HR System Analysis Report: PHG, Employee Management, and Strategies

This report analyzes a proposed Human Resource (HR) system designed to address employee turnover and enhance customer service representative performance at People's Home Gadgets (PHG). The paper begins with an introduction highlighting the key strategic performance driver for the organization, which is people, and then it discusses the steps that the new HR system will include to reduce turnover and increase employee engagement. These steps include selecting the right people, providing recognition through rewards, demonstrating respect, making the work environment positive, and offering opportunities for cross-training. The report emphasizes the importance of designing the work environment, managing employee competencies, and influencing attitudes and behaviors to achieve organizational goals. The report suggests strategies for hiring, communication, feedback, conflict resolution, and team building to foster a positive and productive workplace. The conclusion summarizes the new HR system's potential to increase employee competencies and reduce turnover, ultimately improving the overall performance of PHG.

Running head: HR SYSTEM
HR SYSTEM
Name of the Student:
Name of the University:
Author Note:

1HR SYSTEM
Introduction:
The aim of this paper is to discuss the human resources management system the helps
in the process for ensuring the easy management of the human resources, data and business
process. Through this paper Paula will be able to understand the factors of HR system to
manage the customer service representatives in the six stores of People's Home Gadgets
(PHG). This paper will identify the key strategic performance driver for this organization and
detail how the new HR can utilise this driver to manipulate the employees by designing the
work environment, managing their competencies, and manage their attitudes and behaviours.
Discussion:
The new HR system will be including the following steps so that the turnover of the
customer service representatives in the company can be reduced and their engagement with
the workplace increases.
Firstly the HR will select the right people in the right place with right responsibilities
so that these people are perfectly fit into the culture of the organization.
Secondly, these customer service representatives need to have recognition through
rewards and other facilities in addition the commission-based pay plan. This strategy will
include the comprehensive benefits package (Korff, Biemann & Voelpel, 2017).
Thirdly, the company must demonstrate respect to the customer service
representatives by listening them deeply and use their ideas in the decision making process.
This will ensure that the HR can effectively give performance feedback either positive or
negative but the employees will take them affirmatively and improve performance (Nishii &
Paluch, 2018).

2HR SYSTEM
Fourthly, making a positive work culture is necessity and the HR of the company can
make the work fun. She can engage and employ the special talents of each individual and
promote the idea of balancing work and personal life. The more the employees will be happy
the more they will contribute the skills.
Finally the customer service employees will be provided opportunities for the cross
training and career progression (Pueyo et al., 2015). The more the employees will have
knowledge about the handling of the customers, they will have increased confidence of the
employees and commitment to their work.
The key strategic performance driver is people. The customer service
representatives can contribute to the people motivation if they are able to create and
maintain a positive work culture. In this regard the new joiners get the scope of learning from
their seniors as the attitude of sharing knowledge will be higher and the incidents of
discrimination leading to demotivating the employees will be reduced. The customer service
representatives if are satisfied with the job will increase their contribution of skills for the
company’s growth and corporate culture will be developed properly.
In designing the work environment, the HR will be following the steps like
1. Hiring great team members who are comfortable to work in the different teams in the
selling of different appliances.
2. Making the workplace comfortable and supportive of communication that will
motivate the employees to communicate with the customers more engagingly to
increase sales (Batistič et al., 2016).
3. Promoting the feedback system by the lower level employees to the higher ones. It
will reveal the incidents of discrimination and any type of corruption in the
workplace.

3HR SYSTEM
In order to manage the employee competencies the new HR system will be following the
steps like-
1. The policy of supervising others is the method of keeping eye on the competencies of
the employees.
2. Resolution of conflicts process can eliminate any barriers of the competencies
3. Reward and recognition is important as this promotes work ethics and interest of the
employees (Schmidt, Pohler & Willness, 2018)
4. Showing emotional intelligence to the employees can increase engagement and
competencies of the workforce
5. Management of performance of the employees culminate into increasing competency
as this allow the managers to arrange for trainings and workshops from which the
employees learn.
6. Team building method promotes competency of the employees
Finally in order to manage employee attitudes and behaviours Paula will be following the
steps like-
1. Hire employees with right attitudes and values
2. Modelling the behaviour expected and communicating them
3. Paying attention to the employee attitudes and behaviours
4. Reinforce them
5. Understand the motives of the employees and the causes of their particular
behavioural patterns
6. Responding to the behaviours consistently.
Conclusion:

4HR SYSTEM
Therefore, it can be concluded that the new HR of PHG can solve the problem of urn
over of the customers support employees by design a new HR system that in one hand
increase employee competencies and reduce turnover on the other.
References:
Batistič, S., Černe, M., Kaše, R., & Zupic, I. (2016). The role of organizational context in
fostering employee proactive behavior: The interplay between HR system
configurations and relational climates. European Management Journal, 34(5), 579-
588.
Korff, J., Biemann, T., & Voelpel, S. C. (2017). Differentiating HR systems' impact:
moderating effects of age on the HR system–work outcome association. Journal of
Organizational Behavior, 38(3), 415-438.
Nishii, L. H., & Paluch, R. M. (2018). Leaders as HR sensegivers: Four HR implementation
behaviors that create strong HR systems. Human Resource Management
Review, 28(3), 319-323.
Pueyo, L., Soummer, R., Hoffmann, J., Oppenheimer, R., Graham, J. R., Zimmerman, N., ...
& Vasisht, G. (2015). Reconnaissance of the HR 8799 Exosolar System. II.
Astrometry and orbital motion. The Astrophysical Journal, 803(1), 31.
Schmidt, J. A., Pohler, D., & Willness, C. R. (2018). Strategic HR system differentiation
between jobs: The effects on firm performance and employee outcomes. Human
Resource Management, 57(1), 65-81.