Human Resource Management (Pass Criteria) Resource Management

This report discusses the Ulrich HR Model of HRM and the McKinsey HR Model, and suggests which model is best fit for workplace. It also provides suggestions for Electrical Network Holdings to become more ethical and improve employee engagement.

Resource Management

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Compare the Ulrich HR Model of HRM with the ‘McKinsey’ HR Model. Suggest which
model is best fit for workplace...............................................................................................1
How should electrical network holdings demonstrate becoming more ‘ethical’ as a company?
................................................................................................................................................4
How to improve employee engagement which reduces poor relationship between HR and
parts of workforce...................................................................................................................5
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Resource management is a preplanning of organising different resources such as human
skills, financial resources, information technology, production resources, inventory and natural
resources. All the tools and techniques are developed in better manner so that proper allocation
of resources is maintained in an organisation. It eliminates wastage and human errors which is
beneficial for overall organisation in order to achieve their goals and targets (Ansari, Farrukh and
Raza, 2021). This report is based on Electrical Network Holding (ENH) which deals in electrical
distribution system for domestic and commercial electricity. It is headquartered in newly
designated city of Wrexham. This report will include comparison of two different Human
Resource management models which are Ulrich model and McKinsey’s HR model. This will
also include some of the suggestions which will help electrical network holdings in becoming
ethical organisation in appropriate manner. There are various proposes are given in this report
regarding improvement of employee engagement so that it can maintain healthy relationship
between HR and workforce.
MAIN BODY
Compare the Ulrich HR Model of HRM with the ‘McKinsey’ HR Model. Suggest which model
is best fit for workplace.
The Ulrich model of human resource management is developed in 1995 by David Ulrich.
This model ensures that all the responsibilities, authorities and roles should be organised across
the overall HR department of an organisation. It makes all the employees accountable for their
task and operations so that they can contribute their best efforts towards the commencement of
operations (Chaudhary, 2020). The streamlined ways of carrying out operations assist each and
every team member in understanding their role in their respective department. It reduces
complexity and burden from employees which contributes in enhancement of their productivity
and performance. This model is segmented into four different key sections which can be
discussed as follows:
Strategic partner: In order to manage the growth and development of overall workforce in
an organisation, strategic partner plays important role. In context to electrical network holdings is
strategic partners majorly focus on the requirements of the customers so that they can make
operations better which can satisfy their needs. They want to deliver appropriate quality products
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and services to potential and targeted audience so that they can improve brand image of an
organisation.
Administrative expert: The internal functions and operations of an organisation are
managed by administrative experts. They focus on the day to day operations related to people,
cost and delivery of products and services. Electrical network holdings ensures that their final
output should be delivered in best possible manner which make business more profitable.
Change agent: In order to manage changes in an organisation related to mentality of
employees and overall culture change agents contribute their efforts (Ghobaei-Arani, Souri and
Rahmanian, 2020). They make work environment better so that they can improve workplace
according to the professional and personal perspective. Change agent of electrical network
holdings connect with their respective line managers and decide strategies related to the
workplace so that they can convert the workplace into more better area for operations.
Employee champion: Organisations have to give respect to their employees so that they can
maintain their productivity in appropriate manner. Employees are set for an organisation because
they are responsible for large number of manual activities. Electrical network holdings have their
employee champions who focus on the benefits and aids of employees by taking care of their
expectations. They ensure that their rights should be safe guard so that they can satisfy their
needs and demands in affective manner without hurting their expectations.
McKinsey’s HR Model
This human resource management model is designed in 1980’s to organise different internal
elements of an organisation. It effectively aligns all the elements so that collective objectives can
be achieved in best possible manner. Electrical network holdings can adopt this model so that
they can improve their operations of human resource department. The 7’s of this model is
discussed as follows:
Strategy: This can be referred as a plan which is formulated by an organisation so that they
can successfully compete with different competitors in their respective market. Electrical
network holdings focus on development of long-term and short-term strategies by focusing on
their values, vision and mission.
Structure: It describes the units and divisions of an organisation and shows who is
accountable for particular task so that accuracy can be maintained. Electrical network holdings
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majorly follows hierarchical structures which includes a proper chain of command so that
confusions can be eliminated.
Systems: All the daily activities of an organisation including their procedures and processes
are classified as systems (Hasanzade and et.al., 2019). It creates great impact on decisions which
are formulated by the management. Electrical network holdings ensures that they focus on each
and every department of business so that they can carry out appropriate organisational changes
which are required in order to achieve goals.
Skills: This element majorly focus on the capabilities of their employees. Electrical network
holdings always train their employees according to their business structure and strategies so that
they can commence operations in smooth manner.
Staff: The number of individuals selected and recruited by an organisation comes under
staff. It is important to appoint appropriate number of candidates who can handle the operations
in desired manner without any disturbances and difficulties. Electrical network holdings
Motivate their employees and give them rewards on the basis of their performance so that they
can improve their productivity.
