Human Resources Management Assignment PDF
Added on 2021-01-21
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ATHE L7 Extended Diploma in Management Strategic Human Resources (HR) Management Assignment
Table of Content Preamble ................................................................................................................................................. 4Task 1 ...................................................................................................................................................... 5AC 1.1 Effect of structure and culture of organisation on HR management strategies ...................... 5AC 1.2 Importance of financial resources in the creation of a HR management strategy .................. 61D1 Factors affecting human resource management in a named organisation ................................... 8Task 2 .................................................................................................................................................... 11M1 Impact of government legislation on HR management strategies .............................................. 11Task 3 .................................................................................................................................................... 13AC 2.1 Analysis of different strategic HR management models ...................................................... 13AC 2.2 Contribution of HR management in achievement of organisation’s strategic plans ............ 162M1 Evaluation of different models of preparing strategic HRM plans for EasiClean .................... 18Task 4 .................................................................................................................................................... 22AC 3.1 Considerations while preparing Human Resource Management (HRM) strategies ............. 22AC 3.2 Evaluate the key elements of a Human Resource Management (HRM) strategy ................ 233M1 Impact of internal and external factors on elements of HRM strategies .................................. 243D1 Evaluation of the model used by an organisation in the development of its HR strategy ......... 26Task 5 .................................................................................................................................................... 29AC 4.1 HR management strategy for an organisation of choice ....................................................... 29AC 4.2 HRM Strategy supporting the achievement of organisational/business objectives .............. 324D1 Potential barriers to the implementation of HRM strategy ....................................................... 33References ............................................................................................................................................. 35
Table of Figures Figure 1 The Harvard Framework Model ............................................................................................. 14Figure 2 Guest’s Model of HRM .......................................................................................................... 15Figure 3 Five Maturity Levels (Courtesy: (Curtis, et al., 1995) ........................................................... 18Figure 4 Factors of Human Capital (Courtesy: Prescient) .................................................................... 20Figure 5 Top-down and Bottom-up Model to HRM (Courtesy: Smartsheet) ....................................... 21
Preamble Human Resource (HR) management strategy mentions the methods and techniques that lift organisations to attain objectives with the help of better strategizing and planning of functions. The organisation develops its culture and values to deal with the problems caused by employees due to several reasons, such as, belonging to different cultures or having different set of beliefs and values. When an organisation builds its culture and values, it seeks to control behaviour of employees to ease the achievement of strategic goals – define what is normal and acceptable versus what is unacceptable and punitive to protect the larger interests of the organisation. In addition to controlling of the behaviour, HR management also seek to nurture and groom organisation’s talent to prepare future leadership and ensure continuity, so the senior leadership of the organisation stays focused on building other business-related strategies. Organisation advised for the purpose of this assignment is EasiClean Plc (‘EasiClean’ or ‘Company’). EasiClean has been producing soaps and detergents for more than a ten decades and now considering moving into products like beauty products, baby wipes, and tissue papers to target 15 new countries seeking organic and inorganic growth. For this purpose, Company intends to acquire potential businesses to leverage the market presence of less famous but established local brands in those countries. Management of the Company seeks to develop and adopt strategic HR management practices so the business growth could be strengthened, and the ambitions could be materialised swiftly. This report will cover the impact and importance of structure and culture in an organisation, importance of financial resources for HR management and the factors that affect HR management within the organisation. Also included would be the topics that must be considered while developing HR strategies, critical factors, and other barriers. Final part of this report would address the ways and means on overcoming the problems and bottlenecks using a variety of suitable approaches with merits and demerits of each being mentioned.
