Human Resource Managements Function In Organisations

Human vision ways Function In OrganisationsHuman imaginativeness Management (HRM) is the take to the woods indoors an establishment that focuses on enlisting of, prudence of, and providing direction for the race who work in the organization. Human imaginativeness Management underside also be performed by line managers.Human Resource Management is the organisational hold up that deals with issues related to people such as compensation, hiring, performance forethought, organization development, safety, well upness, benefits, employee motivation, communication, administration, and cultivation.Definition of HRM William R. Tracey, in The Human Resources Glossary assigns Human Resources as The people that staff and operate an organization as contrasted with the financial and material imagings of an organization. Human Resources is also the organizational function that deals with the people and issues related to people such as compensation, hiring, performance caution, an d training. A Human Resource is a single individual or employee within your organization.What Is the Human Resource Department?Answer Departments argon the entities organizations form to organize people, reporting relationships, and work in a dash that best supports the accomplishment of the organizations goals. Departments be usu all(prenominal)y organized by functions such as humanity resources, marketing, administration, and sales. just, a department spate be organized in any way that makes sense for the customer. Departments bear also be organized by customer, by product, or by region of the world.Impact of HRM on Human Resource Function HRM function contri only whenes to organisational effectiveness in the following ways service the organization reach its goals.Employing the abilities and skills of the workforce efficiently.Providing the organisation with well-trained and well-motivated employees.Increasing the fullest the employees job satisf natural action and self a ctualisation. Developing and maintaining a quality of work life that makes employment in the organisation desirable.Communicating HRM policies to all employees.Helping to maintain ethical policies and socially responsible behaviour.Managing flip-flop to the mutual advantage of individuals, groups, the enterprise and the public.The Human Resources Management (HRM) function complicates a variety of activities, and key among them is deciding what staffing necessitate you get under ones skin and whether to use in appe arnt contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are elevated performers, dealing with performance issues, and ensuring your personnel and solicitude practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small pedigreees (for- net income or nonprofit) have to drool out these activ ities themselves because they tail assemblyt yet afford part- or full-time help. However, they should always go everyplace that employees have-and are aware of-personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.Some people distinguish a difference between HRM (a major(ip) management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc. at that place is a long- caning argument about(predicate) where HR-related functions should be organized into life-size organizations, e.g., should HR be in the Organization Development department or the other way around?The HRM function and HRD profession have undergone major changes all over the past 20-30 years. Many years ago, banging organizations looked to the Personnel Department, mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the HR Department as contend an authorised role in staffing, training and helping to manage people so that people and the organization are performing at maximum cogency in a exceedingly fulfilling manner.Models and Phases in HRM debateTask 1 bEVALUATE THE government agency OF STRATEGIC HUMAN RESOURCE MANAGEMENT IN RELATION TO THE ORGANISATIONS BROADER OBJECTIVES, EVALUATE HR PRACTICES IN BOTH PROFIT MAKING AND NOT FOR PROFIT PRGANISATIONS.Strategic Human Resource ManagementDefinition of HYPERLINK http//www.strategic-human-resource.com/definition-of-strategy.htmlHYPERLINK http//www.strategic-human-resource.com/definition-of-strategy.htmlStrategyHYPERLINK http//www.strategic-human-resource.com/definition-of-strategy.htmlA strategy is a step-by-step plan of action prepared by an organization and by which it aims to achiev e its plan or plans, thus, ensuring its success and survival.Strategic management whitethorn be understood as the process of formulating, implementing and evaluating melodic line strategies to achieve organizational objectives. Analysis of the environment, formulation of strategies, implementation of strategies, and evaluation and control are the phases in the strategic management process.Strategic Human Resource DefinitionStrategic human resource defines employees as a resource, an as arrange, that exits competitive advantage to an organization, and on whom organizational success is leveraged.This is the virgin way adopted by many organizations in the treatment of their employees, making them the prime drivers or one of the prime movers of corporate success.People, not machines, not systems, not other assets, are in the special position in helping the organization attain its objectives. These other things, however, are also important. But people are needed to make use of them in productive ways.Some companies are now convinced that their people are the most important asset. And that without them, they cannot achieve much. In this way, they are implementing a strategic human resource management approach.Human Resource Strategy DefinitionThis is the step-by-step plan of action by which an organization