Integrating Human Resource Practices for Organizational Efficiency

This academic exploration focuses on how strategic enhancements in human resource management (HRM) can significantly boost organizational efficiency. By integrating comprehensive job descriptions, structured performance appraisal systems, and well-defined competency profiles, organizations can achieve better alignment between employee capabilities and business objectives. These HR practices not only facilitate effective talent management but also promote a culture of continuous improvement and innovation. The assignment examines case studies and theoretical frameworks to provide insights into best practices for optimizing these HR elements in various organizational contexts. It highlights the importance of transparent communication and legal compliance in implementing these strategies, ensuring that they contribute positively to both employee satisfaction and business success.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
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Table of Contents
Case study 1.....................................................................................................................................3
Remedy for HR Management..........................................................................................................3
Question 1....................................................................................................................................3
Question 2....................................................................................................................................3
Case study 2.....................................................................................................................................4
Benchmarking HR at Goodyear.......................................................................................................4
Question 1....................................................................................................................................4
Question 2....................................................................................................................................5
Case study 3.....................................................................................................................................7
Modifying the performance appraisal system at St. Luke’s Hospital..............................................7
Question 1....................................................................................................................................7
Question 2....................................................................................................................................7
Reference List..................................................................................................................................9

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Case study 1
Remedy for HR Management
Question 1
Fun at work should be used as a detailed part of HR management (Wilton 2016). Fun at
work in Remedy should be encouraged as it makes or keeps employees happy. For instance,
Remedy should take an effort to celebrate birthdays of employees and make them feel special on
that day. This will help the employees to get temporary relief from work related stress and they
will enjoy themselves. After this, the mood of employees will be good and this will result in
increase in level in productivity. Fun at work in Remedy should be encouraged where employees
should be involves in doing team exercises together. The employees can also be motivated if the
company rewards top performers (Tyson 2014).
Question 2
The HR Management at Remedy encourages Fun at work but previous organization had
strict environment where there was no fun for employees (Tung 2016). The previous company
only wanted productivity from the employees within the stipulated deadline. The HR
management approach should be such where employees and company both are benefited by the
norms, rules and policies. Employees are the real asset of any business organization and they
should get benefits and advantages while working for Remedy.

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Case study 2
Benchmarking HR at Goodyear
Question 1
Benchmarking has received its place in the commercial fund. Nowadays, it is derived for
studying human resources role and manufacturing role (Tenhiälä et al. 2016). The HR
department of this company is discovering ways where they are of the opinion that
benchmarking is necessary as well as useful at the same time. With the advancement of
knowledge, new ways for tackling work as well as innovative administration methods help in
translating into a form in order to recognize the people side of the trade and aligning human
resources with goals of the company. Benchmarking directly relates with productivity as well as
service and quality at Goodyear. Benchmarking is one of the ways that help in assessing the best
performance that should be achieved by Goodyear. The HR Department needs to gather
information and take an effort to identify gaps in the process used in business for achieving
competitive advantage (Sparrow, Brewster and Chung 2016).
Goodyear should use benchmarking to bring improvement in productivity by identifying
the best practices that exist in the given business or industry (Sheehan 2014). Benchmarking
technique is used by companies to identify what other business perform as it will help in
increasing revenue and productivity and then adapting those technique for making the trade more
competitive. Goodyear also uses benchmarking as an enduring procedure that forever changes as
well as adjusts.

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Goodyear should use benchmarking to bring improvement in quality by comparing
performance indicators in a time-limited approach. The key features of benchmarking become a
part of a wide-ranging as well as participative strategy of constant quality development.
Benchmarking is one of the processes that help in measuring internal process of organization and
adapting with outstanding practices from other business activities. Benchmarking strategy needs
to be adopted by Goodyear. The HR management need to decide on what to benchmark,
obtaining data and collecting information, analyzing data and forms action plans, recalibrating
and starting the process all over again. Goodyear need to involve in using benchmarking and
leads companies to have competitive edge in recent business marketplace. Furthermore,
Benchmarking is one of the systematic methods where Goodyear can measure themselves
against the best industry practices. Using benchmarking techniques will help in promoting
superior performance by rendering an organized framework. Benchmarking helps in bringing
continuous improvement as well as inspires managers or organization to compete. By using
benchmarking method, the HR management of Goodyear can borrow ideas as well as adopt and
refine them in order to gain competitive. Therefore, benchmarking help in providing basis for
training human resources of Goodyear (Riley 2014).
Question 2
It is important to derive the consequences from benchmarking that are used for making
managerial change at Goodyear (Reiche, Mendenhall and Stahl 2016). In order to perform
organizational change, Goodyear should adopt benchmarking internally against competitors,
industry performance. Goodyear should embark upon benchmarking to look at the willingness of
management for pursuing a philosophy as it embraces changes in a proactive way rather than
reactive manner. The HR Department need to promote teamwork that is purely based upon

