A Report on HRM Practices, Challenges, and Solutions in New Zealand

This report provides a comprehensive analysis of Human Resource Management (HRM) practices in New Zealand, focusing on regulatory compliance, workforce management, and key challenges. It highlights the shift in HRM practices aimed at maintaining workforce efficiency while adhering to organizational needs, particularly concerning The Industrial Conciliation and Arbitration Act, 1894, and other legislative frameworks like the Human Rights Commission Act 1977 and the Wages Protection Act 1983. The report emphasizes the importance of talent screening, online recruitment strategies, and resolving labor force issues to maximize coordination. It also explores the role of HR professionals as business partners in identifying staffing needs and recruiting appropriate talents. Furthermore, the report discusses the impact of social, economic, and legislative changes on HRM practices, including the importance of work-life balance, revised remuneration policies, and the development of the Pregnant Worker’s Fairness Act (PWFA). The analysis also evaluates the pros and cons of administrative and sales roles within HR, as well as the advantages and disadvantages of psychometric testing in recruitment, considering cultural variations and potential biases.

Running head: HRM PRACTICES
HRM PRACTICES
Name of the student
Name of the university
Author note

1HRM PRACTICES
Activity 1
Hrinz.org.nz (2015). Human Resources Management in New Zealand. [online] Hrinz.org.nz.
Available at: https://www.hrinz.org.nz/site/resources/hrm_in_nz.aspx#H116017-12 [Accessed 16
Mar. 2019].
The different shifts in the HRM practices in New Zealand were aimed at maintaining the
efficiency of the workforce while adhering to the needs of the organizations. In this relation,
adherence to The Industrial Conciliation and Arbitration Act, 1894 would help the HRM in
mitigating the conflicts in the workforce. On the other hand, the imposition of legislation like
Human Rights Commission Act 1977, Holidays Act 1981, and Wages Protection Act 1983 has
helped the HRM in regulating and managing the relation between the employers and labour
market. In this relation, the HRM practices of NZ should include proper screening and evaluation
of the talents while making recruitments. On the other hand, the huge market entry of foreign
organization in the NZ markets has maximized the needs of recruiting skilled workforce. In this
relation, HR managers in NZ must take steps to utilize several online platforms in order to
maintain the efficiency of the recruitments as per the needs of the companies. The resolution of
the different issues that are faced by the labor force would help the HR managers in maximizing
the coordinative operations in the workforce. The adherence to the regulatory frameworks will
also help the HR managers in mitigating the workforce-based issues in NZ.
Activity 2
Sandstrom, L. (2002). Is HR ready to take on the role of business partner?. Employment
Relations Today, 29(3), 31. Retrieved from:

2HRM PRACTICES
https://search.proquest.com/openview/ccc0756f9093f767ef6c35a6787d3504/1?pq-
origsite=gscholar&cbl=49284
The HR business partners helped the organizations in identifying the staffing needs of the
business while operating in diverse international markets. Prevalence of the HR professionals as
the business partners has helped the businesses in NZ for making different advancements in
accordance to the talent needs of the same. Sandstrom (2002) noted in a research that Human
resource is one of the chief resources that help an organization in achieving the competitive
advantage. In this relation, the NZ based organizational managements undertakes consultation
with the HR professionals for identifying the staffing need of the same.
On the other hand, the involvement of the HR professionals as business partners has
helped the NZ based organizations in recruiting the appropriate talents. In this relation, the role
of the HR professionals as the business partners is prevalent in the NZ markets. The prevalence
of the role is dependent on the market entry of new corporate firms in the NZ markets and
thereby the HR professionals bring forth subtle recruitment standards in accordance to the needs
of the organizations in order to select the best talent applicable for the growth of the business.
The diverse range of activities that are undertaken by the HR professionals helps organizations in
enhancing the performance of the workforce.
Activity 3
A. Social
Kooij, D. T., Guest, D. E., Clinton, M., Knight, T., Jansen, P. G., & Dikkers, J. S. (2013). How
the impact of HR practices on employee well‐being and performance changes with age. Human

3HRM PRACTICES
Resource Management Journal, 23(1), 18-35. Retrieved from:
https://onlinelibrary.wiley.com/doi/abs/10.1111/1748-8583.12000
Modifications in the HRM practices are chiefly dependent on the needs of the
organization and the employees. One of the most important changes that might be induced by the
HRM is to introduce the concept of work- life balance for the mental and physical safety of the
employees. The competition in the job sector has resulted to a lower rate of work- life balance,
which affected the capabilities of the employees to perform as per the expectation of the
employers. The intense work pressure affected the capabilities of the people to perform in
accordance to the needs of the organization. Therefore, the HRM must take steps to develop
significant regulations in order to induce work-life balance.
B. Economic
Susaeta, L., Suarez, E., & Pin, J. R. (2013). Economic crisis and communication: The role of the
HR manager. Retrieved from: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2245795
The HRM must take steps to revise the remuneration policies of organizations in order to
address the needs of the employees. The key modification in the remuneration policies will assist
the businesses in retaining the workforce in accordance to the standards. The volatility of the
markets has brought about changes in the expectations of the employees relating to
remuneration. In this relation, the HRM must take steps to develop suitable remuneration
policies in order to address the requirements of the employees.
C. Legislative changes

