Essay on Human Resource Management (HRM) Policies
Added on 2020-04-15
11 Pages2779 Words516 Views
Leadership ManagementProfessional DevelopmentNutrition and Wellness
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Running head: MANAGING PEOPLE AND ORGANIZATION Managing People and OrganizationsName of the Student:Name of the University:Author Note:
1MANAGING PEOPLE AND ORGANIZATIONIntroduction: The essay gives an overview of managing people and organization through robust andprogressive Human Resource Management (HRM) policies. The essay written following anargumentative and balance approach with reference to the development, training and employeeengagement and how they can be linked to HRM strategy. The essay is divided into subsectionsthat includes research informed literature, knowledge and understanding of the subject, analysis,practical application and deployment, skills necessary for professional practice followed by aconclusion.Research Informed Literature: Researchers Alfes, Shantz and Truss (2012) in their studies have examined theconsequences of upcoming human resource management (HRM) practice for building employeetrust on their managers through a combination of resource based perspective and exchangetheory. Therefore, the research portrays the ways that ensures a linkage between the evolvingHRM practices and the trust of the employees on their managers. According to the frameworkrepresented in the report the consequences of HRM represents a proxy where the behaviors,actions and procedures influences the trust of the employees on the managers. This indicates apositive and significant influence of organizational communication, empowerment andprocedural justice for building employee trust on their managers. Findings however indicate thatprocedural justice helps in mediating the employee development impact on the managers’ trust.There are also discussions on the implications of the strategic HR policies on the organizations.There has been a transfer of the practices of human resource management across thenational borders that have become one of the vital strategies for multinational company in
2MANAGING PEOPLE AND ORGANIZATIONachieving competitive advantage in the global market. In this regard, the prevalence of nationaldifferences act as primary factors that complicates the process (Budhwar and Debrah 2013). Thecommencement of the shared services among the department of the HR management not onlyhelps in saving cost but also ensure greater efficiency. In addition, the shared service alsoprovides the HR department in focusing more on the strategic issues. According to Myers (2013), human resource management must undergo changes as perthe changes in the business environment. This research helps in outlining the challenges faced bythe managers of the human resource while they make a movement from simply handling thepersonal issues to ensuring organizational development through strategic contributions. Throughthis research, the human resource managers contribute both to the enhancement of theperformance as well as cost reduction thereby making a direct contribution to the organizationalproductivity. Bratton and Gold (2012) put forward that three aspects of human resource managementwill face future challenges. These include personnel, globalization and technology. The paperalso suggests that professionals of human resource in successful business must not only possessthe power of attracting individuals but also retaining them. The researcher also tried to focus ongaining competitive advantage through effective use of technology, ensures advocating globalstrategies in the operations management and on the empowerment of the individuals. Knowledge and Understanding of the SubjectDemarcating between the functions is perhaps the toughest things achieved in anorganization. This is particularly the case with the human resource management and the linemanagers (Buller and McEvoy 2012). Thus, in absence of the human resource department, the
3MANAGING PEOPLE AND ORGANIZATIONline managers carry on with the activities of the human resource department by default.However, with the presence of the human resource department the line managers complain aboutinterference with their decisions of hire and fire. There might be prevalence of additionalpressures because many organizations consider HRM as a strategic activity responsible fordetermining and driving specific targets and activities. Thus for fostering a culture involving engagement, the human resource managementshould not only lead the way to design and measurement but also ensure evaluation of theproactive workplace practice and policies that not only helps in retaining and attracting talentnecessary for sustainability and growth(Vaiman, Scullion and Collings 2012). Thus, the policiesadopted by HR for increasing engagement of employees involves making sound investments,development of a compelling business case that shows how investments have ensured positiveoutcomes in business and evaluation of alternatives for redesigning the practices of the HR inorder to encourage engagement of the employees. In addition, the policies must involvemeasuring the employee engagement on an annual basis and enable creation of engagementculture. There are four HRM model, namely, the Fomburn, the Harvard, the Guest and theWarwick. The Fombrun model refers to the first model that put emphasis on just four functionsof HRM and their interconnection. These four functions however include appraisal, selection,rewards and development (Armstrong and Taylor 2014). This model considered incomplete as itprimarily stresses on just the four functions excluding the contingency and environmentalfactors. The Harvard model comprises six critical components of HRM. The dimensions includestakeholders, situational factors, interest, HR outcomes, HRM policy choices, feedback loop andlong-term consequences. The Guest emphasizes on the logical sequence of six components that
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