Style: It shows how each and every employee of an organisation maintains interaction with
each other. The chain of communication between top level managers to lower level managers
shows the symbolic values of an organisation.
Shared values: The standards and norm of an organisation which guide the actions and
behaviours of employees. It shows the foundation of an organisation which need to be majorly
focused.
Ulrich HR model and McKinsey’s HR model are different from each other in each and every
perspective. Ulrich model focuses on internal elements of HR department which is responsible
for maintaining accuracy of overall workforce. On the other hand, McKinsey’s HR model
focuses on the organisational changes rather than focusing on HR department. Ulrich model
assist organisation in modifying and altering their operations which are best suitable for
maintaining appropriate force of employees (Lv and et.al., 2021). The performance of an
organisation can be improved in less period of time with the help of Ulrich model rather than
adopting McKinsey’s 7’s framework.
In context to electrical network holdings, Ulrich model is best fit for their workplace
because it alters errors and weakness in short period of time. The core HR values formulated in a
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proper manner so that it adds value in overall organisation. It increases efficiency and
performance of HR department so that they can guide all other employees in effective manner.
All the roles and authorities are assigned in proper manner with the help of this model so that
operations can be performed in accurate manner. It clarifies the roles and responsibilities which
maintain transparency in an organisation so that they can achieve their prescribe roles in
experiences.
How should electrical network holdings demonstrate becoming more ‘ethical’ as a company?
Organisations should operate their business by following all the rules and regulations in
ethical manner. Strong ethics is mandatory to follow so that organisation can sustain for longer
period of time in their industry (Marrucci, Daddi and Iraldo, 2021). Electrical network holdings
should also adopt strategies which are ethical so that they can satisfy their customers in
appropriate manner. Employees have to focus on the establishment of positive brand image
which is only possible with the help of ethical operations. Some of the measures are mentioned
below which help electrical network holdings in becoming ethical organisation are as follows:
Make business products and services ethically: It is important to focus on the several
areas of manufacturing and production procedure of products and goods. Organisations I have to
use appropriate standards and qualities of raw materials and equipment in their products and
services which is ethical for commencement of operations. Electrical network holdings have to
focus on the environment by utilising ethical standards so that they do not harm society.
Praise positive behaviour: In order to eliminate and minimise unethical practises in an
organisation it is important to praise positive behaviours. Organisation should provide rewards to
the best practises of employees by praising them which assist them in increasing the awareness
towards positive behaviour. Electrical network holding should acknowledge individuals or fulfil
their expectations so that they can maintain healthy working environment for long term which is
beneficial for overall business.
Training and development of employees: Training plays important role in following
ethical code of conduct in an organisation as it provides ideas to employees how to carry out
operations (Oehlhorn,Maier, Laumer and Weitzel, 2020). Training sessions should Include clear
instructions which Create great influence on the mind of employees so that they follow only
those guidelines which are ethical for business operations. Electrical network holdings arrange
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workshops by experts and professionals or transfer value is regarding ethical practises in an
organisation.
Report unethical behaviour: It becomes a challenging task to create a honest work culture
for every organisation. They have to formulate rules and regulations for following ethical
behaviours at work place and give punishment to those who do not follow those rules and
regulations. Electrical network holdings should impose penalties on the employees who does not
work according to the guidelines of code of practises which assist them in maintaining proper
ethical environment. Unethical behaviour can damage the reputation and brand image of an
organisation which need to be undertaken by organisation with the help of developing policies
and rules.
How to improve employee engagement which reduces poor relationship between HR and parts of
workforce.
Employees are most valuable part of any organisation is they acts as an asset for them.
Organisations have to focus on their employee engagement rate so that they can maintain their
performance and productivity in appropriate manner (Salas‐Vallina, Alegre and López‐Cabrales,
2021). In order to retain employees for longer period of time it is important to engage them in an
organisation by providing benefits and values to them. Electrical network holding have to focus
on the requirements and behaviour of their employees so that they can increase employee
engagement rate so that they can develop a healthy relationship between HR department and
work force. There are some suggestions mentioned below which improve employee engagement
are as follows:
Prioritise feedbacks: Managers of an organisation should undertake queries and feedbacks
of their employees on regular basis so that they can resolve their issues. Electrical network
holdings have to schedule meetings and sessions so that they can encourage their employees for
commencing operations according to the guidelines and rules (Zaid, Jaaron and Bon, 2018). The
interactive session and helps them to understand the feedbacks which can be addressed in
appropriate manner so that engagement rate of employees can be increased.
Coordinate volunteer opportunities: Along with the profit maximisation organisation also
focus on the contribution towards their society. It develops better connection with employees and
stakeholders which results in improved engagement within an organisation. Electrical network
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holdings promote different volunteer event so that they can satisfy social requirements of their
employees which is beneficial for overall growth of an organisation.
