2.10 Role of human resource management in strategic management
Role of strategy formulation: human resource management plays an unique role in supplying the competitive intelligence that will be helpful in strategic formulation. The human resource management can provide the details like advanced motivation plans used by the competitors the opinions given by the employees, bringing out the complaints given by the customers, information about the pending planning’s etc. In strategic formulation the human resource capabilities serve as a driving force.
Role of strategy implementation: human resource management gives the competition and the work force that will give the success of strategies. It is important that linkage strategy and human resource management needs the series of practice choice. The challenge is to develop the human resource practice choice that will be helpful in implanting the organization strategy and increase its competition.
2.11 Human resource development
Human resource development is the executing and increasing the physical, mental and emotional capabilities of individuals for productive work. Human resource development means to bring out the talent and the individual growth. Human resource development is a process to help the individual to gain the knowledge, improve the skills and capabilities, to performance well in the organization and increase the productivity.
2.12 Proactive human resource strategies for future planning’s and growth
In today’s competitive and challenging world the human resource development has to take a positive care to maintain the human relations. The human resource development has to play an important role in utilizing the all opportunities that are present to it for the development and success of the organization. Long term goals can be achieved by employing the efficient professionals who have aims to do the work. A proactive human resource development can execute the activities to get the competence and increase the productivity potential of human resource.
2.13 Human resource planning
Human resource planning is a process of having the sufficient people to do the given work at the right time having the ability to work efficiently so that the company can meet its objectives. Human resource planning is useful in giving information like estimating the number of people that are required for the work to be completed.
To know how many people are required for the work is know by the human resource planning. Human resource planning plays an important role in avoiding the situations like having more or less people in the work place in future. Human resource enables the organization to go with the changing world like market, technology. Since jobs are based on intellectual skills and technical skills the human resource planning’s help to prevent the storage of workers. In addition, due to the technical skills increasing the man power can decrease or increase in future.
Human resource planning system
Human resource planning system have the following elements for the planning.
- The total organizational objectives
- The business environment
- Giving the manpower needs
- Evaluating the man power supply
- Matching the man power supply demand factors
2.14 Human resource planning process
The objectives of human resource planning process are obtained from the organizational objectives like the necessity and working nature of the employees. Human resource should work on all the objectives by using all the man power that is available. In human resource planning process certain policies are to be made to make decisions like internal employing and external employing, giving the training and developing the plans, union restrictions, job improvement problems, rightsizing the organization, automation needs, continuous availability of the work force.
Man power forecasting is the process which gives the information about the number of people that are required in the future.
The demand forecasting has the following factors:
The internal factor: The internal factor includes controlling of the budget, production levels, new products and services, organizational structure and employee separation.
The external factor: The external factor includes competitive environment, economic climate, laws and regulatory bodies, technology changes, social factors.
In the man power forecasting techniques the managers across all the levels depend on their own judgment. This can be bottom up or top down approach and judgment is reviewed in all departments and top management concludes on the total number of employees.
Man power supply forecasting process measures the number of employees available that are present in and outside the organization after doing some of the changes like promotions, wastages, internal movement, conditions of work.
2.15 Existing human resources
Human resource facilitates the examination of the skills and abilities of employees. The employees that are working in the organization are categorized into skill inventories and managerial inventories. The skill inventories include personal data, special qualifications, salary, skills, job history, company data, capabilities, special preferences. The managerial inventories include work history, strengths, weakness, promotional potentials, personal data, career goals, number of subordinates, type of budget managed, previous management duties.
Man power supply forecasting is categorized into internal and external supply. The internal supply is useful to know the following things: the level of production, working times, overtimes, leaves or absence, annual income, recruitments, promotions. The external supply is necessary for the following the reasons: new blood, new experiences, replacing the lost ones, organizational growth. Employees are selected based on the job vacancies. The selection of employees required is done on the basis of supply forecasts. For the selection process the internal and external supplies are used. Human resource professional gives the training to the employees and budget allocation is made for them. When the technology changes the existing employees are to be trained or they have to be shifted to the other departments where they can show their talent.
2.15.1 Managerial succession planning
Many methods are used for the managerial succession. Many of the successions involves the top management decisions and commitment. A typical succession plans have the following activities
- Examination of demand for managers and professionals
- Skills of existing executives
- Knowing the future from the supply of external and internal factors
- Individual career path planning
- Career counseling
- Increased promotions
- Performance related training and development
- Strategic recruitment
Human resource plan should clarify the responsibilities for controlling and establishing of procedures, which will enable the achievements of plans.
2.15.2 Succession planning
Succession planning is the process of filling of the main positions in the organization by the persons. The main concentration is on the person who is taking the main position of the organization. Succession planning mainly concentrates on the vacancies that are present in the company and filling that vacancy with the appropriate one. Succession planning comes into light when an important person is retired. The employee feels happy when his talents are recognized by the organization and the vacancy is filled by him. By having the talented employee in the organization the organization can get succeeded.
2.15.3 Career planning
Career planning is the process offered by the company to the employees to know their talents, weakness, jobs they wanted to occupy in the organization. Career planning is a sequence of professional, educational and developmental experiences that allows the individual to go the world of work. It is the sequence of positions occupied by the person. Career can also be considered as the mixtures of the changes in values, attitudes and the support given to the person as he grows. Career planning is regarded as the developmental questions of the organization. It is also concerned with the employment of the graduates, engineers, scientists etc. Career planning gives the succession plans to the employees as per the organizational needs. Career planning is based on the performance, and experience. The objectives of the career planning are building up the confidence in the individual, develop the perspective, reducing the expenses of the employee, make certain organizational effectiveness, allow the employee to reach his goals in the organization.
Chapter 3
Research Analysis
3.1 Human resource strategy
Human resource strategy is useful to achieve objectives of HR and it also helpful in planning of employee work and it increases their performance. Using human resource strategy achieving way of organization goals and its objectivities is defined. By following strategy in HR planning, gives guarantee that employees can fulfill objectivities of HR but employees how they are doing their work must be checked.
Strategy means a pattern, a plan to take action in specified time, a perspective and a position and it is also about narrowing process of business focus. Strategy is planned based on situation and expected output at all times. Coming to HR strategy, it is designed by keeping HR department functionalities in mind. HR strategy defines contribution of people in organization plan. By focusing on objectives of organization, if all time employees perform its operation then number of mistakes will be reduced in its work.
3.2 Organizational leadership
Organization authorities must have perfect idea on strategy preparation and they should learn components of strategy very well. Organization HR managers and HR professional must have enough knowledge about their organization, with this help then can design good human resource strategy which is useful to organization.
By applying strategy in human resource, organization have good ending in its financial success. Now in present environment, every organization is facing some illegal obligations in its operational business activities. But for every organization its important assets are its technical and financial strength and organization must use these assets in efficient way.
In non-profit organizations, in cost effective way specific services and needs are provided to intended groups and target group satisfaction must concentrated by these organizations.
In organization, HR professional must familiar with change management, negotiation, finance and whole organization operations. Because HR managers are main who can implement and develop HR strategies in efficient way.
3.3 HR Core Competencies
In human resource strategy, developing forms of HR core competencies is main part. Some of core competencies are mentioned below.
- HR management and its leadership skills.
- People management skills. Skill development process quality is known by feedback of 360- degree systems.
- Strategic plan designing skills
- In knowledge management appeared competencies
- Efficient staff hiring, their motivation and retention skills.
Recruitment, employee development and motivation and employee retention skills are considered as core competencies by some organizations. And some government organizations come under this organization category.
Organization competitive advantages are improved by core competencies of that organization by that in market, organization value will be increased. In core competencies, human resource skills improvement is important task and that is obtained by giving strategic training to employee in their development.