Task 1 AC 1.1 Effect of structure and culture of organisation on HR management strategies The HR management of the organisation are responsible to develop best strategies; however, the structure and the culture of organisation affects its HR strategies in several ways as discussed hereunder: Workforce aptitude: It highlights the capabilities and skills of the employees that are present in the organisation’s workforce. To highlight and polish these abilities of employees, the organisation’s HR management initiates a variety of programmes, through which employees can be trained for a variety of tasks. In this way the employees learn about the job and increase their productivity; for example, many organisations have a time period for employee training and during this time employees are taught and explained about the job in order to increase the employees' skills and make them understand the job well. Keeping EasiClean in perspective, the Company will need to identify key members of the workforce for education and training to enhance their knowledge for practical operations once it launches its growth strategy in 15 countries and opens-up different product lines. Company leadership: Leaders are the backbone of organisation. It is up to the leaders to be visionary and grow the business or let the organisation drift towards decline with their myopic vision. Organisation’s workforce implements the decisions of management which are curated to them with careful HR planning. Single wrong decision can be detrimental to the entire organisation; therefore, it is important for any organisation to select a leader who has all the necessary skills. The leadership of an organisation develops strategies keeping in view the structure and culture of that organisation and how the change must be managed when required. The management of EasiClean should start developing succession plans considering new growth ambitions. Size and structure: Different types of structure exist in today’s organisations, e.g. flat structure, matrix structure, network structure, etc. There is no “one size fits all” structure that could be
considered the best for all organisations hence the organisation must build structure that caters to its strategic HR needs in most suitable manner while ensuring that two-way communication between HR and employees does not lag when it comes to managing the changes in the organisation. Considering the multi-fold growth ambitions of EasiClean, the Company is advised to keep the structure simple, direct yet efficient hence ‘flat structure’ would be the most suitable one so that HR management is able to engage workforce to manage their capabilities to materialise S.M.A.R.T. goals and also allow them to participate in the decision-making process. Complexity of operations: Managing HR is less complex when it pursues unified HR strategy applicable to entire organisation without being selective, however, when organisations grow beyond the borders then complexities get onboard hence HR management must accommodate unique requirements. For example, HR management must develop a separate set of HR policies to remain in compliance of local laws and regulations of another country. It is essential for the development of an organisation to provide its employees with all the information about the geographical areas for the expansion of their business activities. EasiClean has good experience of managing the operations locally, however, their global plans would add greater complexity in the manner they conduct business; therefore, their previous HR managements strategies would require a complete overhaul. AC 1.2 Importance of financial resources in the creation of a HR management strategy HR management faces multitude of issues like analysing work requirements to design jobs, plan workforce, train and develop staff for future management/leadership of the organisation, manage the performance of workforce to ensure optimal productivity and handle legal issues. Managing these aspects require financial resources which are detailed in following section of this report: Recruitment and fulfilment of workforce requirements (pre-hire costs): One of the main HR functions is to recruit workforce at various levels including the top-most managers to the lowest-level, e.g. production labour. Searching and recruiting right person for the job is embodies upfront costs because finding correct person is critical to ensure the success of organisation’s functional requirements.
According to Glassdoor, average employer in the UK spends £3,000 and 27.5 days1while hiring seasoned leaders and managers goes up significantly. HR departments incur these costs and spend time because hiring a wrong person for the job, could cost ten times more to the organisation than upfront costs during in screening, selecting, and hiring most suitable person. Lack of financial resources poses the direct risk for HR recruitment process. Costs associated with workforce retention (post-hire costs): Committing financial resources at the time of recruitment is not just the one-time upfront cost, but organisations must constantly stay competitive while offering remuneration, perks, and benefits to the workforce for retaining them. High performing talented employees are more likely to seek better paying jobs with higher career growth when their organisation fails to compensate them at-par with the market. To generate well-built human resource management strategy, attainability of enough reserves is the most important prerequisite. Through this, any organisation can easily manage all the salaries paid to employees directly or indirectly. Low pay for employees affects their performance and it discourages workers. This causes brain-drain loss to the organisation when experienced and skilled workforce decides to leave hence it is important to ensure that appropriate financial resources are budgeted so workforce is paid according to their performance work. This requires input from Accounting/Finance department to provide necessary information so the HR management could draw best possible paygrades/salary structures for setting-up effective compensation schemes. Performance based rewards and ex-gratia pay: When HR management has clarity about the sufficiency of funds available to reward the best performing employees from the workforce, they can design effective performance reward schemes commonly known as ‘bonus’. Such programmes comprehensively cover one-time bonuses and annual pay rise/increments and this method is a proven way of improving employee performance and motivation. These programmes aim to highlight employees' abilities, knowledge, and draw attention towards work by rewarding them accordingly. Setting up performance reward program is not possible when organisation. 1Glassdoor UK https://www.glassdoor.co.uk/employers/blog/calculate-cost-per-hire/
Attracting and retaining talent: Through financial resources HR experts create best compensation structure to attract and retain talented workforce from the market. For this purpose, HR management formulates a policy and structure that reflects various pay grades and based on the performance of the employees and to what extent it is possible and necessary to increase the salary of each employee. Consequently, the HR manager will be able to select well talented and competent employees under this strategy. This is a step towards selecting the best employees for the company to move forward which can be effective in favour of the company. Better pay and hard work always polishes the performance and ability of the employees and keeps the employees focused on their work. It also promotes company and production. This is a special way for HR managers to force employees to work hard and perform well by paying more. Magnify attainability of workforce: Through the enough availability of financial resources, an organisation can improve its strategy of recruitment process and can easily select skilled and talented workers in workforce. All those workers who are efficient and productive if they receive higher wages then they work happily, and the recruitment process also becomes easier. This process counts the competent people in the company who attach personal growth with the growth of organisation. The organisation’s better pay keeps employees on their toes, making it possible for the company to recover training and other expenses via improved performance and output of the workforce. It is usually an effective strategy of human resource experts to develop a highly qualified and capable workforce who understand the company's purpose, quality, system, vision and work for the company. Through this process, the HR manager will face fewer obstacles when hiring new employees. 1D1 Factors affecting human resource management in a named organisation HR management is the backbone of inter-organisational relationships and the play a pivotal role in general development. Based on research, HR practices of EasiClean were found to be influenced by following factors:
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