ASSIGNMENT INSTRUCTION: HUMAN RESOURCE MANAGEMENT
MODULE: HUMAN RESOURCE MANAGEMENT
The evidence from research into the link between HRM and organizational performance is now compelling – organizations that pay attention to their human resource strategies and policies perform better those that do not.
It is widely accepted that in the field of human resources management there are several critical areas which make the difference. According to recent research there are a number of HR practices found in high performing businesses. These are:
· Employment security
· Selective hiring
· Self management and local decision making
· Comparatively high compensation linked to organisational performance
· Extensive education and training
· Reduced status distinctions
· Extensive sharing of performance and financial information
· The importance of managing corporate culture as part of overall HRM strategy
All the above practices are inter-linked and mutually dependent. In times of fast change, globalisation and increasing competition, these elements are not easy to manage. Successful companies are those that manage to balance these elements effectively.
‘Downsizing’ is often the first choice strategy of western organizations in times of trouble but the evidence shows that companies who do this only build-up problems in the longer term. Successful businesses have found that redeployment and investment in developing skills is often a much better route to take
Selecting the right person for a job is particularly important. Employing the wrong person can be costly not only in terms of getting them out of the organization but also in the damage they can inflict on internal and external relationships. Recruitment and selection techniques have become very sophisticated. There are also many pitfalls and ‘sharks’ in the recruitment world.
The HR Manager can play a vital role in helping line managers understand the importance of autonomy within teamwork. There is little doubt that genuinely empowered people are productive people. But what does ‘empowerment’ mean?
Reward strategies are becoming more sophisticated. High rewards linked to clear high performance are the way forward. This does not just necessarily mean individual performance related pay, but a mix of approaches in pay policies are now being put forward by HR professionals who appreciate the complex links between motivation, performance and reward. It is also a highly important ingredient in the process of staff retention
Much research now points to the fact that highly developed and trained people also perform well and tend to be more committed to organizational goals and strategies. As our knowledge of learning processes increases, approaches to adult development and training have become more focussed and effective.
A sense of equality or ‘one team’ in the work-place is also important for performance. With the advent of the Internet people are increasingly able to communicate as equals. Should workplaces be status-free environments and are status distinctions diminishing? To what extent is status and the need for status a cultural phenomenon? It is not just by virtue of their job title that a person should have authority but through their knowledge, skill and contribution.
Consistent with these ideas is the idea of open and honest communication. Employees want to know what is happening in their workplace and like to receive relevant and meaningful information. High performance is in part the result of acting on appropriate information.
From the summary above, from your work on the HRM module and your extended reading of HRM papers and books, you are required to write a report of 4500 to 5000 words (excluding appendices and references) that covers the following tasks.
1) Identify the main issues in the labour market in your business sector and organization. How, if at all, is the nature of work and the workforce changing? (Up to 1000 words)
2) From your position as a manager dealing with a Middle Eastern workforce critically evaluate the view that strategic approaches to HRM can improve organizational performance. (Up to 1000 words)
3) Evaluate your organization’s approaches to managing people and individual HRM practices (for example, selection, appraisal, reward). (Up to 2500 words)
4) Present recommendations that will improve the effectiveness of people management in your organization. (Up to 500 words)
Your answers should be based on both HRM theory and your experience of management.
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