3.4 Necessity of mind set change
Some organization knows that people are main assets for their organization. But some manager in organization they don’t know contribution of HR issues in organization success.
People strategic are designed and implemented well based on work of line manager and HR manager. So, people must agree with statement that HR function is main contribution for success of organization business activities.
In human resource strategy existed choices information is presented below:
- Choice is existed between capability strategy, functional strategy and result strategy shows in human resource strategy preparation.
- In traditional HR administrative activities performance, functional strategies can apply.
- Strategy is concentrated on HR activities and by following which way these activities can fulfill will be found by using these strategies.
- Related topic in this choice is capability strategy. So many organizations are at strategic development stage. In this strategy, employee competencies are considered and it includes employee performance in their job.
- Beyond capability strategies, many organizations processed their activities. To face new challenges and business entities pressure, result strategy is necessary. In United States, some government agencies concentrated on result strategy and it describes implemented HR activities performance and on bottom line their contribution measures.
- Because of some reasons result strategy development is stopped. Those reasons are mentioned below:
- Due to competition for skilled workers and globalization, competition among organizations is increased.
- In dynamic environment business competition complexity is increased.
- Organization work force environment is affected by new labor laws introduction.
- From stakeholders and customer side, high expectations are presented.
3.5 HRM strategy aims
Main aims of Human resource strategy are mentioned below:
- Give guarantee that for any organization, ultimate resource is people which is recognized by business planning
- Ensure that in human resource strategy planning involved people have knowledge on HR proposals, its implications and constrains
- Perfect match must be existed among corporate business objectives and HR function objectives.
- Bring corporate business process and culture which help people in their jobs to perform tasks in better way.
- To face coming from other organizations, organization must have resources which can satisfy and face challenges.
- Make sure that contribution of organizational resource develops competencies of people.
- Performance requirements must be determined to reach objectivities of organization and people performance in satisfying those requirements.
- Employee commitment levels must be determined and ways must be defined to improve these commitments.
3.6 HR strategy outsourcing
Increasingly many organizations are using HR strategy outsourcing but what part of HR is outsourced must be alert. For example, recruitment activity in organization can be outsourced but it is better to arrange final round in interview by organization HR people before selecting candidates who are recommended. In some organizations, pay roll system is outsourced but it is very careful area in managing people. But before taking decisions consequences must be taken into consideration.
Some organizations, implement strategies in their human resource management. But this movement improves organization activities performance and it won’t slow down.
Human resource strategy is natural progression which gives better way in human resource transformation, HR management in transforming resources of organization. By using this mechanism in organization, success and profit will be gained by that organization.
Result strategy implementation must achieve by organization. Otherwise, organization must study procedures to achieve this strategy and human resource role.
3.7 Human resource management at organization level
Many aspects are provided for human resource management in organization level. But some organizations don’t improve starting points. This case is caused because of not having good team or departments in organization and human resource management is responsible for this issue.
With human resource management ownership, having number of staff is gives many benefits.
For example:
- Up to date information in provided to organization on legal issues.
- Regarding procedures, strategies and policies, coordinated approach will be issued.
- Relating to staff, good advice is accessed by staff
- Salaries are consistent and fair
- Good procedures and policies are existed
- Up to date job description will be presented. A line and staff manager uses this provided information in performance expectations and its success rate also measured.
- Recruitment process is conducted which can hire good knowledge people.
- Staff induction and briefing are designed and implemented in good way
- By implementing human resource management in organization, staff feels they have good values and they are encouraged to survive in that organization.
Some organizations have its own teams in human resource management. But in this case, permission must be granted from leadership of organization and organization chief executive board officer also included in organization leadership. But benefits of human resource management must inform to those leadership persons by that they can understand its importance. Some sponsors are presented generally to give funds for activities of human resource management.
3.7.1 Human resource management improvement preparation
Before considering management of human resource, two things are taken into consideration.
- Vision, values and mission of organization
- Structure of organization
- Vision, values, mission and purpose of human resource management
Based on vision, values, mission and purpose good human resource management is presented. Vision is nothing but motivating staff in organization. Whether all staff is working towards organization aim or not is known by its purpose. Needed works are done by organization mission. It is impossible to done work without mission and job description is also provided by mission. Needed staff and working ways of organization are described by values of organization. Before improving and reviewing human resource management, all above mentioned issues must be identified.
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Vision: in vision by using which aspects and activities, organization can give its best output is described. If organization is compared with world, best example for vision will be “world without hunger”.
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Values: organization related standards are presented in values. Organization identification is performed by its values and values influence organization activities. Organization is differing from other organization by using its values. Examples for values are: humility, commitment to god.
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Mission: to identify people in organization, for what type of things organization should commit itself. People serving and its way must be identified by organization. Examples for mission of organization are supporting and enabling frames, in our country hunger is reduced through training.
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Purpose: in purpose to do which type of things organization established is discussed. Purpose is contributed to organization vision. Example for organization purpose is “To increase food production to help people”.
- Structure of organization
Structure of staff in organization must be considered by management of human resource. It is helpful to draw a chart of organization which shows staff positions and line management.
This chart:
- Grading system is made easily to develop and enable smooth recruitment process.
- By one manager how many people are managed is understood by following chart. No is better to have eight people in single manager control.
- Using this job titles are maintained in consistent manner. For example, ‘manager’ title will be given to senior officers who are presented in organization.
- It shows overlaps and gaps in position within organization.
Fig: example figure of organization structure
3.7.3 Grading, benefits and salaries
In this section, offered benefits for staff, staff salaries and their grading jobs are discussed. Based on work return salaries and benefits are offered to staff. Salary makes a feeling to staff that how they are honored in organization is represented by their salary. In attracting people, salary and benefits play vital role in organization and it encourages staff to stay on organization.
It is better to have appropriate and fair salary level to staff based on their good work. So, without considering work, offering salary and benefits to staff is not a good decision.
Salaries: salaries are related to specific job that staff doing. For example paid salary to manager is more than paid salary to administrator.
Benefits: mostly benefits are applied to all staff based on their contract with organization. For example, for permanent staff, various types of benefits are provided than fixed term, casual contracts and temporary staff.
Grading and salaries:
When considering salary of staff into account, three things are considered into account.
- With grading structure of organization, salary should be in consistent form. Salary higher level is depended upon higher level of grade. By this concept equal pay will be paid to equal work.
- Fairness should be maintained in salary. For similar work and job, what pay is paid by other organizations to their employees.
- Transparent system must be maintained in salary and grade for easy understanding nature. Means by this statement staff can know paid salary is fit with overall grading system of organization and salary structure of that organization. With help of transparent system, fairness and consistent are followed and by this staff will give preference to organization.
For a job to set salary four steps are followed by organization.
- Write Job profile:
In job, involved things are considered into account. By this job profile will be designed. Below job profile guidelines are mentioned by taking driver as an example.
3.8.1 Job profile for driver job:
In this two things are included. One is job description and other thing is person specification.
In job description involved things are:
- To the logistician reports are submitted
- Giving guarantee that vehicle is maintainable
- To specified locations drives staff safely
- Conducts collects items, errands.
In person specification following things are included:
- Driving license should have cleanness
- In rural years two years driving experience must have
- Polite, accommodating, patient and punctual
- Careful driving and driver should know driving policies good safe.
3.8.2 Evaluate job
Job profile is needed to set job. To get this systematic scoring job method can be used so by that they can compare with other which gives consistency and fairness. Human resource management department member takes responsibility of job evaluation and job line manager also included in this evaluation. Between department member and manager, they should have good knowledge about organization and job.
Below one system design is mentioned which is used every organization to evaluate all jobs.
3.8.3 Designing system
In job profile assessment three criteria are used. But used criteria may be differed based upon organization. But three example criteria are mentioned below.
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Skills level: for job, required skill level must be considered.