employs, utilizes or manages, develops, and deploys its human resources in modulate to attain its defined corporate mission and objectives.A human resource strategy is devised in respect of recruitment, employee deployment, motivation and engagement, and employee retention.By doing this, an organization puts itself in the position of being able to achieve its mission and objectives through its human resources.This follows from the way how strategic human resource is strategically defined.Strategic Human Resource ManagementThis is the effective way of organizing the workforce by the adoption of a specific strategy, where employees performance can help to achiev e the planned organizational targets, such as increasing revenue or ameliorate the profit margin.Strategic human resource management is human resource management carried out in a strategic way. The human resource activities are impinginged to the achievement of the organizations overall objectives.This is the new way of managing human resources as compared to personnel management.Strategic HR PlanStrategic human resource plan refers to the strategic plan whereby employees energy, time, capabilities, competencies and knowledge are structured in a step-by-step plan of action so that their contribution can be monitored and measured over time.By doing this, human resource can become the prime drivers of corporate success. The human resource plan is aligned to the corporate plan.The primary goal of strategic human resource plan is to correct employee productivity thus helping to generate higher revenue for the organization.Why essential your organization be concerned about strategi c Human Resource Management?Organizations, particularly business entities, moldiness succeed financially if they are to survive. This is the reason why business plans are prepared.This is one of the simple ways in understanding the important factors related to strategic human resource.Your organization, too, has its business plan. The only thing left to do is to make it a reality.When you adopt a strategic HR Management plan, on that point is a high probability that certain positive results will ensue.This can result in the followingEnhancement of your organizations stinting performanceIncrease in employee and organizational productivityIncrease in your survival rate as a corporate entityLower labour overturnIncrease in customer satisfactionYour HR function does not become redundant due to value-adding qualityPfeiffer lists seven dimensions of effective people management. calling warrantorRigorous selection of employeesSelf-managed teams and decentralized decision makingComparati vely high compensation linked to individual and organizational performanceExtensive trainingReduced status distinctions, andExtensive sharing of financial and performance swearation throughout the organizationFormulate strategies to ensure that you can attain these objectives.In order to ensure that employees can play their respective role in the organization, you need an HR plan of action.You need to conduct HR strategic planning to this effect. raise to this, you need to train and develop your people in order that they have the knowledge and skills to perform their respective tasks.Human Resource Strategic ApproachIn strategic Human Resource management, you can choose to place emphasis on HYPERLINK http//www.strategic-human-resource.com/human-resources-performance-management.htmlperformance improvement and competitive advantage.HYPERLINK http//www.strategic-human-resource.com/human-resources-performance-management.htmlThis has the potential of leading to industrial conflicts.You also have the choice of adopting the soft approach. This approach takes into consideration an employees higher-up know-how, commitment, motivation and job satisfaction.Some argue that this approach is manipulative. But there is more to the HRM approach than this. effectuation ProcessThe process adopted by organizations may differ.Your HR Manager and HR professionals can assist as this is their role.Formulate your HR mission and objectives to provide the connecting link between all HR management activities.Clearly define and understand your HR strategic intent.R. Collins statesImprovement in the strategic management of people also requires a commitment to sustained long-term action.Understand the business carried out by your organization. This includes HR Managers and HR professionals.Choose the strategy you will adopt to migrate from people business to business business. This is making HR as Strategic Partner.Formulate your HR strategic plan, understand what it is intended to achie ve, and how to link it to the overall business objectives.Implement the plan. This requires a strategic implementation plan to ensure the plan is understood and accepted by everyone in the organization.Obtain feedback on outcomes. Use these as inputs in future decision making.Review and amend plan accordingly, communicate and re-implement.Human Resource Management StrategyTo ensure a high probability of success in the implementation of strategic human resource management, a number of things are necessary.Strategic recruitment where the right person is selected to fill the right job and according to organizational needsUsing the right mix of incentives to motivate and engage employees who then can concentrate improving their performanceAppointment of the right HR Head to provide the necessary leadership in making HR as a strategic partner in crimeAn HR mission statement with well defined HR objectives drawn up in alignment with the overall organizational objectivesProvision of the r ight set of training and development programs on an on-going basis to every level of employeesImplementation of a performance management