Prioritise health of employees: Mental and physical health of each and every individual is
important as it contributes in their productivity. The rate of engagement can be increased easily
by contributing efforts towards maintaining well being of employees at work place (Steffense
and et.al., 2019). Electrical network holding arrange different classes related to work out and
meditation which improves mental and physical health of their employees. Focusing on health of
employees develop their interest towards organisation which maintains better engagement in
cost-effective manner.
Provide rewards on achievements: It is recommended to celebrate the achievements of
employees on regular basis which boost their morale in appropriate manner. Providing a rewards
and benefits on achievement is great way to improve the rate of engagement of employees
without any difficulties. Electrical network holdings provide incentives and non-monitory
benefits to their employs cording to their performances which motivates them for
accomplishment of targets.
Conduct employee’s engagement surveys: Arranging service on regular basis develop the
mindset of employees in a positive manner towards their organisation. Employees feel valued
and respected in an organisation when managers interact them regarding their personal and
professional matters (Xiang, Li, Khan and Khalaf, 2021). Electrical network holdings formulate
different engagement strategies related to carry out surveys so that they can analyse the final data
which will further help them in improving the engagement of employees. Open communication
and interaction between employee and employer results in better understanding of opinions and
thoughts of each other which results in maintaining loyalty between both of them.
It is analysed that a bird is cult of points it results in maintaining healthy relations between
all the employees and HR department which provides different benefits to the organisation.
Proper interaction and communication across each and every department provides opportunity in
resolving conflicts and issues on initial stages so that harmony and peace can be maintained
(Turker, 2018). Focusing on thoughts and ideas of each other developed a better understanding
and connection which creates healthy working environment. Development of strategies regarding
employee engagement provides number of advantages as it improves overall structure of
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organisation. Providing support to each other assist organisation in achieving various competitive
advantages in best possible manner.
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CONCLUSION
From the above report it can be concluded that resource management should be focused by
every organisation so that they can maintain proper utilisation of the resources. It is necessary to
focus on resources related to materials, manpower, methods, money and machinery so that
effective utilisation can be carried out. Managing resources is essential as it minimise wastage
and depletion of resources which can provide number of benefits to an organisation. In order to
increase efficiency and productivity of organisation it is recommended to develop strategies and
policies regarding utilisation of resources in appropriate manner. This report included about
models related to human resource management and their comparison so that workplace can adopt
best fit model for themselves. Different measures are mentioned in this report which helps
organisation in maintaining their operations in more ethical manner. Employee engagement
strategies are discussing this report which reduces and eliminates poor relationship between
employees and their HR department.
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REFERENCES
Books and Journals
Ansari, N.Y., Farrukh, M. and Raza, A., 2021. Green human resource management and
employees pro‐environmental behaviours: Examining the underlying
mechanism. Corporate Social Responsibility and Environmental Management, 28(1),
pp.229-238.
Chaudhary, R., 2020. Green human resource management and employee green behavior: an
empirical analysis. Corporate Social Responsibility and Environmental
Management, 27(2), pp.630-641.
Ghobaei-Arani, M., Souri, A. and Rahmanian, A.A., 2020. Resource management approaches in
fog computing: a comprehensive review. Journal of Grid Computing, 18(1), pp.1-42.
Hasanzade and et.al., 2019. Designing a framework for Entrepreneur-oriented Human Resource
Management in the Public Sector. Public Administration Perspaective, 10(2), pp.159-
185.
Lv and et.al., 2021. Evolutionary overview of water resource management (1990–2019) based on
a bibliometric analysis in Web of Science. Ecological Informatics, 61, p.101218.
Marrucci, L., Daddi, T. and Iraldo, F., 2021. The contribution of green human resource
management to the circular economy and performance of environmental certified
organisations. Journal of Cleaner Production, 319, p.128859.
Oehlhorn, C.E., Maier, C., Laumer, S. and Weitzel, T., 2020. Human resource management and
its impact on strategic business-IT alignment: A literature review and avenues for future
research. The Journal of Strategic Information Systems, 29(4), p.101641.
Salas‐Vallina, A., Alegre, J. and López‐Cabrales, Á., 2021. The challenge of increasing
employees' well‐being and performance: How human resource management practices and
engaging leadership work together toward reaching this goal. Human Resource
Management, 60(3), pp.333-347.
Steffense and et.al., 2019. Putting the “management” back in human resource management: A
review and agenda for future research. Journal of Management, 45(6), pp.2387-2418.
Turker, D., 2018. Social Responsibility and Human Resource Management. In Managing Social
Responsibility (pp. 131-144). Springer, Cham.
Xiang, X., Li, Q., Khan, S. and Khalaf, O.I., 2021. Urban water resource management for
sustainable environment planning using artificial intelligence techniques. Environmental
Impact Assessment Review, 86, p.106515.
Zaid, A.A., Jaaron, A.A. and Bon, A.T., 2018. The impact of green human resource management
and green supply chain management practices on sustainable performance: An empirical
study. Journal of cleaner production, 204, pp.965-979.
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