Kent Institute Australia HRMG203 Reflective Journal

This reflective journal explores key aspects of Human Resource Management (HRM), particularly within the Australian context. The journal discusses the significance of HRM in recruitment, management, and employee direction, emphasizing its alignment with Australia's democratic and multicultural business environment. It highlights the importance of body language, employee involvement, effective decision-making, and patience in Australian HR strategies, emphasizing the strategic HRM framework for organizational improvement. The journal delves into the role of HRM in strategic planning, cultural change, and the relevance of SHRM practices. Furthermore, it examines the Australian government's focus on employee rights, workplace safety, and the Fair Work Act. The journal also addresses performance management, recruitment strategies, employee training, reward systems, and the importance of diversity and work-life balance. The author emphasizes the HR department's role in creating an environment that promotes equal opportunities for all employees, ensuring a positive and productive workplace.

Running Head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the Student:
Name of University:
Author Note:

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Journal 1
Human Resource Management is considered to be an important aspect that can deal with
the function of recruitment, management and providing the direction for the people who are
working in the organisation (Tenhiälä et al. 2016). In my opinion, the HRM practice deals with
the process and programs that covers up all the employee related practices in the organisation. As
far as the HRM practice in Australia is concerned, the characteristics of HRM in Australia is
resembled with the business culture of the country. Australia is a democratic country with a
population of more than 22 million. One of the most urbanised country in the world, the country
follows multicultualism and a good relationship with the business magnets. As a result of that the
impact of this trend can also be traced in the HRM practice in Australia. Body language and the
involvement with the employees are also identified as crucial factors that influence the HRM
practices effectively. Effective decision making and patience are the core concept that prevalent
in the Australian HR strategies. The slow decision making process helps the corporate business
farms to create best policies for the employees as the staffs are identified one of the core
elements that the Australian HR managers are focused on.
Therefore, the human resource managers are intended to emphasize on the strategic
management approach that are highly beneficial and creates a better organisational practice for
the organisations. I can say that the strategic HRM framework is an international framework to
provide a better organisational practice for the organisations and at the same time helps the HRM
department to create a useful measures for future advantage. From the research of Cohen (2015)
it can be stated that the role of HRM is to aid the strategic planning process that leads to the
cultural change. I presume that the cultural aspect is one of the most important factor for the
development of an organisation especially in Australia where the market competitiveness is very

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high. The rigid and agile element in the SHRM practice provides the HR to develop a strategic
advantage for the organisation and paves the way for developing a good image in the market. In
this regard, Gollan, Kalfa and Xu (2015) opined that the strategic HRM model is a bottom line
strategy but my understanding reflects the need of a bottom line strategy for the benefit of the
employees. Employees are the main tool for an organisation to achieve success and without the
assistance and skill of the employees all the efforts that an organisation can get will be in vain.
Therefore, in Australia this SHRM practices is highly relevant.
The Australian government is also reflects a great deal of focus on the employees and the
daily wage earners. As it is within the tradition in Australia that a good relationship between the
business organisations and the government will be maintained therefore abiding the regulatory
frameworks pave the way for developing a key concept of making better and sustainable strategy
for the business organisations to survive in Australia. The Australia government creates a
regulatory framework for the employees in terms of the Fair Work Act. In this act the rights and
the privileges that the employees should get are clearly mentioned. Therefore, as a human
resource manager it is my duty to establish the employment policy as per the government rules
(D'Cruz et al. 2016). Moreover, workplace health and safety measures are also incorporated into
the jurisdiction of the HR in order to ensure the safety of the employees. Therefore, as a HR
manager it is my duty to address those legal constraints properly. Apart from that a proper wage
structure and code of conduct is also identified as a part of the HR. It is associated with the
practices of prohibition of any workplace discrimination irrespective of gender, class and race. I
presume the role of the HR is not only focused on the recruitment and the workplace
environment rather keeping the goodwill of the organisation is also an intricate part of the HR
manager.

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Journal 2
Performance management is a key process for the organisations in order to set goals,
maintain standards and evaluate the works. The improvement of the organisational teams and the
individual performance and development is highly required in order to get a strategic advantage
in the intensely competitive market. In this regard, the role of the HR is to recruit people who
have skills and innovation that can be effective to meet the organisational objectives. It requires a
clear recruitment structure and transparency between the aspirants and the employers. Proper job
description with a mention of the salary that the organisation is offering, are the fundamental
steps that an organisation has to follow. In this regard, the HR department has a big role to play.
As per the research of Iyngkaran et al. (2016) it can be stated that the role of the HR is to recruit
and evaluate the skills of the employees and the way it serves the objective of the organisation.
Therefore, conducting training and induction for the employees in order to enhance their ability
and engagement with the organisation is considered to be an exclusive task that the HR manager
has to carry out. Moreover, the reward and recognition strategy of the employees is also
identified as a major aspect on which the organisation has to follow. It helps to motivate the
employees and boost up their mentality to put more efforts into the4 organisational profitability.
Therefore, the HR is required to make a plan for the organisation to increase the performance
management practices.
In Australia, the role issue of diversity is an essential aspect and no such practice of
discrimination will be entertained. In respect to this, the role of the HR is to procure effective
organisational environment that create equal opportunity for the employees to perform
positively. Moreover, work-life balance is also identified as a core concept for the HR to set
because it will help the employees to focus on their performance effectively.

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Reference
Cohen, D.J., 2015. HR past, present and future: A call for consistent practices and a focus on
competencies. Human Resource Management Review, 25(2), pp.205-215.
D'Cruz, P., Paull, M., Omari, M. and Guneri-Cangarli, B., 2016. Target experiences of
workplace bullying: insights from Australia, India and Turkey. Employee Relations, 38(5),
pp.805-823.
Gollan, P.J., Kalfa, S. and Xu, Y., 2015. Strategic HRM and devolving HR to the line: Cochlear
during the shift to lean manufacturing. Asia Pacific Journal of Human Resources, 53(2), pp.144-
162.
Iyngkaran, P., R Toukhsati, S., Harris, M., Connors, C., Kangaharan, N., Ilton, M., Nagel, T., K
Moser, D. and Battersby, M., 2016. Self Managing Heart Failure in Remote Australia-
Translating Concepts into Clinical Practice. Current Cardiology Reviews, 12(4), pp.270-284.
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.