QUESTION
Learning Task 1: Individual Written Assignment
Weight 20%
Length 1,500 words
The objective of this assignment is for students to develop a comprehensive understanding of an HRM topic. It is also designed to teach students how to write University essays. Choose one of the following topics to research and write your essay:
Topics:
- Define the concept of Strategic Human Resource Management (SHRM). Then discuss any three roles that a HR manager will need to undertake, using relevant examples to reinforce your discussion.
Criteria for Assessment:
- demonstrating an understanding of the relevant HRM issues;
- quality written analysis of the topic;
- completeness of response to the topic;
- evidence of broad research and readings (usefive (5) academic sources);
- correct presentation, including citation of sources, and clarity of expression.
Referencing and essay writing will be discussed in week 3 tutorials. The essay should be submitted
Use this book one of the academic sources
This subject will be conducted on the presumption that students have a copy of:
Stone, R. (2011). Human resource management (7th ed.).Milton QLD: John Wiley & Sons
Australia, Ltd.
SOLUTION
Abstract
Any organisation is incomplete without human resource. Human resource plays a very significant role in the growth and development of the organisation. A development process in an organisation has to be driven by the human factor. The purpose of this paper is to have a clear understanding on Human resource management. The paper gives an in-depth analysis of how management and Human resource management are interrelated. How strategic HRM helps an organisation to attain success. It also discuss about the role of HR manager and the challenges faced by them to make their organisation successful. As an organization, the HR always wants to empower and motivate the key employees into decision makers, leaders, motivators, and innovators. But they face various issues that is needed to be improved like interpersonal skills, job attitudes, and involvement with the organization. As they develop each employee, it is essential to focus on each strength, weaknesses, and interest. The organization is focused in making employees content and passionate in what they do.
Human Resource management has started in England in the early 1800’s when the craftsmen along with apprenticeship era along with further developed in the industrial revolution in late 1800’s. In the early 1900’s century when the industry revolutions have just started, “Frederick W. Taylor has suggested that a mixture of scientific management in addition to industrial psychology of human resources should be introduced”. Also, with the radical changes in technology, the expansion of organizations, the growth of unions and government apprehension and interventions resulted in the development of human resource departments in the 1920s.
A Human resource management is a management, but management is more than HRM. A Management covers a wide range of fields such as Marketing, Management Information Systems, Production, Research and Development and Finance and Accounting. All these management fields need people to effectively manage the organisation. Thus the role of HRM is to manage the people of different fields in a systematically manner. The main objective is to improve the productive contribution of employees along with attaining societal objectives. Human resources are increasingly being considered as a fruitful asset by most of the organisation which provides sustained competitive advantage. In current times business environment is witnessing several challenges in various fields. To manage these fields has become necessary and very important for an organisation to grow. (Devanna, Fombrum & Tichy, 1981) (Wright,1998). This increasing importance of managing human resource has given rise to Strategic Human Resource Management. SHRM or Strategic Human Resource Management is systematically connected to the strategic needs of an organisation. It aims to develop an effective work force meeting the needs of it s employees and society. Apart from strategies Human resource department also deploys various tactics periodically. In HRM tactics are the methods, system or procedure employed by human resource professionals to achieve specific goals. SHRM focuses on companies’ performance rather than focusing on individual’s performance. It emphasizes on providing solution to various business problems.
In today’s world Human resource department has become highly administrative and it lacks strategic integration, Thus the importance and competitive advantage required for its survival is missing. Also, organisations whose human resource management (HRM) systems are aligned with business strategic goals have to known to obtain higher financial returns. HRM is believed to be strategic by its nature and its elements are supposed to have strategic linkages and this has been observed in many research studies. Organisation employing Human resource practices and strategy are regarded to have better perceptual performance (Youndt & Snell, 1996). According to Kazmi & Ahmad (2001), there are various definitions of strategic human resource management (SHRM). The definition is approached with different focus as per the need of the organisation like strategy focused, content focused, decision focused and implementation focused. As per the requirement the company can define the suitable strategy which is applicable to them. As per various research studies implementation focused approach is the most suitable and renowned strategy adopted by the organisation. ((Delery & Doty (1996); Devanna, Fombrun, & Tichy, (1984); Wright and McMahan, (1992)).