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Responsibility level: in job person responsibility how much level is included also considered such as other staff members and financial responsibilities management.
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Representation level: externally up to which level organization is represented by person in particular job.
3.8.4 Method of evaluating job
Evaluation will be started from first column of table which represents responsibilities. Appropriate grades must be given based on responsibility. This process is applied for representation and skills also. To total number of points three points are added to above criteria and those are representations, skills and responsibilities.
- Assign grade
In grading process, first step is job evaluation by giving score. Job evaluation is ensured and become effective and fair by comparing evaluate job with other jobs in organization. After job evaluation, identification of score and result is compared with grading structure of organization.
During job evaluation, gained score is important in grading structure. Higher grade job have more points when compare with lower points grade. According to organization job families names are varied. Establishing of grading structure is evaluated by contacting staff in organization which reflects its purpose, needs and values.
For each criterion four levels are available and each level gives certain number of points. Some points are given by lower levels of representation, skills, responsibility than criteria high levels. Organization gives importance to responsibilities rather than skills so, responsibility is having high preference.
3.8.6 Job evaluation methods
After comparing score of job evaluation with grading structure of organization, necessity is presented in assigning job to lower or higher grade that score indication in order to provide job consistency with other jobs involved in organization.
Set salary
Based on grade some organizations have salary. In case salary is identified very easily by taking assigned job grades. Each grade is having its own salary range in organization so it is important to identify salary of particular job within specific job salary range.
In organization setting salary level is helpful to understand other organization paying levels for their staff that have similar jobs.
Salary structure setting is mentioned below:
In salary identification following issues is taken into consideration:
- Employee practice and local labour legislation:
This issue includes minimum wage, social security and employment tax. When possible take suggestions from consultant and local employment lawyer.
- On allowances, salary and other benefits local common practices:
This issue includes similar jobs of other organizations researching. Best practice for this issue is contact eight organizations which have similar jobs. Human resource specialist should take about this activity. It is better to gather other organization charts and job profiles because all organizations won’t have similar titles and duties for particular job.
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Job location: if assigned job is external to organization then special care should be taken in research process. Main justification is cost and living cost will be varied to other and main places.
- Budget availability:
To pay salaries to employee’s available budget is also taken into consideration. Salary levels must be in limit of available funding. Salaries paid to staff are reflected by other organization paid salaries for same job. If funds are limited then it will reflect salary levels in organization.
Other salary issues
Information should be provided to staff about their salaries, change in salary by grade and in employee contract grade should set.
To staff member salary is paid directly. When salary is paid in form of cash then organization and staff should sign on pay slips. From staff salary, social security payment and taxes are deducted and this is legal requirement.
Each year individual salary levels must be reviewed by organization by taking local conditions into account.
Benefits:
From other organizations, when collecting information about salaries it is better to gain information about benefits which are offered to employees in other organizations. Benefits should have following things:
- Medical cover
- Provision for retirement
- Provision for death service
- Leaves must be given in various situation
- Allowance such as from work free transport
- Working hours flexibility
- Opportunities for learning
- Staff retreats
- Accommodation
- Office equipment personnel use
In organization every employee has some terms and conditions. So contract is maintained between organization and employee.
3.9 Frame work of Human resource management
In framework of government organization, long established task is human resource management. Using this task, government achieves its obligations to secure staff commitment, good employer, to give best performance staff is managed and developed in serving government community. Organization must respond to changing expectations of community means managing employees plays important role because staff is playing role in delivering services. Staff management is stressed in performance oriented and customer service organization.
Human resource management is created by concentrating on strategic policies, setting guidelines, determining policies, setting rules, advising departments and branches on implementation. With this, procedures and policies are simplified and departments and authorities are delegates by branches. But organization must focus people management rather than rules of administration. Organization branches and its departments must focus on its own human resource management plan. This plan helps organization in achieving its operational requirements.
Civil service branch gives support to initiates of human resource management implementation.
Organization is existed to serve community and it needs resource in its serving. Any organization depends upon its staff to reach its goals. So, staff must have clear instructions in its work and their performance in their work must be verified. To perform these tasks, human resource management is required by any organization.
Human resource management has its own definition and its planed approach which manages its employee performance and their work effectively. Main goal is establishing flexible, more open and caring style in management. By that staff will be developed, motivated and managed in a way that they can give their best efforts to support missions of departments.
3.10 Principles of the organizations
Organization totally has four principles which give suggestions in its work. So organization must follow below mentioned principles in its work and to guide their departments in managing human resources.
- Organization should be well employer.
- Organization must treat as their main assets are people.
- Staff must be hired based on their skills and their careers managed based on performance.
- Staff should feel responsible for developing organization
- Manager would take care in managing people and departmental objectivities and plans must guide departmental plans of human resource.
Human resource management has its values. Those values are mentioned below:
- The care
- The trust and confidence
- The teamwork and group relationship
- The developmental factors
- The encouragement and support
Serving community is also has its own values. Those are listed below:
- The commitment and obligations
- Openness and honesty
- Foresight and prescience
- Effectiveness and efficiency
- Courtesy and ethic manners
- Expertise and knowledge
- Propriety and politeness
- The partnership and business
- Integrity and reliability
- Responsiveness and reactions
- Leadership and management
Organization must have values because its culture is shaped by its values. Values are key factors to know working ways and how working procedures. Service value is constructed based upon departments and required culture development. Instinctive feel is given to staff by good values and expected decision they can made. So, it reduces time amount spent on consulting other people before taking decisions.
Department should develop its own values and developed values must support its organization mission, desired culture, objectives and staff motivation in giving best output. To do all activities in structural way human resource management is helpful by functions linking such as departmental values aims and values training and performance management.
Trust, teamwork, care and encouragement which are considered as important values are brought by human resource management.
3.11 HR Managers and their strategies
Human resource policies are implemented by mangers of every department and managers play important role in practices of successful management. Performance management key is hold by managers. Managers should have following things.
- Staff individual objectivities must be determined to work and give support to their departments.
- Guide lines should be provided to staff and staff supervision must exist involves every feedback about employee’s work.
- Appraisals must be conducted.
- Whenever necessary appropriate action must be initiated and counseled to address miscount and poor performance.
- Required developing and training needs must be identified for staff and with available opportunities these values must be matched.
- Regularly communicate with staff that should affect staff in their work.
- About staff welfare special care must be taken.
Human resource management departmental plans:
Overall policies linked together by using departmental plans of human resource management. Policies include mission, objectives, departmental values, and any specific activities of human resource management and all policies are taken at management level of line. Clear guidelines and policies are provided by plans for managers and staff.
Designed plans must answer below mentioned issues.
- Which staff is required and which type of procedures are followed in requiting staff and required quality of people to achieve departmental needs.
- Giving guarantee that organization has full motivated workforce.
- To develop and train employees, what type of programs must be conducted
- Required people must feel greater responsibility and responsiveness about their job based on demands they should exhibit different abilities and skills.
By considering above issues human resource plan must be designed to give support to departmental plans. Departmental plans give guarantee about human resource management credibility and relevance. But designed human resource plan must have link with organization department mission, structure, program objectives and values for period of planning.
Before planning human resource management, in department how human resources are managed and organized must considered. In department, human resource management responsibility is assigned to directorate officer level by giving importance to subject. In this level, officer must have knowledge on mission, objectives and values of department. It also considers relationship between administration staff and managers and with specific responsibilities of human resource management officers are charged i.e. training officers.
Once planning process aspects are created, then human resource management key areas are addressed and its mapping is initiated.
- Managing performance
Introduction
In function human resource management, managing performance is an important task. Main objective of this component is improving whole effectiveness and productivity and it is possible by increasing individual potential and performance. Performance management is dealt with
- Improving collective and individual performance
- Expectations of managers are communicated to staff supervision
- Communication should be improved among staff, senior manager and staff
- Career prospects of staff is improved by their assistance through rewarding and recognizing candidates effective performance
- Underperformance cases must be identified and resolved.