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competitive advantage and it is driven by concrete data analysis. The company should aim at
creating early awareness of competitive advantage as well as establishing meaningful
performance measures as it reflect fostering quantum leap thinking and focusing on high-payoff
opportunities (Paillé et al. 2014).
Change management is important and so Goodyear engages in using tool of
benchmarking activities (Marchington et al. 2016). By adopting this tool, Goodyear help in
promoting improvements in level of performance, establishing a competitive edge, enhancing
customer satisfaction, reducing costs, improving morale of employees as well as achieving
quality awards. Total Quality Management key principles need to be used at Goodyear, as it will
help in comparing best practices and meeting the needs of the customer (both internal and
external). Goodyear need continuous improvement in their business enterprise and this is
possible by enhancing a Total Quality Management Program. Before implanting any approach or
tools, it is important for the HR management to clarify the benchmark objectives, definition of
scope, process flowchart, setting boundaries. After that, the management needs to examine the
flowchart as well as establishing the process measures and verifying the measures that matches
objectives. Several factors are used to measure the success for benchmarking. In this case,
benchmarking should have full support of Senior Management as well as engage in actively
supporting in the process. Team as well as process training at Goodyear is very important for
benchmarking. Furthermore, benchmarking is one of the ongoing process where certain efforts
are organized as well as planned and management in the most appropriate way (Kramar 2014).

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Case study 3
Modifying the performance appraisal system at St. Luke’s Hospital
Question 1
It is important to explain new performance appraisal system at St. Luke Hospital to get
access to more correct performance appraisals (Brewster, Mayrhofer and Morley 2016). The
most critical issue that St. Luke Hospital faces today and wants to solve was transition to
electronic job descriptions. This hospital have approximately 450 individual job descriptions that
need to be managed by using word documents as well as Excel spreadsheet databases. The main
objective of St. Luke Hospital is to get away from the management to an electronic system. The
underlying reason behind the fact is looking into this product for gaining efficiencies for
managing job descriptions with 450 employees. This process was time intensive one that helps in
managing edits and distribution. At St. Luke Hospital, changes have been made and managers
need to rely upon utilizing these job references by selecting health care sources of St. Luke
Hospital. Here, the performance manager gave opportunity to move job descriptions and even
use training sessions through performance appraisals as it help in gaining efficiencies throughout
the business enterprise (Brewster et al. 2016).
Question 2
There are several benefits and limitations present when combine job descriptions,
performance appraisals and capability profiles for developments within the St. Luke Hospital and
these are explained in detail.

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Combining job descriptions is advantageous for St. Luke Hospital as it is good for
industry, great for human resources, transparent and defense against deceptive unemployment
claims or lawsuits. On the other hand, combining job description can discourage innovation and
expansion activities (Beardwell and Thompson 2014).
Combining performance appraisals is advantageous as it help at the time of recruitment
process, getting access to better compensation data, legal compliance and people planning. On
the contrary, combining performance appraisals for development activities can become outdated
very quickly (Baum 2016).
Combining competency profiles for development at St. Luke Hospital will be
advantageous as it will be good for business, getting access to better compensation data as well
as transparent and legal compliance (Armstrong and Taylor 2014). On the other hand, combining
competency profiles can be time consuming and expensive at the same time.

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Reference List
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Baum, T. (Ed.). (2016). Human resource issues in international tourism. Elsevier.
Beardwell, J. and Thompson, A., 2014. Human resource management: a contemporary
approach. Pearson Education.
Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., 2016. International human resource
management. Kogan Page Publishers.
Brewster, C., Mayrhofer, W. and Morley, M. eds., 2016. New challenges for European resource
management. Springer.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource
management the next approach?. The International Journal of Human Resource
Management, 25(8), pp.1069-1089.
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.
Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on
environmental performance: An employee-level study. Journal of Business Ethics, 121(3),
pp.451-466.
Reiche, B.S., Mendenhall, M.E. and Stahl, G.K. eds., 2016. Readings and cases in international
human resource management. Taylor & Francis.

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Riley, M., 2014. Human resource management in the hospitality and tourism industry.
Routledge.
Sheehan, M., 2014. Human resource management and performance: Evidence from small and
medium-sized firms. International Small Business Journal, 32(5), pp.545-570.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.
Tenhiälä, A., Giluk, T.L., Kepes, S., Simón, C., Oh, I.S. and Kim, S., 2016. The Research‐
Practice gap in human resource management: A Cross‐Cultural study. Human Resource
Management, 55(2), pp.179-200.
Tung, R.L., 2016. New perspectives on human resource management in a global context. Journal
of World Business, 51(1), pp.142-152.
Tyson, S. (2014). Essentials of human resource management. Routledge.
Wilton, N., 2016. An introduction to human resource management. Sage.