According to Wright & McMahan, Strategic Human resource management can be defined as “the pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goals”. The human resource system needs to align its employees in three kinds of competitive strategies innovation, cost reduction and quality enhancement. HR practices followed by the organisation follow the three generic strategies: Dynamic growth, turnaround strategy and extract growth strategy (Schuler and Jackson, 1987b).
The human resource perspective views the organization as a family; mutual support and empowerment characterize this perspective. In the political framework, decisions are made as a result of negotiations among groups having different degrees of power. And in the symbiotic perspective, we treat the organization as a stage where each of us acts a particular role. We seek meaning in myths, rituals, and symbols. An effective leader may adopt any or all of these perspectives. Human resource management involves a wide range of activities and issues with the responsibility for their performance lying with the other people. As stated most of the successful organization will need to have a dedicated HRM function and this would work in conjunction with departmental and functional heads as well as with the line managers. Where this function exists, HR often has responsibility for developing Human resource management policies & procedures, but the responsibility to implement them often lies with others. This means that HRM is not necessarily the sole preserve of HR staff and consequently does not always have control over its own domain. This can have unwelcome ramifications, even though the devolution of day-to-day responsibility can allow HR staff to do more strategic, as opposed to operational, work. For those companies without a specialist HR function, HRM is the responsibility of line or functional managers.
In outlining some of the main HRM tasks, it might be helpful to see HR activity as being involved in a cycle of interrelated tasks starting with those actions concerned with assessing organizational needs for staff. This can involve determining whether such needs can be resourced internally, or whether the company needs to attract staff from the external labour market. But, whilst all organizations engage in recruitment and selection of employees, the ways in which this will be carried out will be highly contingent and depend on the nature of the post, the size of the organization, and the company’s business.
Another important HR activity is to attain high performance by giving proper training and developing the employee’s skills in aligned to the needs of the organisation these needs are identified and the data is gathered from performance management systems. The policies and procedures are largely dependent on this and it is framed accordingly to benefit the organisation. Commitment to the organization forces allegiance or obligation to the organization, which prevents absenteeism moves forward productivity. In addition, it promotes loyalty because employees feel a certain appreciation, which allows emotional attachment as the time and organization grows.
To motivate and improve the level of satisfaction in the organization; managers are interested in understanding attitudes and satisfaction level. As an organization we want to keep resignations and absences down and keep motivate employees. We are interested in understanding what makes the employees’ job interesting and challenging. Moreover would like to measure how you feel about, their career advancement opportunities, benefits, career development opportunities, compensation and pay, and flexibility to balance life and work issues. Robbins, S.P., Judge, T.A., (2011). Further, as we evolve as an organization, we want to empower and motivate our key employees into decision makers, leaders, motivators, and innovators. Issues that we want to improve upon are interpersonal skills, job attitudes, and involvement with the organization. Dixon N. (1992). As we develop each employee, it is essential to focus on each strength, weaknesses, and interest. The organization is focused in making employees content and passionate in what they do. The most challenging job of an HR is determining the best performing employees and rewarding them as per their performance. In current times people are rewarded and appreciated in different ways. Some of the companies pay in cash, some gives benefits, some organisation gives awards like spot recognition, promotion, hike etc. these reflects the needs of employees and taking care of their needs is the main objective of HR. In all these scenarios work culture and the nature of job is very important. An organisation always needs to keep its employees happy to attain growth and success.
References:-
1) Dixon N. (1992) Organizational learning A review of the literature with implications for HRD professionals Human Resource Development Quarterly 3(1):29-49
2) Human resource management By © John Wiley & Sons Australia 7th edition
3) Fish, C; Schoenfeldt L; Shaw, J (2003) Human Resource Management (5th ed.) Boston: Houghton Mifflin
4) Management and Organization Review: Volume 7, Issue 1, pages 153–174, March 2011.
5) Robbins, S.P., Judge, T.A., (2011). Chapter Three: ‘Attitudes and Job Satisfaction’. , Organizational Behavior. 14th ed. Pearson Education. pp. (14-15).
6) Stone, R. (2011). Human resource management (7th ed.). Milton QLD: John Wiley & Sons Australia, Ltd.
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