invest in employees and they can simply leave the business because of the competitive labour market.<\/h5>\n
SHRM might be resisted because of the incentives for change that might arise.<\/h5>\n
The change implemented demand some incentives for efforts to execute the changed program.<\/h5>\n
If these incentives are not given reasonable, they may create barriers to SHRM.<\/h5>\n
Can force specific activities on organisations.<\/font><\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-46330","lesson","type-lesson","status-publish","hentry"],"yoast_head":"\nLesson 4: Reasons behind the difficulty in Implementation - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/strategic-human-resources-management-module\/lessons\/lesson-4-reasons-behind-the-difficulty-in-implementation-4\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 4: Reasons behind the difficulty in Implementation - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 4: Barriers to SHRM Implementation Reasons behind the difficulty in Implementation The following steps taken together can yield the information that an organisation needs to determine the extent of its problem and to help shape the retention strategies that are implemented in response. 1. Short-term mentality and focus on current performance: Performance evaluations and […]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/certifeka-edu.com\/ar\/programs\/strategic-human-resources-management-module\/lessons\/lesson-4-reasons-behind-the-difficulty-in-implementation-4\/\" \/>\n<meta property=\"og:site_name\" content=\"Certifeka-edu\" \/>\n<meta property=\"og:image\" content=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u0648\u0642\u062a \u0627\u0644\u0642\u0631\u0627\u0621\u0629 \u0627\u0644\u0645\u064f\u0642\u062f\u0651\u0631\" \/>\n\t<meta name=\"twitter:data1\" content=\"4 \u062f\u0642\u0627\u0626\u0642\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":[\"WebPage\",\"webpage\"],\"@id\":\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/strategic-human-resources-management-module\\\/lessons\\\/lesson-4-reasons-behind-the-difficulty-in-implementation-4\\\/\",\"url\":\"https:\\\/\\\/certifeka-edu.com\\\/programs\\\/strategic-human-resources-management-module\\\/lessons\\\/lesson-4-reasons-behind-the-difficulty-in-implementation-4\\\/\",\"name\":\"Lesson 4: Reasons behind the difficulty in Implementation - 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