- Report on Human Resource Management
- a. Explanation of Mind Map
- b. Importance of Human Resource Planning
- Issues faced by HR Managers & their causes
- c. Importance of HRP and legal considerations in recruitment & selections
- d. New Performance & Reward System and Impact on Motivation
Understand the pivotal areas of HRM in a range oforganisational contexts.
Understand methods to address performance and reward issues.
Understand contemporary issues affecting human resource management.
Report on Human Resource Management
For the purpose of this task, a case situation was presented where the human resource function was very traditional, narrow minded and not adequate enough. Evidence of such is present in the numerous issues plaguing the fictitious WeSellAnything Ltd. Problems were found in – high attrition rates, low employee morale and motivation, lack of career progression of employees, absence of learning and development, no adequate and accurate job descriptions done, lack of human resource planning, improper gender distribution and a large number of unresolved employee issues. As a response to a new HR Manager, a mind map was developed which highlighted all the aspects of HR functions to be incorporated and flowcharts were prepared on the human resource planning and the jobs and responsibilities of human resource managers.
In this report, firstly the mind map would be explained in detail; secondly an account would be presented on the importance of human resource planning (HRP) with its importance on grievance redressal and other aspects and thirdly a new performance management system would be suggested. Lastly, the key findings would be summarized in the Conclusion segment of this report.
a. Explanation of Mind Map
In the present day management, HRM is not only a mere organizational procedure and associated to only one aspect of organization functioning, but is an integrated method (Buller & McEvoy, 2012). The total functions of HRM can be hence divided into three domains – the operative functions, the managerial functions and lastly the advisory functions. In the mind map, red colour is used to designate the HRM function as whole, and the associated main domains of HRM are marked in “Purple”.
Each of these domain functions has a list of sub-functions which in total form the overall HRM. Namely, operative functions are that, which had been and still are the procedural aspects of HRM and consists of those responsibilities which are the sole responsibilities of HRM. Recruitment is the first operative function and is one of the key challenging tasks for every HR manager. Attention and resources are given to conduct this, and to attract, retain and sustain the prospective talent. Development of job descriptions, publication of job postings, sourcing the right talent, interviewing, negotiations of salary, making the final offer are all job responsibilities of the Recruitment Function. Next comes, the training and development function which also is a key operative aspect of HRM. Training & development (T&D) consist of orientation, smooth transitioning, skill measurements, and skill gap analysis, holding specialized training options and repeated monitoring to bring about new skill sets in the future. Compensation and benefits serve as the next operative function of HRM which considers taking care of smooth salary dispersal, providing work hour flexibilities, insurance and other benefits provided to the employees, tax calculations, reimbursements provided etc. Career progression and career planning of an employee in an organization is of fundamental value, and this is not only a mere operative function of HRM but a holistic comprehensive plan of every employee development. This function provides employees with growth options, management trainings, and education opportunities and also enables employees to attend seminars, corporate shows etc. This function helps an employee understand how valued she/he is in an organization and helps in enhancement of motivation and job satisfaction aspects. Other operative functions of HRM are performance appraisal and legal compliance aspects.
Apart from conducting the operative functions as mentioned, it is the role of today’s HR managers to provide input and valuable support in the overall management of the company and to ascertain that the human resources of the company are in alignment with that of the strategic objectives of the organization (Schuler & Jackson, 2008). This requires that HR function works in close tandem with the other managerial aspects of the organization. Hence, the second major role of the HRM is managerial functions. The primary function of this is conducting human resource planning. The importance of HRP will be explained in the following segments of this report, hence it is not elaborated here. The second aspect is employee organizing activities and undertaking means by which employee relations is maintained at the most beneficial state and care is taken to improve the employee motivation, job satisfaction, employee engagement and organizational commitment. Simple strategies like, holding informal gatherings, intra organizational meets etc can help subsequently boost the employee morale. Directing is another aspect of HR Managerial functions and helps in ascertaining that the employees operate in alignment with that of the overall organizational goals. This serves as a great challenge for every HR manager and this function requires him/her to identify the needs of the employees and explore means to satisfy them (Chen & Huang, 2009). Hence, this function requires the HR managers to carefully analyze the talent under them and devise strategies to keep them motivated. Lastly, controlling is another managerial function of HR which ends the cycle and restarts the HR planning stage.
The third aspect of HRM as per the Mind-Map is the advisory aspect and this is self explanatory – as it helps in providing support to the top management and is associated with seeing that their vision is being followed in every aspect of the HR function and lastly providing support to all the Departmental Heads and to ascertain smooth transition and operation of manpower in every department of the organization.
b. Importance of Human Resource Planning
Issues faced by HR Managers & their causes
c. Importance of HRP and legal considerations in recruitment & selections
d. New Performance & Reward System and Impact on Motivation
In the situation given it was found that the company in question did not have a competent performance and remuneration system as a result of which the attrition rate was high. Seeing all the problems it is a natural conclusion that a new performance management and reward system be placed. It is the job role of the HR manager to incorporate an adequate and effective performance and reward system. The following are the factors which need to be incorporated in such a P&RS
-Job descriptions and job roles are clearly defined based on which performance metrics can be determined
-Employees post joining need to be made clear about the job roles and basis on which their performance will be measured
-Bonus / reward based on performance if introduced, needs to be clearly quantified in the Employee Guidebook as well as the HR System and clearly translated to the employee
-Apart from extrinsic awards and rewards, intrinsic ones which calls for weekly goal celebration, monthly employee achievement should be introduced to motivate the employees (Cadwallader, Jarvis, Bitner, & Ostrom, 2010)
-360 degree performance appraisal system should be followed which will help the HR as well as the line managers to understand the employees’ perspective of work, aspirations (Reeve, 2008)
-Ideally a buddy system can be placed which will let an experienced employee to help a new joinee on-board to the system, which will encourage the culture of camaraderie and friendship
-Both intrinsic and extrinsic aspects must be incorporated in the Reward Management system of the company (Madan, 2012)
-Several out of office, outings can be arranged during holidays which will help the employees to bond and feel committed to the organization
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