system to identify high-performing employees for the purpose of giving rewards graceful their performance, work quality and outputGiving recognition and implementing a fair rewards system to retain quality employeesThe Human Resource FunctionSomeone, somewhere within your organization essential carry out the HR function.If not, your organization cannot fulfill its legal and contractual obligations towards employees.So, who are responsible for the HR function?Human Resource Managers are appointed for important purposes. HR professionals are there to help them.Your organization may have appointed an HR Manager or an HR Director or both.If your organization is very serious about implementing strategic human resource management, appointing an HR director goes a long way in ensuring that the HR plan is treated as important as the organizations busines s plan. He or she can provide the necessary leadership on all matters relating to HR.Whatever is the approach, it is crucial that you have a competent person looking after this important function. It is important to remember that HR leaders do governing body a lot of different problems.Capable professionals are what your organization needs to succeed in implementing strategic HR management.Note however, that a gaze had shown that there are still a lot of organizations who do not place much importance to human resource. Surely, your organization doesnt want to follow suit.Some organizations may have even decentralized or outsourced the entire function.The Better OptionDecentralizing the entire HR function goes against the new development and trends in HR management.However, you can decentralize certain human resource activities to line managers.When you do this, provide them with all the necessary support.Make your line managers responsible for the occupational wellness and safety issues in their own area of operations, the training of their subordinates, recruitment for their respective sections according to needs, and the performance appraisal of their subordinates.Integration of Strategic Human Resource Management into Planning and Decision Making ProcessIt is now accepted that without people, achieving result is practically impossible.In managing your people, prepare a long-term plan to integrate your organizational goals with HR policies and actions.Strategies are implemented in identified key HR areas to improve employee motivation and productivity.You need to leave whether your HR strategies are competitive adequate as compared to industry standards. Benchmark them while exercising due care.Information must freely flow throughout the organization. You can ensure that this can by adopting an effective informantion system.Strategic Human Resource Management and Business StrategyStrategic Human Resource management helps to identify the business strategy that you can adopt.For example, you implement an effective training and performance improvement plan to improve customer service.More satisfactory customer service will bring in more revenue.You can use this superior performance to determine the rewards. This, in turn, motivates your employees to perform better.Learning forms a necessary part of improving human resource management both on the part of employees and management.The 7 S of HRM attempts to simplify the important characteristics of human resource management. Thereafter, conduct a more in-depth examination.So what are the 7S of HRM?Strategic-ally-linked to the organizations Mission and ObjectivesStandard-based, that is, people management is benchmarked against current best HR practices that serve as performance measuresSystematic, that is, sound and clearly-defined HR policy, well-planned systems and procedures aimed at achieving strategic HR objectives while, at the same time, complying with the lawStretching people in t he performance of their duties and responsibilities on a daily basis in order to achieve service excellencyStrengthening the ability and competencies of employees and the capability and capacity of organizations to accomplish defined targetsStress-tested capability, ability and leadership skills of the management team, andSustaining high employee and organizational productivity on a unceasing basis based on TQM standardsThe Future of Strategic HR ManagementProponents of strategic HR management generated tremendous interest on the subject.Some large organizations had implemented it.In contrast, some lament the ineffectual efforts by many organizations in implementing the system.Strategic human resource management is not going to disappear. This is so as long as people continue to run organizations of whatever size and for whatever purpose.If HRM Does Not Take The Lead, Who Will?If HRM does not start good deal the relationship management path, someone else will, and as old HRM conti nues to be outsourced, one must wonder what will be left for todays HR executives? Relationship management is an opportunity that can be seized by HR executives who are truly strategic and who understand what is needed succeed today and remain competitive as the business landscape continues to evolve and change.Evaluate HR practise in both profit making and not-for-profit making organisationsAny organization, may it be profit oriented or not-for-profit, the most vital asset is its employees. And for these organizations to maximize their assets, they should manage the employees working condition with intelligence and efficiency. They must be allowed to be involved in making work-related decisions to further enhance the organizational structure . Furthermore, the structure of tasks among the employees strengthens the organizational performance. It is therefore necessary to understand the employees for the organization to be