4HRM PRACTICES
Bacon, N., Wright, M., Ball, R., & Meuleman, M. (2013). Private equity, HRM, and
employment. Academy of Management Perspectives, 27(1), 7-21. Retrieved from:
https://journals.aom.org/doi/abs/10.5465/amp.2012.0130
The HRM of organizations must take steps to develop PWFA (Pregnant Worker’s
Fairness Act) which will assist the businesses in retaining the experienced female employees
during pregnancies. The development of the legislation would support the organizations in
maintaining the efficiency of the EEO (Equal Employment Opportunity) while retaining the
workforce.
Activity 4
Good job
Long, C. S., Ajagbe, M. A., & Kowang, T. O. (2014). Addressing the issues on employees’
turnover intention in the perspective of HRM practices in SME. Procedia-Social and Behavioral
Sciences, 129, 99-104. Retrieved from:
https://www.sciencedirect.com/science/article/pii/S1877042814028353
The administrative jobs might be taken as good jobs for an HR personnel, as it
emphasizes on the management of the human resource as per the needs of the organizations. The
administrative functions of an HR help an organization in maintaining the efficiency of the
operations while operating on diverse objectives of the business. In this relation, a personnel
must undertake steps to develop an insight on the staffing needs of an organization. On the other
hand, the HR personnel must also take steps to develop empathetic nature while understanding
the requirements of the employees related to remuneration and wages. The HR personnel must

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also have a clear knowledge of the different regulations for the smooth functioning of the
systems.
Bad job
Jasmand, C., Blazevic, V., & De Ruyter, K. (2012). Generating sales while providing service: A
study of customer service representatives' ambidextrous behavior. Journal of Marketing, 76(1),
20-37. Retrieved from: https://pinnacle.allenpress.com/doi/abs/10.1509/jm.10.0448
The sales representative jobs might be considered as bad job as it requires proficient
skills of persuasion. In this relation, the persuasive skills are often driven by the target that is set
by the organization, which might result to misguidance to the customers while persuading them
to make a buy of the products or services. Sales representatives’ job structure often demands
Personnel to be affluent in communication and persuasiveness, which will help in convincing
and persuading the customers to make a buy of the offerings.
Activity 5
Simms, J (2007) Test Match. Human Resources. March 2007 pp s13-s14. UK
The pros of psychometric testing are dependent on the accuracy of the test outcomes,
which helps an organization in identifying the right talent for the right job. On the other hand, the
method is a time saving method of testing the efficiency of the employees while undertaking
recruitments. On the other hand, the cons of the psychometric testing are dependent on the
cultural variations. The test of incapable of identifying the candidates from different culture and
thereby reflects results that are already installed in the system. It might affect the test through

6HRM PRACTICES
biased outcomes. The cultural variations might bring forth subtle changes in the candidate
selection methods that are undertaken by the HR managers in an organization.

7HRM PRACTICES
References
Bacon, N., Wright, M., Ball, R., & Meuleman, M. (2013). Private equity, HRM, and
employment. Academy of Management Perspectives, 27(1), 7-21. Retrieved from:
https://journals.aom.org/doi/abs/10.5465/amp.2012.0130
Hrinz.org.nz (2015). Human Resources Management in New Zealand. [online] Hrinz.org.nz.
Available at: https://www.hrinz.org.nz/site/resources/hrm_in_nz.aspx#H116017-12
[Accessed 16 Mar. 2019].
Jasmand, C., Blazevic, V., & De Ruyter, K. (2012). Generating sales while providing service: A
study of customer service representatives' ambidextrous behavior. Journal of
Marketing, 76(1), 20-37. Retrieved from:
https://pinnacle.allenpress.com/doi/abs/10.1509/jm.10.0448
Kooij, D. T., Guest, D. E., Clinton, M., Knight, T., Jansen, P. G., & Dikkers, J. S. (2013). How
the impact of HR practices on employee well‐being and performance changes with
age. Human Resource Management Journal, 23(1), 18-35. Retrieved from:
https://onlinelibrary.wiley.com/doi/abs/10.1111/1748-8583.12000
Long, C. S., Ajagbe, M. A., & Kowang, T. O. (2014). Addressing the issues on employees’
turnover intention in the perspective of HRM practices in SME. Procedia-Social and
Behavioral Sciences, 129, 99-104. Retrieved from:
https://www.sciencedirect.com/science/article/pii/S1877042814028353
Sandstrom, L. (2002). Is HR ready to take on the role of business partner?. Employment
Relations Today, 29(3), 31. Retrieved from:

8HRM PRACTICES
https://search.proquest.com/openview/ccc0756f9093f767ef6c35a6787d3504/1?pq-
origsite=gscholar&cbl=49284
Simms, J (2007) Test Match. Human Resources. March 2007 pp s13-s14. UK
Susaeta, L., Suarez, E., & Pin, J. R. (2013). Economic crisis and communication: The role of the
HR manager. Retrieved from: https://papers.ssrn.com/sol3/papers.cfm?
abstract_id=2245795