- Important links must have provided to functions of human resource management like training etc…
Performance management totally has seven components. Those components are listed below:
- Motivation
- promotion
- performance appraisal
- supervision and guidance
- addressing poor performance
3.12.1 Motivation
Motivation is main key in human resource management success development. Performance is increased by self motivation rather than external motivation and self motivation is main aim of managers and it brings higher performance standards.
3.12.2 Principle
Managing staff effectively is main principle in organization. Employee must show self management without using any rules and controls.
3.12.3 Procedures
Staff can be motivated effectively by including recognition, giving praise and positive feedback. By passing feedbacks of staff to senior managers, in organization everybody knows who is working well and who is giving best efforts to organization. ‘Management by mistake’ is other thing involved in organization and most of feedback in this received for mistakes.
When staff performed any genuine mistake, if he guided in right direction in that situation, staff can perform very well and he will be supported. Staff should be guided in right direction towards confident, positive, taking responsibilities and making decision in proper way.
Staff can give their best if they have clear expectations, trusted, valued, encouraged and motivated.
3.12.4 Promotion
Individual employee skills, attitude, ability and knowledge are denoted by promotion which is required for them to perform their tasks effectively at next level of higher. In relevant work areas exhibited skills and knowledge are reflected by competencies. Promotion motivates employee behavior and plays an important role in his job.
3.12.5 Principles
Promotion key is merit principle and for job specified person is best or not is also work like key. Experience and potential ability are considered in performance assessment. Assessment process must be transparent and fair. From annual performance and performance of day to day activities, it is differentiated.
3.12.6 Promotion procedures
Department heads/ grade heads have opportunity to invite officers for promotion apply and officers are allowed to promotion opt out.
Normal promotion boards rule are
- impartiality and transparency must be increased
- Opportunity must be provided to eligible potential of officers and succession planning of organization.
In staff reports, supplement information is provided by conducting needed promotion and appropriate interviews. This situation will be raised when available staff reports are not sufficient and in terms of consistency and fairness any questions are raised. Promotion boards must have knowledge on unfairness of potential.
Good management provides information about promotions to staff and it is useful in communication enhancement. Departments have encouragement in giving feedback about promotion after related exercise is conducted.
3.13 Performance appraisal
Performance of individual performance is compared with previous objectives of work and based on result performance appraisal is assessed. Two functions are served by it. In first function, in current job individual person performance is evaluated which enabled by management to identify weakness and strength.
Second function gives information to assist posting of management plan, promotions and transfers. With this help management can able to compare potential and performance between offices that are presented in same level of rank.
3.13.1 Principles of performance appraisal
For performance appraisal, following basic principles are listed below:
- To design own appraisal system, department heads/ grade heads have flexibility with these framework principles.
- As multipurpose management tool performance appraisal is regarded. Functions of human resource management are guided by staff appraisal outcomes.
- It is considered as joint responsibility of supervision and individual person.
- It is outgoing process and also continuous is exhibited.
- Individual performance is related to objectives of department by following this.
- Into system, balance and check must be built to make sure objectivity and fairness.
- At one rank outstanding performance does not give suitability to high rank promotion.
3.13.2 Procedures of performance appraisal
Except probation period, for officers performance appraisal is carried out once per year. Different organizations have their own performance appraisal.
At reporting cycle beginning level, appraising officer must accept appraise over reporting period on main responsibilities and objectives. Between appraise and appraisal officer’s responsibilities and objectives list must be reviewed during reporting cycle if any changes are required or not must be identified.
At ending of reporting cycle, assessment is written by appraisal officer.
3.13.3 Supervision and guidance
To staff directions and feedbacks must be provided based upon day-to-day supervision and guidance. It helps to annual performance appraisal, promotions of group officers and good performance performed staff assist.
Principles
Good performance is contributed by supervision and promotion and blocks progress is discouraged by it. Feedback should be in following form.
- Frequent-until feedback appraisal or formal performance, staff should not wait.
- Balanced- it must focus on bad and good performance
- Immediate- immediate feedback have fast impact then month later or several weeks given feedback.
- Specific- about feedback covered actions, staff won’t have doubts.
- Constructive- feedback must concentrate on successful behavior and overcoming difficulties
Procedure
On day by day basis, supervision and guidance is provided whenever necessary are occurred.
3.13.4 Addressing poor performance
Every time employee performance is checked whether he is performing his activities are correctly or not. If poor performance is exhibited any employee, manager should handle such type of situations otherwise it totally effects organization performance and its productivity.
Principle
If staff in not performing assigned tasks for their experience and rank, then it will be considered as poor performance and this situation must handle by manager by giving appropriate guidance and supervision. The whole procedure handle situation in objective, fair and sensitive manner.
Procedure
In light circumstances, each instance should be tackled. Normal performed action sequences are listed below:
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Counseling- staff should be guided in which areas they should improve their skills and by following which way they can achieve that.
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Appraisal- if staff is not responded to counseling guidelines then his performance is listed in annual appraisal.
If staff is not responded to counseling and appraisal then there is formal process is existed to deal this type of situations. Increments stopping, written warning that has non-performance and public interest retirement come under this type of processes.
3.13.5 Development and training
Introduction
By conducting development and training programs, employee gain knowledge, abilities, skills and necessary attitude which is useful for their performance improvement.
On goals and objectivities of department, reaching staff competencies are concentrated by staff development and training programs. Below mentioned characteristics are exhibited by normal approach:
- Communication must maintain with developing and training people.
- Staff competencies and operational requirements are regularly analyzed.
- Development and training are related to goals and objectivities of organization.
- Training personnel skills
- Regular evaluation.
- Learning culture must be in continuous matter
- Staff and manager must have joint responsibility for determining and achieving necessities of training. And
- For various styles of leaning and circumstances, different development and training methods are available.
Two main things are considered as key components of development and training. Below information gives explanation.
3.13.6 Training
Management which is included in training must have its own training functions and managers have different responsibilities so they have to fulfill these responsibilities effectively.
- Training policies of organization is designed by management and training plans are organized in such a way that it supports mission, values and objectives of organization.
- On training needs and competencies, managers must have knowledge. Training activities must be implemented and coaching must provided and every time performance of staff must be verified.
- Most development opportunities are made by responsibilities of staff and these opportunities increase potentiality of staff.
Various training methods which are necessary are mentioned below.
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Induction: new staff must have knowledge on procedures and requirements of job, performance standards and objectivities, norms and values of organization.
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Management development: management team must have required skills and knowledge which is responsibility of them.
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Vocational: some back ground must have to be done by managers to provide technical and professional knowledge on skills.
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Communication and language: communication and language are necessary to meet needs of organization which prepare future work.
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Computer: basic computer knowledge should be provided to staff.
3.13.7 Development
Development process focuses on staff potential development and existing skill level development and preparing staff mind set as their responsibility for organization development.
Individual aspiration and needs are balanced by career development program. Difficulties in needed services must be reduced.
Posting
Based on previous experience and ranking, position is assigned to staff. Potential and future needs are also involved in posting process. Staff should develop their skills in different areas on they can develop their skills in particular area by having best experience in that area.
Balance development way between individual and organization needs and aspirations must be determined. Future posting decision is finalized after complete discussion with staff on understanding organizational needs.
Acting appointment
Three kinds of acting appointments are presented in organization as mentioned below:
- “With a view” action must be performed. For substantive promotions, staff suitability must be assessed to ranking posts.
- “With a singling out effect” action will be taken with substantive promotion if immediate or acting promotions are not presented for staff.
