Kent Institute Australia - HRMG203: HRM Reflective Journal Review

This essay is a reflective journal on Human Resource Management (HRM) submitted by a student. It explores crucial aspects of HRM, starting with the significance of human resources within organizations, particularly in the context of Australia, and the factors that motivate employees according to Maslow's hierarchy of needs. The essay delves into the importance of compensation, employee relationships, and strategic HRM, emphasizing the benefits of aligning employee and organizational goals. It also examines performance management, highlighting the processes of planning, monitoring, development, and compensation, as well as the significance of diversity management and work-life balance. The journal references various articles and theories to support its arguments, offering insights into the practical application of HRM principles. The essay also considers the role of contracts of employment and agency theory, along with practical examples and personal reflections.

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Human resource management
By
[Student’s name]
Course
Institution
Date

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Reflection 1.
Human resources are the most crucial in all organizations as they control the other resources of
the firm. According to various articles which I have read, Australia is known for managing and
motivating employees well. This is one of the few reasons why the country has few strikes and
go-slows as the staff is proud of their jobs. Employees are motivated by various factors which
also differ from one employee to another. According to Maslow hierarchy of needs theory, there
are five needs which motivate employees to work hard so as to satisfy them. The needs include
basic needs, social needs, security needs, self-esteem needs, and self-actualization (Jiang, et
al.2012, p.1278). If the organization will be able to ensure that staff satisfies their needs, the
objectives of the firm will be met.
Human resource management involves various aspects which include compensation. Employees
should be compensated according to the value they add to the organization. High performing
employees should be promoted and rewarded so as to feel valued in the firm. The compensation
can be in the form of fixed salaries, bonuses, and commissions and even cash prizes or any form
of reward which will be appreciated by the employee. Human resource management also
involves ensuring that good relationships exist between the employees and the organization
(Guest, 2011, p.9). In Australia, this is aimed at ensuring that there are minimal conflicts in the
organization which could affect the smooth operations of the firm. In my experience, I have
witnessed firms which were very successful but they were crippled by conflicts and poor
relationship between the organization and the employees. The poor relationship is brought about
by poor pay and poor working conditions.

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Strategic human resource management according to my opinion is aimed at ensuring that both
the employee and the organization benefit. The employees strive to help the firm achieve its
goals and objectives while the firm helps the employees to develop and advance their careers.
The strategic human resource management plays a critical role in the organization as it ensures
that the organization recruits the best talent which will help the firm to prosper (Daley, 2012,
p.123). According to various seminars which I have attended, strategic human resource
management helps the firm to retain employees and reduce employee turnover which can disrupt
operations of the firm.
The strategic aspect of human resource management is achieved through personnel training to
ascertain the needs of the organization. The planning is aimed at ensuring that the skills needed
in the firm are identified before initiating the recruitment process. The recruitment process is
guided by the needs of the firm so as to avoid selecting personnel who are not needed in the
organization. Training employees also help to develop employees and ensure the needed skills
and knowledge is available in the firm (Wright, and McMahan, 2011, p.98). The training
according to my opinion will help to propel the career of the employee and also the firm will
benefit. The firm will benefit through improved efficiency in the organization, improved public
image, and reputation. Such aspects will help the organization to gain a competitive advantage
which can help the business achieve its goals and objectives.
Employees are bound to work in a certain organization by contracts of employment. The aim of
the contract is to ensure that the employee and the employer adhere to their obligations without
default. According to agency theory, there is a relationship between the employer and the
employee which can be expressed or implied (Slovensky, and Ross, 2012, p.62). The employee
should also read the contract keenly before signing so as to avoid restrictive contracts which can

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hinder the employee development. In case of breach of contract, the victim can sue for damages
or other forms of remedies for breach of contracts.
Reflective journal 2.
Performance management in the workplace is ensuring that there is a conducive environment
that is needed to ensure that employees perform their duties well according to the expectations.
The first process of performance management is planning and setting the objective. The set plans
help in comparing the set performance and the actual performance to determine if the
organization is operating effectively and efficiently. Monitoring and follow-ups are also done to
establish whether the set plan is being followed or the organization has deviated (Moynihan, and
Lavertu, 2012, p.599). According to various articles which I have read, the cases of organization
deviating from the organization plan will be effectively rectified. The organization is able to save
resources which could have been wasted following unintended goals which are not in line with
the organization mission and vision.
The other aspect of performance management is development and improvement. After evaluating
the performance of the organization, the firm identifies areas which should be improved and
developed so as to improve performance in the organization. This calls for employee training and
capacity building so as to improve the skills and knowledge of the staff (Schläfke, et al.2012,
p.115). The other aspect of performance management is compensation. The compensation of the
employee should be according to the performance. High performing employees should be paid
highly so as to motivate them to continue working hard and help the firm achieve its objectives.
After the coaching process has been done and the employee does not meet the expectations of the

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firm, the management has no option but to terminate the employment contract of the staff and the
goals of the firm will not be achieved.
Workplaces consist of employees from various regions of the world. With the emergence of laws
and regulations which encourage inclusivity in workplaces, there is a need to manage diversity
and work-life balance. Managing diversity according to various articles which I have read help
the organization to avoid conflicts which may affect operations of the firm. Managing diversity
helps in creating a conducive environment which will encourage teamwork and sharing of ideas
in the firm (Guillaume, et al.2014, p.792). Employees need to have a work-life balance to
achieve other aspects of life such as having fun with friends. The management should ensure that
employees complete their duties within the allocated working hours so as to discourage over-
time. The firm should also ensure that the employee makes good use of leave days so as to
recharge and relax.

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References
Daley, D.M., 2012. Strategic human resources management. Public Personnel Management,
pp.120-125.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal, 21(1), pp.3-13.
Guillaume, Y.R., Dawson, J.F., Priola, V., Sacramento, C.A., Woods, S.A., Higson, H.E.,
Budhwar, P.S. and West, M.A., 2014. Managing diversity in organizations: An integrative model
and agenda for future research. European journal of work and organizational psychology, 23(5),
pp.783-802.
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management
influence organizational outcomes? A meta-analytic investigation of mediating
mechanisms. Academy of management Journal, 55(6), pp.1264-1294.
Moynihan, D.P. and Lavertu, S., 2012. Does involvement in performance management routines
encourage performance information use? Evaluating GPRA and PART. Public Administration
Review, 72(4), pp.592-602.
Schläfke, M., Silvi, R. and Möller, K., 2012. A framework for business analytics in performance
management. International Journal of Productivity and Performance Management, 62(1),
pp.110-122.

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Slovensky, R. and Ross, W.H., 2012. Should human resource managers use social media to
screen job applicants? Managerial and legal issues in the USA. info, 14(1), pp.55-69.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human Resource Management Journal, 21(2), pp.93-
104.