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BMHR 5103
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HUMAN RESOURCE MANAGEMENT (BMHR5103)
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HUMAN RESOURCE MANAGEMENT (BMHR5103)
TABLE OF CONTENT
TAJUK
PENGAKUAN ii
PENGHARGAAN iv
ABSTRAK v
ABSTRACT vi
KANDUNGAN vii
SENARAI JADUAL x
SENARAI LAMPIRAN
1 PENGENALAN 1
1.1 Pendahuluan 1
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HUMAN RESOURCE MANAGEMENT (BMHR5103)
1.1 Introduction
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There are various approaches for managing Human resources; however the
most important aspect of human resource management is strategic thinking which is
applied over employees which acts as the most important element for a company to
stand in market. Taylor, S., Beechler, S., & Napier, N. (1996, pg 960) states that
'Strategic Human resource Management is used to explicitly link HRM with the
strategic management processes of the organization and to emphasize coordination or
congruence among the various human resource management practices.' Human
resource management department becomes a factual business partner by helping
achieve strategic objectives with employee growth leading heighten the business
competitive advantage. Analysing the strengths and weaknesses of human resource
management can prove to be helpful in classifying the characteristics of which help or
hinder the achievement of strategic objectives (Dr Chaneta, I., 2010, pg 5).
Organizations that adapt strategies of Human Resources and practice their internal and
external environment consistently surely out-perform their stability in market. Since
Human Resources Management set their objectives and strategies by overlooking
organizations mission or purpose, and objectives. While recruiting and selection
human resources keep organizations strategies in concern and rather work as one of
their strategy for selection. Such approach like strategies produce more informed and
purposeful Human Resource Management. Thus, Strategic thinking and human
resources play hand in hand for successful operations in organization.
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long term planning , goals and involvement among the top management. Second, New
Linkages between Human Resources and Strategic planning has come out to be the
most important element in strategic HRM. Baker, D. (1999, pg 52) explained one of
the major key aspects as 'SHRM requires a holistic approach, with not only an internal
integration between personnel systems (recruitment, selection, rewards mechanisms,
appraisal performance management), but also an integration between those systems -
summarised in an HR strategy - and the organisation's strategy overall. It can be two
sort of linkage, First One way linkage which takes place when Human resources
involves in the organization from the time of implementation. Second Two way
Linkage takes place when HR takes place right from the point of formulation and acts
as a support by applying there strategies with organization for its betterment. The third
aspect is Proposed Linkages between HRM and organisational performance. Katou,
A.A (2008, pg 120) explains this aspect as 'the literature points out is that the link
between HRM and organisational performance is considered like a 'black box', i.e.,
lack of clarity regarding 'what exactly leads to what.' This means the HR strategy
should be always be aiming towards organisational performance. There should be a
direct link between the two. Last but not the least the fourth key aspect is Inclusions of
line managers in the HRM policy making process. Where Strategic Human resources
involves line managers actively by conducting training sessions involves in coaching
and analysis of inferiors. They are held responsible on fulfilling and considering
Human resources needs within their respective departments. And more importantly
plays an active role in making sure that operations run on Human resources policies,
planning and processes. Such involvement of line managers evident itself in the set
strategies and helps in achieving targets. ' Martell K. & Carroll S.J. (1995, pg 255)
states 'A CEO of a large trucking department echoed his statement saying Human
resources management is too important to be left in Human resource department.'.
Three proportions of the line manager's role are Analysing skills, Coaching skills, and
share learning style.
create a better every day life for many people'. According to IKEA their vision always
depended on the business idea and human resource idea which deliver their employees
a motivation to excel both as individuals and professionals so that they can get
together and work on one mission which was to make a better life for themselves and
their customers. Human resources of IKEA has surely provided facilities to their
employees like flexible timings, part time and full time hours, emergency leaves, sick
leaves, casual leaves, leaves for caring of dependent or kids, employee assistance
programs, information , advices on work life balance and health promotion. While
talking of IKEA's example one of their phase in the journey of the industry was when
they did health promotion programme in IKEA Glasgow ,which was not expected to
be a particular priority. However, in addition to provide healthy meals and large public
cafeteria all employees could take an advantage of free medical footcare and massage
session during work time. Offering such service and activities was to relax their body
and mind since they invest their so much time on sop floor.
Therefore, Human Resources and their set strategies play a crucial role in order
to make a considerable involvement to the success of organisation. Since they
participate majorly in how closely the skills of the organisation are aligned with its
strategic mission and plans, individual performance and productivity, quality amongst
the employees of decision making which is a very important aspect for an HR to judge
amongst people to people before hiring more specifically amongst line managers.
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REFERENCE
Maja, Z. (2008). IKEA mulls joint venture with Bosnia furniture maker. Bloomberg.
Retrieved 21 June 2016.
Patrick C. and Robert L. (2013). "Europes Richest Person Kamprad to Move Back to
Sweden". Bloomberg. Retrieved 24 July 2013.