- For administrative convenience action must be taken. To cover general post holder absence high ranking is given to staff. Long holidays, through sickness or maternity leaves are taken into absence of post holder account.
Other acting opportunities provided for staff in their exposing are depended based on testing ability, responsibilities and duties.
3.13.8 Relationship with staff
Introduction:
Effective communication is ensured by staff relationship and this communication is existed between staff and management to gain maximum cooperation from staff and staff is motivated to perform best by treating them fairly in understanding manner.
In staff relation, governed principles are mentioned below:
- Management must maintain regular contacts and communication with staff.
- Staff should concentrate on matters which are effecting them mostly
- Solution must be found through consultation and discussion
- Organization should encourage staff contribution activities.
Staff relation will be covered by following below mentioned key components:
- Staff commitment must be secured
- dispute relation
- welfare
- addressing grievances
3.13.9 Staff commitment must be secured
Personnel experience is judged by services of public and it is defined by individual cases of staff. For public experts provided services quality is determined by commitments of staff.
Communication
For releasing staff energy, ideas and ambitions, in communication two ways are presented. Organization objectives, organization values and mission are understood by staff with help of management communication. Effective management communication consider following rules.
- Intend message which staff has to sent
- With which person staff must communicate
- Most effective communication for particular message
- How delivered message will be received by audience.
Recognition
Individual and group efforts and achievements recognition is most important task. With this right attitude work and best efforts are promoted. Based on that pay will be increased, job extension, promotion and recognition are done by motivating staff. In motivating staff following schemes are involved.
- Appreciation and commendation letters
- Meritorious and long service awards
- Long service travel awards
- Retirement souvenirs
- Awards and honors
- Scheme of staff suggestion
- Scheme of staff motivation
Informal schemes have prizes, articles, competitions and newsletters.
3.13.10 Dispute relation
Dispute must be avoided as possible between staff and management by constructive and prompt discussions between two sides. As far as possible disputes are resolved at level of department and it is related to implication of service such as services pay conditions.
Welfare
For employees who are working in an organization, that organization has responsibility to take care of that employee. Welfare of staff and facilities of recreation are maintained by staff morale and loyalty is enhanced. Below mentioned schemes and facilities are must achieved by organization.
- Staff welfare fund
- Staff recreation room
- Staff relief fund
- Holiday bungalows
- Staff recreation club
Above rules must follow by organization.
Addressing Grievances:
Organization must maintain fair and effective system to deal staff complaints and appeals. But organization will have senior management persons to deal complaints which come from staff. Dealing procedures used to deal complaints must be published. Detailed guidelines must provide to management to deal complaints from staff.
3.14 Managing information systems of HRM and HR strategies
Introduction
Different levels of information are provided to management to do its activities well. This information must have matters about human resource so that policies of organization effectively monitored and practices of human resource management performed effectively.
By providing following things human resource management information is enabled:
- By improving and monitoring ongoing performance of human resource management
- About development policies, updated information must be provided.
- Organization efficiency must be verified and demonstrated in management of human resource
- Service oriented checks should be created and safeguard delegation must be balanced and for human resource management true accountability must be provided.
Service delivery of organization is implemented by managing information and those are implemented by following key components.
Those are included below:
- Measures of human resource management
- Indicators and targets
3.15 Measures of human resource management
By having correct measures, effective monitoring is exhibited. All aspects of human resource management are included in measures of human resource. Information about management is in all situation not in statistical and measurable data format but based on quantifiable measures objectives must be achieved.
Indicators and targets
Human resource management performance is targeted by organizations but it generally formed with policies of organization. In interested areas development must monitored.
3.16 Performance Management System
In general the performance management is the process of gathering the information related to the performance. But the other meaning of the performance management system is the performance appraisal. The performance management is includes the different types of aspects such as
- The planning which is to guarantee the activities within the organization
- The evaluation of the performance measures
- The performance reporting
The performance appraisal is the process evaluating, achieving as well as recording the information regarding the significance and worth of the employees. The actual focus is evaluating and developing the actual performance of the employee as well as the future possibilities of the employees. The main aim of the performance appraisal is to know the current status of the employees.
3.17 The main objectives of Performance appraisal
- To evaluate the performance of the employees within the specified time period
- To review the gap among the real as well as the desired performance
- To support the management within the process of establishing the controls towards the organization
- The performance appraisal will provide the support for associating as well as communicating among the higher sub ordinates as well as the employees
- It will even provide the support in analyzing the strengths as well as the weaknesses of the particular individual and will provide the training to improve or develop their performance for the future aspects
- It will provide the opinions and comments on the past and present performance of the employees
- It will offer the assistance and support to the different types of the decisions which are taken within the organization
- It will even give the clear cut idea on the future prospects as well as the roles and responsibilities which are to be played and proved by the employees
- It will even evaluate the efficiency of the different types of the activities of the human resource functions which are performed within the organization like the recruitment, the selection, the training as well as the developmental opportunities in order to reduce the stress of the employees.
There is a necessity of the performance appraisal for the purpose of the effective management in order to evaluate or analyze the performance of the employees. The employee performance appraisal will even create the necessities of the training as well as it will even allow to analyze and plan the training facilities within the organization. The general performance appraisal is the common review which is been considered and processed based on the periodic basis for each and every employee within the organization. Based on the performance each the every individual staff is appraised by his manager or else by the management of the organization. The supervisors or else the managers will verify and observe each and every aspect and will even analyze and evaluate the performance of each and every employee and will send their comments on their performance to each and every employee in order to motivate them and allow them to work more efficiently.
The important steps to be followed within the implementation are as follows:
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The performance appraisal is the process which will create the official contact and relation among the employees as well as the managers, in this process the performance of the each and every employee will be discussed along with their internal strengths and weaknesses of in order to provide the training programs to them to improve their performance and to build strong interpersonal skills in them which will give more confidence to the employees on their performance. The supervisor or else the manager will conduct the official meeting in order to explain the exact job responsibilities of the employee and will explain the steps to achieve the tasks.
- There is a necessity of identifying the exact interests of the employees and their developmental standards to react to the activities related to the performance improvement or development
3.18 The Solution: Aligning human resource with the organizational strategy
The human resource will be having its affect on the organization’s value creation if it expands the traditional administrative role. In order to have the support for the human resource with the organization’s strategy, it should be arranged first so that it can play a significant role in the strategic planning of the organization. All the other areas of the organization are influenced by the human capital. It is necessary condition for the human resource department to provide the support that the human skills are supported efficiently with the strategy that is chosen by the organization. A new angle of the human resource is to be accepted by the organization in order to support on this power or influence (Becker and Huselid, 2001). To recognize the human resource department and its duties as the strategic benefit the human resource is implemented along with the strategy in the first step itself. The human resource is implemented with the strategy rather than the traditional administrative function because of its cost center, focusing on its fulfillment. Therefore this administrative role is working with the competence and so is considered as the service. The organization misuses the chance of ensuring the human resource to become the strategic if it does not recognize this service. Therefore this administrative mindset tries to change as the centre of attraction on the value of creation. The human resource should first recognize its importance for playing the strategic role so that it can obtain the center of attraction. Along with these the top management should also support the human resource roles by accepting the human resource into the strategic planning initiatives.
The association of the human resource and the strategy of an organization begin with the strategy focused professional. Along with the organization’s strategy the human resource system needs to be created and associated, secondly. The employee’s needs to be provided that they are strategically made the center of attraction by the human resource (Becker and Huselid, 2001). Every aspect of the human resource function such as from employing, giving rewards, reviews, training etc., is to be enhanced so that the human capital in the organization is increased.
