Professional Documents
Culture Documents
TABLE OF CONTENT
ACTIVITY
TOPIC
2
3
PAGE
4
4-6
6-9
9-11
11-12
12-14
15-17
17-18
18-19
Conclusion
19
Reference
20
Introduction
Human resource management shows an vital role in an organization that deliberates
on recruitment, selection of management and providing guideline to the employee
working in an organization.
HRM is also apportioning with the presentation valuation, hiring, training, developing
and benefits of employee and motivates them. Effective HRM allows staffs to
subsidize effectively and industriously to the overall company path for the execution
of the organizations goals and objectives.
HRM is now anticipated to add significance to the strategic application of employees
and that employee programs control the business in quantifiable techniques. HRM is
the manipulation and deployment of human resources of an organization or a
company in a fair and efficient manner.
HR management can be effectually applied in all industrial, economical, financial
sector, not only in production and business houses.
Boxall and Purcell (2003) argue that Strategic HRM is worried with
strengthening how HRM influences organizational performances. They also
point out that strategy is not the equal as strategic plans. Strategic planning is
the formal method that takes place, generally in larger organizations, defining
how things will be done.
Hence SHRM can be explained as, all the efforts by management to link the
manpower requirements to of an organization to its goals. It is the harnessing
of manpower to achieve a defined organizational strategy
AC 1.2
SHRM provides a cushion for the organization to harness other resources within the
organization.
The above significances are achieved through the five main Strategic Human
Resource Management activities; namely: Staffing
Training and development
Compensation
Health and safety
Employee and union relations.
Staffing
The process of recruitment an organization in forthcoming and goal directed ways that
backing the organizations business tactic and enhance organizational efficiency. This
includes the association of people throughout of the organization. Staffing outcomes
determine who will work for and represent the firm and what its employees will be
willing and able to do.
Long term plan for training and development
Training and development is a task that is concerned with organizational activity .Its
aim is to improving the presentation of individuals and groups within organizational
environment.
Reward/compensation like employee and labor relations, one SHR specialist with
dual expertise often can handle the compensation and benefits functions of SHR. On
the compensation side, the SHR functions include setting compensation structures and
evaluating competitive pay practice.
Health and safety: One of the main functions of HR is to support workplace safety
training and maintain federally mandated logs for workplace logs for workplace
injury and fatality reporting
Employee relationship: Employee relations is the HR discipline concerned with
strengthening the employers-employee relationship through measuring, job
satisfaction, employee engagement and resolving workplace conflict
and motivating scale in any job and hence equally important for this process. It also
includes better salaries, bonuses.
Performance management: It is meant to motivate the workers and the overall
organization train. It also ensures that the organizational goals are met with efficiency.
This process also includes for a department, product, service or customer process for
enhancing or adding value to them.
In modern days there is an automated performance management system that carries all
the information to help managers evaluate the performance of the employees and
assess them accordingly on their training and development needs.
Employee relations: Employee relations is a sensitive topic with organizations
especially in industries that are hugely competitive in nature. Though these are small
factors that motivate and employee to leave or to stick with an organization, but
certainly fews are under our control.
Employee relations include labor law and relations, working environment, employee
health and safety issue, employee conflict management, quality of work life, workers
Compensation, employee wellness and assistance programme, counseling for
occupational stress. All these are critical to employee retention apart from the money
which is only a hygiene factor.
All processes are integral to the survival and success of HR strategies and no single
process can work in isolation, there has to be a high level of conformity and
cohesiveness between the same.
Ac 2.2
Roles in strategic human resource management
There are various types of roles in human resource management from upper to mid to
lower level. These can be described as follows:
Director: The HR director (or head of human resources, depending on the size of
business) has many responsibilities towards all people who worked within an
organization from both an operational and strategic perspective. The head of HR is the
mastermind behind many issues such as resource planning and recruitment, managing
a variety of ER issues and is responsible to contact all the staff regarding company
issues. The director also accompany and closely in touch with the CEO,FD and other
department heads.
Stakeholders: Stakeholders is an investor who determine the result or final outcome
of a company. They dont have to be just equity shareholders but they can be
employees, business partners. They all are incentive for the company to succeed.In
human resource management stakeholders are the board of directors, comprised of
high ranking officials and occasional outsides with large amount of equity in the
company. They hold the authority to appoint all levels of senior management and
include CEO and terminate them if necessary.
Ac 2.3
Development and implementation of human resource strategies
Strategy formulation is about preference; choices and matches (Minzberg) regarded
the human resource strategy formulation as a viewpoint rather than exact process of
mapping the future action. Boxall has made the following suggestions regarding the
formulation of human resource strategies.
In this step the attachment of people to take the opinion about the problem and their
reactions are taken. Opinions are taken from the people within the organization.
Image the future
The second step is about the envisioning of future. In this step the future magnitudes
are determined and recommend probable explanation that has to be taken.
Understand current capabilities and identify gap
Human resource management attempts to draft the current proficiencies of the
organization that whether the organization can run with the taken approaches and
pinpoint the cavity of latest inclinations in organization.
Create a map of the system
This step is to ensure the system to be developed in a significant manner thus that can
be comprehensive and transmissible.
