Exploring Good HRM Practices: Supportive Work, Talent, and Rewards

This essay examines three key human resource management (HRM) activities: supportive working practices, talent management, and reward strategies. It explores the benefits of a supportive work environment, particularly for retaining an aging workforce and addressing skill shortages. The essay then delves into talent management, emphasizing its role in attracting and retaining skilled individuals in a competitive business landscape, and discusses the strategic objectives and employee needs associated with this practice. Finally, the essay analyzes reward strategies, highlighting their importance in motivating employees and aligning their performance with organizational goals, drawing on concepts like operant conditioning and Maslow's hierarchy of needs. The conclusion emphasizes the importance of these HRM activities in achieving organizational objectives and fostering employee satisfaction.

Good HRM practices
1

Contents
Introduction................................................................................................................................3
Supportive Working practices....................................................................................................3
Talent management....................................................................................................................4
Reward strategy..........................................................................................................................5
Conclusion..................................................................................................................................6
Reference List............................................................................................................................7
2

Introduction
In this essay a study has been done regarding three human resource activities that are
conducted by organisations. The three activities that has been selected in this essay is the
supportive work environment activity, talent management activity and reward activities that
are undertaken by an organisation. In this report these activities has been connected with the
benefit of the organisation to see the key positive impact. It also discusses the impact of these
activities on the employees of the organisation to gain their perspective.
Supportive Working practices
HRM Model
The first HR activity that is going to be discussed in this essay is the supportive working
practices. The supportive work practices are a HRM model that is used to retain the aging
work population. There is numerous importance of this policy. First of all there are several
professions in which the skill set is rare and not many new skilled workers are being
produced on regular basis. This sect of the jobs require experienced work force. Apart from
that the general increase in the longevity of the population has made the 60 year old work age
limit seem a bit unreasonable (Hammer et al. 2011). People are often healthy enough at that
age and have much more to contribute. Thus losing a valuable employee just because a
certain legal age is reached doesn’t seem to be a feasible idea anymore. But to retain this age
group there is a very different environment that is required. The senior work population often
require support on the part of the organisation, recognition and the chance to train the
younger generation (McCarthy et al. 2010). One of the sectors that have serious skill shortage
3

is the nursing sector and the aging population has to be included in this sector to make sure
that the health care organisation is run smoothly.
Strategic Objective of the organisation
The strategic objective of organisations is to benefit from this by gaining knowledge and
expertise of the worker and at the same time this strategy is also going to help in developing a
new work force. This strategy is also going to help the organisation by fulfilling the work
sector skill shortage.
Employee need
There is benefit on the part of the employee as well. The employee of the organisation is
going to get financial benefit by being in the organisation and retaining their job (Herrbach et
al. 2009). They are also going to get personal benefit by contributing to the organisation as
well as to the society.
Talent management
HRM model
The second HRM model that is going to be discussed is the talent management of
organisations. Talent management basically means the policies that are developed by an
organisation which is aimed at attracting and retaining talented individuals. The business
environment in the 21st century is highly competitive and in such situation it is important for
an organisation to be able to recruit the best that is available in the market. It is also important
for an organisation to make sure that the acquired talent is sufficiently motivated to remain
within the organisation.
Strategic objective of the organisation
4

Organisations have several benefits by practicing effective talent management strategy. There
are numerous benefits for an organisation in adopting this strategy, it provide human capital
to an organisation which is the key resource that helps in making profit. An organisation can
reach its strategic target if it is equipped with proper talent. The association of a talent
management strategy along with a business strategy helps in the effectiveness of both the
functions (Iles et al. 2010). A talent management technique is employed within the daily
framework of an organisation to ensure that the employees are motivated and satisfied within
the organisation.
Employee need
The employees are benefited by the proper talent management strategy by feeling secured in
the job. The employees of the organisation are provided with several benefits to ensure that
they are motivated. This helps them in settling with an organisation and also helps the gain
proper platform to express their talent. This also provides the employee with job satisfaction
and an opportunity to contribute to the organisation (Scullion and Collings 2011).
Reward strategy
HRM model
The third HRM model that is going to be addressed is the reward strategy. The reward
strategy is the technique that is used by an organisation to motivate its employees. The
reward is a method that is used to provide recognition to the talent pool of the employee.
Reward is provided to the employees who perform well within an organisation. It is
important for an organisation to ensure that proper reward is provided to the employees for
their performance to ensure that the employees are motivated (Storey 2007). The concept of
reward comes from the BF Skinners operant conditioning, associating a good experience with
5

good work to encourage that work is repeated by the employee. It is important for an
organisation to provide reward to the employees as par their requirement. There are different
needs of employees at different stages or hierarchies. These hierarchies are mentioned by
Maslow’s need pyramid which states the different needs at different stage of life (Pilbeam
and Corbridge 2010). It is important for an organisation to ensure that the needs of the
employees are addressed while rewarding. A reward can be monetary or non monetary in
nature.
Strategic objective of the organisation
Using this strategy helps the organisations to benefit by providing rewards to the employees
by receiving better performance from the employees which helps an organisation to reach its
strategic goal. Thus rewards are rewarding for organisations as well.
Employee need
In terms of the employee need addressing it can be said that rewards provide the employees
with recognition to their effort. This helps the employee to get motivated. Rewards also
provide an employee with job satisfaction which ultimately benefits the organisation in
achieving their objectives (Christensen Hughes and Rog 2008).
Conclusion
In conclusion it can be said that there are several activities that are conducted by organisation
or rather by the human resource department of an organisation so that the organisation can
reach its objectives. Employees are the key tools that an organisation uses to reach their goal
thus it is important for an organisation to create supportive working environment especially
in those departments in which their shortage of skill. The second activity that is to be
conducted by an organisation is acquiring the right talent so that the organisation can reach its
6

objective. Lastly it is important for an organisation to ensure that the employees are properly
rewarded.
7

Reference List
Christensen Hughes, J. and Rog, E., 2008. Talent management: A strategy for improving
employee recruitment, retention and engagement within hospitality
organizations. International Journal of Contemporary Hospitality Management, 20(7),
pp.743-757.
Hammer, L.B., Kossek, E.E., Anger, W.K., Bodner, T. and Zimmerman, K.L., 2011.
Clarifying work–family intervention processes: The roles of work–family conflict and
family-supportive supervisor behaviors. Journal of Applied Psychology, 96(1), p.134.
Herrbach, O., Mignonac, K., Vandenberghe, C. and Negrini, A., 2009. Perceived HRM
practices, organizational commitment, and voluntary early retirement among late‐career
managers. Human Resource Management, 48(6), pp.895-915.
Iles, P., Chuai, X. and Preece, D., 2010. Talent management and HRM in multinational
companies in Beijing: Definitions, differences and drivers. Journal of World Business, 45(2),
pp.179-189.
McCarthy, A., Darcy, C. and Grady, G., 2010. Work-life balance policy and practice:
Understanding line manager attitudes and behaviors. Human Resource Management
Review, 20(2), pp.158-167.
Pilbeam, S. and Corbridge, M., 2010. People resourcing and talent planning: HRM in
practice. Prentice Hall.
Scullion, H. and Collings, D., 2011. Global talent management. Routledge.
Storey, J., 2007. Human resource management: A critical text. Cengage Learning EMEA.
8

9