3.19 Moving away from administrative duties and expanding into strategy
The human resource does not mean that it is not paying attention to its administrative duties as it is becoming more strategic. The human resource should not only pay attention to its administrative role but also it should increase its influence over the administration towards the strategic role during the way of becoming more strategic. The human resource’s ability and skills are built up by the good administrative work. These human resource ability remains to be foundation so that the strategic influence in the organization is built up (Galford, 1998)
Many of the administrative duties are programmed or out sourced so that the human resource staff’s are able to pay attention on the more strategic initiatives. Certainly, the human resource cannot throw away its administrative duties, necessarily employee health duties and personal legal issues. The human resource still is necessary to operate at the both administrative and strategic levels (Galford, 1998).
It is necessary condition for the human resource resources to have the longer view so that they can be strategic (Mills, 1985). The objective of the human resource is frequently focused internally. As an example, it is regular for the human resource departments to calculate the value of the organization by the method of calculating the employees that are employed, performance reviews completed, or the training courses delivered (Ulrich, 2000). The human resource should be able to efficiently manage the administrative side of its duties, in order to have the human resource as an equal partner and work in the organization’s planning efforts. It should also be able to talk with the others in the organization at the strategic level about the responsibilities of the human resource in supporting the strategic objectives.
3.20 Increasing Human Resource personal competencies
Usually the human resource personal is not considered as the important strategic player in most of the organizations. The human resource must have to do something else to the organization so that it gives rise to the success of the organization’s strategy and by doing like this there will be improvement in the personal (Galford, 1998).
The human resource is an important one for the business success and it should be recognized by the organization. The human resource should have the correct people in the place to carry out the strategic initiative so that it gets recognized by the organization. In order to be the strategic contributor the human resource should show all its competencies and skills. The great human resource personal needs to construct their business knowledge, financial skills along with the consulting skills. In addition, the human resource personal should be able to have the technologically oriented knowledge, so that they can be free from the routine administrative work, along with the control of the information about the work force. The human resource will be playing the more strategic managerial role with the facilitation of the technology (Frangos, 2002). The human resource departments having the skills that are mentioned above will be able to achieve their goals from the business objectives of the organization and is becoming more strategically involved.
3.21 Measuring human resource from a cost/benefit analysis
The human resource should be able to calculate and recognize the advantages as being a part of the strategic process in order to overcome the resistance of the human resource having a state in the organization strategy (Mills, 1985). It is agreed by the many of the companies that the human resource is playing the important role in the success of the company. However, it prevents the human resource from being involved in the actual strategic objectives of an organization. The human resource is recognized as the valuable contributor by being able to describe the strategic benefit.
Human resource has to measure its force on the organizational strategy and its efforts to construct the programs so as to manage the development of an organization’s human talent. Mainly the human resource has to calculate the organizations: competencies, leadership, culture, arrangement, and learning (Norton, 2001). By calculating these problems it provides the structure for relating the drivers of the organization’s strategy. The human resource should look into these strategic drivers as their point of reference when judging the value that is added to the company. The human resource will be responsible for the organisation’s readiness in every measurement in each part of the strategy. In measuring these human resource or organizational issues an example of a chart is given below as an assisting one (Norton, 2001).
3.22 Achieving the link to the strategic plan
The role that the human resource is playing in the strategically building of competitive advantage allows understanding the importance of the human resource. It is said that there is a link between strategy and human resource. The organization will be more efficient if the comparison between the strategy and human resource is more. Different skills are required for the different strategies. The human resource should be able to associate with the strategy in organizations where there are having different strategies and different skills are used for it in personal (Wright, Smart, McMahan, 1995).
Strategic human resource management is a pattern of the planned human resource uses and activities that are proposed to facilitate the organization to obtain its goals. When the human resource is efficiently associated with the strategy the organization’s competitive advantage is more easily achieved. There are proposals for both the recruitment of personal and organizational performance as there is necessity to match the strategies and human resource (Wright, Smart, McMahan, 1995). Generally, the human resource plays an important role in the success of the organization when human resource is strategic and is included with or linked to the organizational performance.
The implementation of the human resource function is changed into the source of value creation for the organization by calculating the important human resource contributors to strategy. By measuring the main human resource problems in the strategy it provides the association between human resource and business process and finally shows the way that can be used to combine with the financial business outcomes (Ulrich, 2000).
The human resource planning’s are related to the decisions, that have a major and long term effect on the employment and development of the people in the enterprise and on the relationships that are present between the management and staff. Human resource is expressing its views about how to manage its human resources. These views provide the basic needs like plans, developments and programs for managing the change. The human resource strategy is present to sustain the success of the business strategy. This support should be the one that is both proactive and reactive:
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Proactive: proactive in the sense which suggests the organization how to increase the added value that is given by its human resources. It has been suggested by the Porter (1998) that the skills and the support that the company people are having and the way there are organized can be the important source of competitive advantage. The human resource strengths of the organization are identified by the proactive approach so that the business strategies are developed and which considers how these strengths can be used and developed.
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Reactive: reactive is the process when the human resource suggestions of the established strategy are judged, decisions are reached in the directions in order to help and achieve it. These decisions can be taken in the form of the resources, development, reward, employee relations and motivation or commitment strategies.
3.23 Developing human resource strategy
The important requirements for the human resource strategy are:
- It should be justified from the business strategy
- It should be imaginative and innovative
- It should be clear and actionable
- Selective, focusing on the priorities
- Flexible
For the statement of the human resource strategy there is no standard format, it will totally depends on the circumstances. Strategic thinking concentrates only on one of area such as the resource and the performance management.
The human resource strategy should be justified by the business strategy. this is the most severe and the important issue. Top management and the line manager without this, will see the human resource strategies as having the little or no importance to the real priorities of the business, and the creditability of the human resource function will be in doubt.
3.24 Organizing the manager and the HR strategy development
If the human resource director is closely involved with the top management level in the formulation of the business planning’s the effective integration of the human resource strategy is achieved to its best. Based on the information the human resource strategies are concerned:
- The business strategy and plan (including the mission and vision).
- The external climate, with particular reference to the supply of the people (demographics) and the availability of skills.
- The internal climate, involving the suggestions of the product development and new technology, the requirement for the increased flexibility and the need for the new skills and multi skilling.
- Human resource problems that are related to productivity, support, communication, commitment, involvement, employee or labor relations etc.
The human resource information system is backing up the human resource strategy. this information system will be sustaining the essential data on the human resource stocks and flows, decision support data on the other features of human resource management involving the availability of skills, productivity and basic indicators of support and commitment such as employee’s turnover and absence. The human resource strategist is able to understand the strategic information system:
- The human resource strategy is making the contribution to the overall business strategy. In other words how can the human resource make the use to give the competitive edge? (See figure 1- module1).
- The business strategy is having its impact on the organization’s human resources. What actually strategies mean in terms of the people we want?
3.25 Human resource strategy areas
The specific features of the human resource strategy should be examined by the users of this manual, collectively from the building blocks of the overall human resource strategic development (see Integrated Human Resource Strategies – Figure 4). It should be kept in mind that no two organizations will be facing the same issues. Each organization will deal in its own way with its problems it is facing. It is helpful to look at the some of the problems that have been proven to be successful to other organizations.
3.26 Fundamental Questions of HR strategies
For the below three essential questions the human resource management strategy should provide the answers:
- How is it possible to acquire and maintain the number and quality of people required to meet the future needs of the organization?
- How is it possible to make sure that we have the well motivated and fully committed work force?
- What actions should be necessary to train, develop and fit people for the greater responsibility and responsiveness to change and the resulting demands for the different skills and abilities?
The information regarding the human resources within and outside the organization should be good, consistent and significant to answer the above questions, which can be then examined, understood and judgments are applied. The ability to understand the information depends upon the skills of the strategists along with the results of the integrated human resource strategies that are outlined in figure 4.
