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Process of Human Resource Management - Report

   

Added on  2020-01-16

29 Pages5365 Words154 Views

MANAGING HUMAN RESOURCES2

MANAGING HUMAN RESOURCESINTRODUCTIONOne can easily refer managing human resources to a manager’s functions which he/she relativelyperforms towards the employees of an organization. The key activities of managing humanresources includes planning and resource allocation, providing employees with direction, visionand goals, cultivating a working atmosphere where employees tend to choose motivation andcontribution, supplying of metrics for giving employees the feedbacks of their performances andproviding them with opportunities of personal and professional development, setting example ofwork ethics, employee treatment and empowerment, leading the organizations efforts of listeningand serving customers, removing of hurdles impeding employees progress. (www.phdinmanagement.org)Within an organization the human resource management process acts as a mediator between themanagement and employees. The process of human resource management that an organizationimplements further helps in ensuring the advanced use of available human resources eventuallyallowing the management to enhance the efficiency of the overall business process. 3

MANAGING HUMAN RESOURCESTASK 11.1.According to David Guest’s, the HRM model can be analysed through six aspects namely HRMstrategies, HRM practices, HRM outcomes, behaviour outcomes, performance outcomes andfinancial outcomes. The key ideas of Guest’s model is generally relies on the indispensableelements HRM, say for example, commitment which has a direct relation with the valuedconsequences of a business. (Guest, 2011)(hndassignments.co.uk)4

MANAGING HUMAN RESOURCESAn organisation can implement the process of HRM by adopting a number of ways which furtheris dependent on the workplace situation. Moreover, Guest’s HRM model is helpful inunderstanding the difference between HRM practices and that of the practices of personnelmanagement. Once can see that Deutsche Bank has successfully implemented the Guest’s modelof HRM at its workplace further defining the strategies of differentiation, focus and cost.Strategy of differentiation in Deutsche Bank has lead to the HRM practices of selection andtraining which eventually has its focus on enhancing the levels of employees’ deidicationtowards their job roles concurrently ensuring an increased productivity and high profitgeneration. (Guest, 2011) In addition, the HRM strategy of focus is also implemented inDeutsche Bank leading to the practices of appraisal and rewards resulting into high qualityperformance from the employees. It has been observed that Deutsche Bank has effectively andefficiently implemented the HRM practices of selection and training, appraisal and rewards, jobdesign, involvement, status and security. Furthermore, Guest’s model of HRM in Deutsche Bankspecifically targets the HRM outcomes of commitment, quality and flexibility within theemployees simultaneously ensuring that the employees some certain characteristic or behaviouraltraits at workplace. 5

MANAGING HUMAN RESOURCES1.2. The primary focus of Storey’s HRM model is on the differences amid the HRM, PM and IRprocesses. Storey states that the process of HRM is completely different from that of PM and IRprocesses and the key elements differentiating it are the key value of the procedure, itscontinuous participation in the business model Deutsche and focus on employees workingcapability. Moreover, Storey’s HRM model further determines 27 key points for establishing thedifference amid HRM, PM and IR within an organization like Deutsche Bank. (Armstrong andTaylor, 2014) 6

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