Bridge into action
After having agreed provision the strategy is formulated and interconnected.
Therefore the actions are achieved and control mechanism work for identify the gap
between performance and expectation.
How to implement human resource strategies
Implementation of human resource management strategy according to Saylor
foundation is shown in the graph
Determine human resource need: This is heavily tangled with the strategic plan.
The advancement or falling-off that is anticipated in the organization, the effect of
staff and the economic situation, the forecast sales of next year. These all are included
in this step. Most of the HR managers will prepare an portfolio of all current
personnel, which includes their educational level and capabilities. This gives the HR
manager the clear picture on what current employees can do. It can help as a device to
cultivate employees skills and abilities. HR manager will closely monitor at all job
constituents and will scrutinise each job. By undertaking this analysis ,they can get a
healthier picture of what kinds of proficiencies are obligatory to perform a job
magnificently.
keep employees in the circle, he must clarify the reasons and the estimated effects of
the rearrangement and keep them up to date on advance. When the termination time
comes, HR should require the employees close supervisors to deliver the news in
person. Terminated employees should have time complete loose ends, say good bye to
coworkers, and contribute in company sponsored career coaching or training center.
Downsizing often instigates poor moral, high levels of anxiety and even guilt among
employees it would like to rehire at a later date as employees or as consultants.
Workforce diversity: Workforce diversity is taken as one of the main encounters for
human resource management in modern organizations. Despite in strategic location
the mainstream of models in this field absolutely consider workforce as a standard
and homogeneous category and do not take into account cultural clash among
employees. Effective management of human resource is directly linked to business
success.. Perhaps most significantly however from equality and diversity perspectives,
is the emphasis on the need for policies to be.
Managing sexual harassment:
Sexual harassment can occur in any combination of working relationships-among
employees or between employees and supervisors. Employers have one basic
obligation to their workers-to provide a safe working environment free from
discrimination and harassment. The first and foremost duty of HR would be to
prioritize the gravity of the offense. The second major role is to counsel regarding the
offense, its redressed procedure and remedy punishment. Third, the whole concept of
sexual harassment should be neutral not gender base. Counseling the victim as well as
the employee who commits the crime is must, and HR should play it as a major role.
The last but not the least not to make the act as an attention creator. It should be
treated as any other offense firmly and severely.
Managing work life balance:
Work life balance is a thought that backings the efforts of employees to fragmented
their time and energy between work and the other important phases of their lives.
Employers who start policies, processes, actions, and anticipations that enable
employers to easily pursue more well-adjusted lives, assist work life balance.
Managers who follow work life balance in their own lives, model suitable behavior
and backing employees in their search of work-life balance. They craft a work
environment in which work life balance is projected, reinforced, assisted.
Controlling HR cost: Four methods has been used to regulate the costs of human
resources .These are 1.Management by objectives (MBO)
2.ratio analysis
3.personnel productivity
4.personnel reports and budgets
Management by objectives (MBO): According to Peter F. Drucker, dimension is
precisely imperative characteristic in management. However, human resource
management has been fragile in respect of amount due to its qualitative variables
such as feelings, attitudes, job satisfaction etc. Experts have advised the use of
MBO to extent the qualitative variables of human resources.
Ratio analysis: In this method, the significant performance indicators are called
personnel ratios and cover the following
1) Cost of recruitment: This is also called cost per hire. It includes the
recruitment cost and includes costs such as cost encountered in signing
process, cost of advertising, fee paid to the employment agency, cost
experienced in managing tests; company discussion and personal
interview; cost of medical examination; and organizational expense
such as stationary, postage, telephone etc.
2) Recruitment cycle time: It means the period taken from the
origination to the conclusion of recruitment method. The main
objective of scrutinizing employment cycle time is to know the perfect
time needed to recruit and compete the employment process.
3) Cost of turnover: Employee turnover is exclusive as its includes both
straight and secondary costs, the cost of turnover can be calculated by
using the following formula:
Turnover rate(%)=number of separations/average number of
employees*100
4) Cost of training: training is an fragmentary occupation in
administrations to heighten the employee skills and competence. It can
be articulated in the subsequent techniques:
Tesco SHRM framework is a Harvard framework. The Harvard framework unlike the
Michigan framework analyses both the external and internal environments of the
organization. The results of such analyses forms the basis for the emerging SHR
strategies in Tesco. The feature of Tescos SHRM framework also shows that Tesco
applies a soft approach to SHRM. His is evident in the fact that they emphasize on the
importance of employees as a key source of competitive advantage and growth for the
company. The soft approach applied by Tesco is evident in the SHR policies such as
investment on training and developing employees, a vibrant reward system, flexible
working hours and hourly contract which takes into consideration he UK minimum
wage standards among many other strategies.
Conclusion: At last we can say that organization need to develop different HR
strategies for having the good effect of it in the setting of organization. Human capital
is the set of human factors in the organization(bontis et al,1999).So human resource
management is the procedure of working with the manpower who worked in the
organization and on whom the success of organizations depends. Human resource
capital is one of the important asset for ay organization and therefore it is the key
asset for achieving organizational objectives (Michale Armstrong,2006)
Reference:
Bibliography:
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