Figure 4:
3.27
In the development of the human resource strategy the starting point is usually the recognition of the long term human resource requirements of the enterprises. The human resource initiation and retention strategies objective is to ensure, on the one hand the success of the corporate objectives should not be withdrawn by the human resource shortages or the inefficiencies and on the other hand, the excess can be arranged with in good time with the less amount of individual hardship and disturbance to employee relations.
The essential questions that are to be answered concerning are:
- The requirements of human resource – how many employees are necessary? Over what period? What kind of the abilities and skills are required?
- Availability – what should be available inside the company now? What should be available from inside and outside the company?
- Retention – what is the company’s experience in retaining the staff? What are the problems involved and how can they overcome?
- The utilization human resource – how the human resources are used in the company? What is the scope for increasing the productivity?
Motivation strategy is the process that refers to the performance management and reward systems. It also deals with the particular type and scale of the financial encouragement that are to be provided. It is also related with the other processes which should give favorable attitudes, including job design, participation, joint objective setting, career development, and any processes related to the individual’s need to achieve and maintain the sense of personal worth and importance. The quality of leadership is also affected by the motivation in the organization; therefore the selection, training and development of effective leaders should be part of the strategy.
3.28 Human resource development and training strategies
The human resource development strategy is related with the long term programs that are necessary for the organization to develop its operational performance at all levels, in agreement to the more demands which the business strategy will be placing on its people in the future. The programs that are designed for the organizations are developed continuously by the strategy are associated closely as a whole to start its product, technology and market development strategies.
The training strategies that are associated will be related to the development of the new or existing competencies, and with the multi skilling. For example, consider the account of the introduction of new technology and increased demand for the knowledge workers and for the system technicians on production line.
3.29 Reward strategy
The reward strategy is concerned with:
- Developing the high performance oriented culture.
- Fixing the organization’s values, especially the one that are relating to excellence, innovation, performance, teamwork and quality.
- Expressing the message to the forth coming high level employees that the organization will satisfy their reward expectations.
- Make sure that the correct mix and levels of gifts are provided in line with the culture of the organization, the needs of business, the needs of employees and the economic, competitive market environment in which the business operates.
- Associating the gift policies, systems and procedures to the important business and human resource strategies for originality, growth, development and the pursuit of excellence.
- Enhancing the strong orientation in order to achieve the continuing high levels of performance and increasing in levels of competence, thus associating to the processes of empowering, enabling and energizing all employees.
- Saying to the existing employees to what types of behavior the rewards will be given and how it will take place, thus increasing motivation and commitment and improving performance.
3.30 Employee relations strategy
The objective of the employee relations strategy is to enhance the policies, systems and procedures which increase the degree for which the management and employees will be cooperating with the mutual benefit and decrease the causes and effects of unnecessary clashes or restrictive practices.
This employee relations strategy is related with the increase of the mutuality, improving relationships and establishing and maintaining the rules and procedures, that governs the management and conversation of issues that are affecting the company and its employees. For the union identification and for any collective bargaining arrangements the strategies are included. It also includes the strategies for co operations and for involving employees in the affairs of the company along with communicating with them the information about the company’s performance and future plans.
3.31 Strategy implementation
The features that are involved in the strategy implementation are:
- Converting the strategy into the specific human resource objectives;
- Recognizing the success factors and their contributing performance indicators to monitor the success of the aims and policies in gathering the human resource strategy, and in fulfilling the business strategy.
Analytical brain power exercise in involved in the first aspect, thinking about the suggestions of the planning and what existing policies should be removed. For implementing the changes it involves the progressing an action plan importantly. The review of the previous change management activities is the only information requirements of this strategy to learn the lessons (good or bad) from them.
The second feature of recognizing the success factors and setting up the systems for monitoring them is equally an important one but is in danger as being ignored by the human resource function. The effects of the human resource policies are monitored by the organizations generally in terms of gathering the aims they are meant to gain.
Monitoring, feedback and changes to some extent are considered as the regular modifications that are made to the employee’s performance management or the yearly changes to salary structures and advantage packages. The former changes are generally reacting with the another set of analysis from the users or victims of the employee performance management system are thought by us where as the last one is having a reaction with the external market forces plus what ever is fashionable in gift structures in that year.
To judge the affect of the human resource policies in terms of what they actually mean to do, and make modifications accordingly is rare for the human resource practitioners. They will be more reactive at the best – the labor turnover rates are too high; therefore high salaries are to be paid for them and providing the more training for them. The commonly found situation of different human resource policies giving the conflicting messages are lead by the piecemeal, reactive approach to the staff and working against each other in promoting the business strategy.
The progress of the human resource strategy must be combined by the effective marketing and starting plan and it is to be followed by the systematic calculation. For gaining the assurance to the change a strategy should cover the following phases:
- Preparation – in this phase the person or the persons likely to be involved by the proposed change are recognized and made aware of the fact that a change is being considered.
- Acceptance – in the second phase the information regarding the purpose of the change is provided, how the change is implemented with the proposal and what effects it will have on the things that are concerned. The aim is to understand the meaning of the change and to get the positive result.
- Commitment – in the last phase, the change is started and it becomes operational. There will certainly be delays, setbacks, unforeseen problems and negative reactions from those ones who are faced with the reality of change. The valid analysis is acted upon as the response to these reactions is essential. The explanations are given for why the change should proceed in a planned way. After the modifications, the change is institutionalized and becomes a part of the enterprise’s culture and operations
3.32 Marketing human resource strategy
The human resource professionals are facing the major challenge of how to market their activities to gain the credibility and gain the respect from those that are sitting at the management table (operational management colleagues) and the general staff. The human resource management responsibilities or the human resource professionals are not understood by many of the line managers. Therefore the responsibility is on the human resource professionals to develop the marketing plan that will help them to communicate their roe and functions along with the line managers to accept their share of human resource responsibilities. Marketing plan has the following aims:
- To build up the credibility and gain acceptance.
- To build and maintain the partnering relationship with the operational management.
- Adding values to the operational efforts in pursuit of the enterprise’s objectives.
The suggestions are designed to help this process:
- Preparing the human resource strategic plans by consulting with the line managers, outlining the main objectives, specific measurable action plans and completing the dates and giving each copy to the line manager.
- Giving the views to the managers on the outcomes of the each main objective in the company’s newsletter or whatever other medium available.
- Preparing the profile of the human resource professionals and detail areas of responsibilities and publishing it in the brochure. Making it clear that the human resource management activities are shared between the human resource professionals and the line managers – see list of the shared responsibilities – table 2 & 3.
- The brochure should also outline the partnering responsibilities of the human resource professionals and those of line managers.
- Stressing the point that the human resource professionals are there to give the support and assistance in managing the staff for the effective results. (see figure 3 – role of human resource).
Chapter 4
Research Methodology
4.1 Methodology introduction
The research methodology is entirely based on the comprehensive analysis. The authentic methodology which is been considered from the qualitative and the quantitative research methods and the particular aspects of these methods are been discussed in detail. The research based approach is been taken into consideration which is been gathered from the primary source data and the secondary source data. In order to collect the primary source information and the secondary source information different methods are been used and the information which is been collected from these sources is been used to develop the exploration of the research and to obtain the required results from the literature.
4.2 Research methodology chosen
The methodology is the system that contains wide range of principles or rules in which the particular methods and procedures are been considered in order to solve the problems that arise within the specific aspect. Similar to the algorithm the methodology is a set of practices.
There are two types of research methods which are been used in order to solve the problems happened within the research process such as quantitative research method and the qualitative research method. The types of the research methodologies are been taken into consideration depending on the different types of factors happened within the research process. The correct and important data is been gathered and the entire research analysis process is been discussed in detail.