effective. The development, building, motivation, enhancement and enrichment of the employees of any organization largely depend on the leadership, mandate and vision of the organization .Traditionally, HRM is the helps the organizations in achieving the goals of the organization by hiring and maintaining efficient employees. According to (2002), the following are some of the responsibilities of HRM tag the workforce to maintain competitiveness of the organization. Develop and communicate industrial policies and procedures in line with legislation. Involvement in grievance and disciplinary hearings. Lead negotiations. Implement term and hiring procedures. Assessment and management of organizational climate and employees relations. Liaison with trade unions. Implementation of outcomes of collective bargaining and negotiation. Develop compensation strategies and polices in line with legislation and the organizations business strategy. Attach meaningful monetary values to posts in the organization ensuring that the organizations compensation i s in line with market forces. Develop appropriate compensation systems for the organization. Manage overall labour costs. Provide current information regarding employees to be used in the decision-making process and measurement of HRMs contribution to the organization.For example In this case, Tesco has 240,000 employees that contributed to the 33.974 billion GBP in 2005. The patent effective implementation of HR functions by the HR personnel of Tesco is a basis itself to prove that HR strategy is a tool for competitive advantage. being governed by CEO , Tesco provided comprehensive execution of the HR function with respect to the employees welfare.Aside from the continuous strategic planning and innovation, customer relations and welfare management, as well as HRM and its strategies, Tesco gained its respected reputation and dominance in UK retailing sector.HR and Organizations PerformanceIn the era of globalization, every organization like Tesco must keep itself along with all the other organizations on being globally competitive. Corporate or organizational competitive advantage does not only depend on the organizations financial resources but on the human resources too. That is, for the organization to achieve competitive advantage, the people involved in the organization must also be competitive.HR strategies or HRM in general, is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. It is about understanding, researching, applying and revising all human resource activities in their internal and orthogonal contexts as they impact the process of managing human resources in enterprises throughout the global environment to enhance the experience of multiple stakeholders, including investors, customers, employees, partners, suppliers, environment and society.Task 1 CDISCUSS CONTRIBUTION MADE BY HRM IN CONTROLLING THE MANAGEMENT OF CHANGEThe constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute triple-crown change strategies make the HR professional exceptionally valued. well-read how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change.The HR professional contributes to the organization by constantly assessing the effectiveness of the HR function. He also sponsors change in other departments and in work practices. To promote the overall success of his organization, he champions the identification of the organizational mission, vision, values, goals and action plans. Finally, he helps determine the measures that will tell his organization how well it is succeeding in all of this.Increasingly, change management is seen as a permanent business funct ion to improve efficiency and keep organizations adaptable to the competitive marketplace. Many organizations strategically use change to improve organizational effectiveness. But bringing about successful change in todays competitive environment requires thoughtful planning, effective communication and employee acceptance.As the function with primary responsibility for human capital management, HR needs to be involved from the beginning when major organizational change initiatives are being developed.The impact of major organizational changes on employee attitudes cannot be overstated. Change can create enormous tension in the workplace. Many people are uncomfortable with change, and are filled with uncertainty and apprehension over job security and the future, circumstances that can threaten the success of change initiatives. According to the Society for Human Resource Managements (SHRM) 2007 Change Management Survey Report, the top two obstacles encountered during major organizat ional change are communication breakdown and employee resistance.HR leaders can help get employee support for change initiatives by ensuring that communications about change are clear, constant and consistent. Communication largely determines how change initiatives are received and supported, and most HR professionals have highly developed communication skills. SHRMs survey found that when HR was involved in change management communications, employee understanding improved, communication between managerial and non-managerial employees improved, and potential risks were identified and mitigated.Communication that fails to engage employees and to inform them of the reasons, processes and expected benefits of major organizational changes can lead to lack of employee buy-in and, ultimately, failure of change initiatives.Research shows that HR is the critical link to successful organizational change. To ensure agreement of stake-holders at all levels of the organization, HR can foster ef fective change management by clearly communicating the organizations vision, carefully designing change initiatives, providing updates at all stages of the program, and engaging both top management and employees throughout the process.When it comes to organizations, HR has a pivotal role to play in ensuring that change is realized, hopes are met, and success is sustainable. And thats a recurring theme that is here to stay.Task 2 aDISCUSS THE NEED FOR LEARNING IN ORGANISATIONS TODAY AND EVALUATE THE ROLE OF BOTH THE ORGANISATIONS AND THE INDIVIDUAL IN THE DEVELOPMENT PROCESS TODAYWhy do we want a Learning Organization? because it gives organizations the possibilities to discover who they are, where they want to go, and define the quality of life they wish to pursue.A Learning Organization is an organization that focuses on continually growing and changing through the acquisition of knowledge. Such an organization fosters an environment of knowledge sharing and encourages employees t o gain new knowledge. Such knowledge summations the organizations profitability and customer satisfaction.In the Fifth Discipline, Peter Senge describes projecting organizations as places where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.It is widely recognized that innovation is driven by new knowledge, and there is clear relationship between learning and knowledge, but it is this balance between learning and knowledge that is so critical to successful knowledge management and innovation. To achieve a sustainable competitive advantage where new knowledge results in critical innovation it is necessary to develop both a superior knowledge capability balanced by a superior learning capability. Those organizations who are adept at knowledge capabilities but are also less adept at l earning capabilities will likely see their competitive position eroded by those organizations with less knowledge but a greater capacity to learn and then catch-up. And for that reason it is critical for any learning organization to gain new knowledge from which learning can occur, and to learn from application of current knowledge and to use this learning as a driver to obtain new knowledge. The learning organization focuses on its systems as part of the bigger picture to identify opportunities to use knowledge and learning to increase knowledge and intellectual capacity and improve performance.The Need for the LEARNING ORGANIZATIONThe nature of the environment has changed dramatically due to significant economic, social and technological changes over the past decades. Organizations today are confronted with increasing environmental turbulence arising from global competition, the introduction of new technologies, shortened product lifecycles and political and social pressures. Orga nizations, today must be flexible and learn to require changes and respond rapidly. Today, learning makes the critical difference among organizations.Learning can hardly be described as a new characteristic of organizations. Organizational learning is as old as organizations themselves. What is new, is an increased awareness of the connections between learning and competitive ability as well as better insight into the conditions for effective learning. In the long term it is said that learning will only provide competitive advantage to organizations that learn faster and better than their competitors.Changes in the business environment have significant implications for learningWorld-Class OrganizationsAny organization in business cannot afford to stand still. It must improve its ability to deliver higher quality goods and services at competitive prices or it will go out of existence. This trend has resulted in emergence of World Class Organizations (WCOs), in which enterprises can compete effectively on a global basis. This does not mean the organization has to do business in an international level. However, if a Multi National Enterprise (MNE) sets up operation locally, the WCO must be able to compete effectively or if it is a supplier, it must make a competitive bid to supply the MNE with the desired goods. Simply stated, enterprises now use their competitive advantage to invade international markets, and local companies should see the challenge.Figure 1 illustrates as how to be more than just being a total quality or adaptive organization. It means learning how to anticipate and stay ahead at impending changes (qualities of learning organizations) and how to continuously improve to maintain a competitive advantage.What do organizations need to do to become WCOs?There are six pillars of WCOs and each represents a human relations challenge. They are depicted hereTable 1. symptomatics of a Learning Organization and Associated Best PracticesCharacteristicDef initionAssociated Best PracticesPositive ByproductsSelf mastery- individualThe ability to honestly and openly see reality as it exists to clarify ones personal vision1.Positive reenforcement from role models/managers2.Sharing experiences3.More interaction time between supervisory levels4.Emphasis on feedback5.Balance work/non-work lifeGreater commitment to the organization and to work less rationalization of banish events ability to face limitations and areas for improvement ability to deal with changeMental models individualThe ability to compare reality or personal vision with perceptions harmonize both into a coherent understanding1.Time for learning2.Reflective openness3.Habit of inquiry4.Forgiveness of oneself5.Flexibility/adaptabilityLess use of defensive routines in work less reflexivity that leads to dysfunctional patterns of behavior less avoidance of difficult situationsShared vision groupThe ability of a group of individuals to hold a shared picture of a mutually de sirable future1.Participative openness2.Trust3.Empathy towards others4.Habit of dissemination 5.Emphasis on cooperation6.A common