4.3 Qualitative research methodology
Within the process of the qualitative research methodology the entire factors which are related to the human activities are taken into consideration. The problems which are been specified by the human activities are been considered within the qualitative research method. This qualitative research method is been used within the educational regulations, the social studies and for the basic problems that take place in the market place. The decision making process will involve different types of critical steps like the way of reaction against the problems happened within the research process. The small volume of contents should be considered than the large volume of contents within the process of data collection from the individuals or participants who are involves the research process. In order to complete the research successfully with an appropriate emotional observations the typical non numerical data without the significant aspects such as the graphs, charts and the statistical methods are been considered.
4.4 Quantitative research methodology
In general the quantitative research methodology includes the models that are based on the mathematical and theory based approaches. This research method will even involve the statistical analysis and the experimental examination of the specific aspects as well as the internal relationship between the particular quantitative aspects. The important aspects within the quantitative research method are the measurements and the evaluations through which the actual results are been obtained. This quantitative research method is been used in order to answer the questions such as the what, why and where. This research methodology will involve the concepts of the social sciences like the political science, economics, anthropology and psychology.
By making use of these research methodology the questions such as what, why and where are been answered and in this quantitative research methodology as the major research methodology will include the major social sciences such as political science, economics, anthropology as well as the psychology. In this research method the particular case studies and articles are been considered which are used as the major information sources. By using these resources the general conclusions as well as the hypothesis is been resulted. By making use of the hypothesis list in the quantitative research method the problems can be rectifies within the research process. The numerical measurements like graphs, charts and the statistical analysis is been utilized in this quantitative research method. By using this method the data which is gathered can be analyzed in the form of the experimental examination and the comparable results are been calculated through the empirical analysis.
The best example for this is that survey conducted might result in the finishing the entire process of the research rather than that of the methodology which is been used in a specific levels.
4.5 Research design: Case study approach
The research design is the process of identifying the basic research questions and then changing them into the testing process. There are various types of the research designs but they are implemented and used according to the research problem. In general there are two types of research designs like the fixed research design and the flexible research design. Initially the fixed research design method is been situated before fixing the appropriate data. This fixed research design is entirely a theory based method, so it not possible to calculate the mathematical variables and the factors which are been resulted in the future aspect. The collected data is fixed and then the authentic methods utilized in the data collection process is been implemented in this specific research design. There are wide varieties of choices that available in the research process. This research process is entirely different from the actual research process and even it is different from the flexible research design. Within the flexible research process the variables which are identified will be varied from the actual statement, so there is a need of flexibility in process of selection of the research variable. The investigational results are totally based on the approach that is implemented against the flexible research design. In general the research design is been divided into two different types such as the experimental type and the non-experimental types. The experimental research design one of the appropriate process for the projects related to the statistical analysis. For the experimental research design the research sample size is more and the sample size is less for the non-experimental research design. The general observations and the individual activities are been utilized in order to get the results. The experimental research design is one of the best and suitable method for the quantitative research methodology. And for the purpose of the qualitative research methodology the non-experimental research method is the suitable one. The case study can be considered as the example for the non experimental research design. In this the process the data should be gathered through the single source and the required conclusions are been finished by the common observations, the views and ideas of the particular individual is involved in the case study.
4.6 Case study chosen
The case study approach is the simple and best method which is been used in order to collect the information or else the data required against the qualitative research methodology. The required solution for the research questions and the research problem can be identified by this case study approach. The individuals or else the participants who are taking part in the research process are been examined in order to get the answers required to fulfill the research work. The actual aim of the research is been explained to the individuals and there views and ideas on the particular topic are considered and analyzed to get the required idea on the research. By using these case studies there are various benefits and the most important benefit is that the data which is gathered from these source is the direct data and the information which is been collected is more truthful and reliable. When compared with the other data sources this is the most useful source. In order to solve the research problem the information is been gathered from the case study. To conduct the research work on a specific topic the person who acts as the researcher must be able to have the minimum knowledge upon the case studies of that particular topic and case studies which are selected for the research should provide the entire required information and even should be able to solve the problems in the research process. By having all these capabilities then this case study approach can be referred to as the best source in order to collect fulfill the primary information which belongs to the qualitative research method. In general the case studies are differentiated in to many types like the individual case study or the organization case study. The case study is been selected based on the problem within the research process.
4.7 Data collection methods
The data collection method is one of the important aspect within the entire research methodology process and it plays a major role in estimating the main search related to the research and it will verify the collected data and the comparable analysis through the actual search against the literature. In general there are two types of data collection methods like the primary source of data and the secondary source of data.
4.8 Primary source of data
The primary source of data is one of the important data collection method and it is been established across to the research methodology. The primary data is collected from the actual source of the problem so it is referred as one of the best data collection method when compared with the other data collection methods as well as the other data sources. In the previous discussion it is been mentioned that the primary source of the information is the actual case study approach. In general the primary source of the information is been gathered conducting the interviews, the general discussions, group meeting and the semi structured interview. In the research process the semi structured interviews are used and the required questionnaires are been prearranged and then they are transferred to the individuals who are taking part in the research process in order to make them to understand the actual research problem and to get the required information. The information which is been gathered from the individuals in the form of their views and ideas are been considered as the primary data source and these information is been analyzed in order to complete the entire research process and to get the expected outcome. The answers and the ideas which are been proposed by the individuals and the participants is more and more efficient, trustworthy and faultless, as a result this data collection method is referred to as the perfect and useful source of data.
4.9 Secondary source of Information
In order to continue the research process the secondary source of the information is required and to compare the actual search and views which is obtained from the primary source of information with the secondary source of information. In general the secondary source of the data is been gathered by making use of the article, journals, book reviews and the websites. The data and the information gathered from secondary source are compared with the actual sources by means of considering the views and ideas of the individuals involved within the research process from the primary source of information then these entire information is been analyzed to get the expected outcome.
Chapter 5
Conclusion, future work and limitations
5.1 Conclusion
This study will provide the detailed information on the human resource management along within the detailed overview. This study will even provide the information on the role of the human resource management within the success of the organization. According to this study the human resource management is the significant aspect which will include each and every aspect of the organization. The human resource manager will play the major role in the success of the organization by which the organization will get more and more benefits. Several number of the human resource strategies are included within this research which will give more strength to the organization in achieving its goals and objectives. The Human resource strategies are designed and implemented by the human resource manager and will manage the entire aspects in related to the strategies and will train their team members to easily understand the actual goals of the organization, he will try to explain the actual standard of the particular organization with their competitors and the current marketing trends, and will explain them the human resource strategies which are to be followed to be successful in the market. It is not sure that the human resource manager will directly lead to the success of the organization, but if the HR manager is capable of managing each and every aspect in the organization and manage the employees to achieve the goals of the organization then that particular organization will be successful and will be able to achieve the goals and get more number of the profits.
5.2 Limitations
The present investigation is limited because the information which is provided me is very essential but I cannot say that only my research is enough to manage the organization so the tools to maintain any programs are very probable than delivered by all the companies which will be busy in the investigation of present research. According to this base, the individual progress and satisfaction of job would be easily observed and difficult to prove the problems of the presence workplace. That’s why, already mentioned before- generally concentrating on the analysis of Human resource strategies and these results the practices of the organization current commercial market. The presence of particular variations in the particular problem will be solved by using statistical or case examined specially in the authorized region.
5.3 Future Work
This study proved that the human resource management is one of the major aspect for the organization to be successful within the marketplace. The different types of the human resource strategies are involved within the human resource management. In most of the organizations the human resource manager is the key person for the organization who will design and manage the human resource strategies. So the human resource manager should be more efficient and must be able to manage each and every aspect related to the organization. Even though the human resource strategies are designed well, and if the manager is not having the standard capability to manage the organization then it leads to the failures, so organization should recruit the efficient human resource managers so that particular organization will be capable of reaching the goals and can even get more profits.
Chapter 6
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