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Workforce management and HRM.

Extracts from this document...

Introduction

ANGLIA POLYTECHNIC UNIVERSITY ASHCROFT INTERNATIONAL BUSINESS SCHOOL BUSINESS STUDIES SET SEMESTER 2 MODULE NAME: HUMAN RESOURCE MANAGEMENT An Introduction MODULE CODE: BSB1HO2 Student Number: 0272195 Some organisations are more successful than others. Simply from a consumer perspective it is possible to identify companies that produce better products or provide superior services than their competitors. On the other hand, workforce management has become increasingly complex. The heritage and growth of the human resource management (HRM) profession is closely linked to people's attitude about work, the evolution of employment-related laws and sociological tends. The HR field today recognises the dynamic relationship between strategy, people, technology and the processes that drive organisations. What then is HRM? According to Torrington and Hall (1998) Human resource management is "a resource-centered management approach to achieving the goals of an organisation through the management of providing and deploying human resources and the promotion of employee communication, involvement and development throughout the organisation".1 HRM issues are based on the fundamental premise that HRM processes and actions are determined by a continuously evolving dynamic interaction of environmental factors and organisational responses to them. Hence the modern HRM is located at the nexus of the organisation. It has been said that managing change is the greatest challenge facing today's organisations. Given the rapid advances in technology, increased globalisation and the ever present need to assure quality. The role of the HRM has evolved to manage and create this change. One could argue that the HR field dates back to the first working arrangements between master craftsmen and their apprentices. Before the industrial revolution, working arrangements involved close relationships between mentors and apprentices dedicated to learning a particular trade. The usefulness of this came to an abrupt end with the advent of the Industrial Revolution. The introduction of the assembly line brought a need for low skilled employees capable of performing repetitive tasks. People problems were a real concern in the workplace. ...read more.

Middle

Education and training, however, are not the only forms that can be used to bring about employee development; incentives and initiatives that bring about changes in attitudes will result in changing interpersonal relationships and identities. Employee development, therefore, is a planned effort by the organisation to facilitate employee's learning of job related knowledge and skills for the purpose of improving performance and for the continued growth and sustainability of the organisation. Compensation/Employee Relations: An organisation exists to accomplish specific goals and objectives. Towards this end it must attract and retain people who have the necessary knowledge, skills and abilities and motivate these employees to perform their jobs. The people hired have their own needs. One is for money, which enables them to purchase a wide variety of goods and services available in the market place. Hence there is a basis for exchange: the employee offers specific behaviours desired by the organisation, in return for money, goods and/or services. Jelled together, the money, goods and/or services provided to employees constitute the employee's compensation package. A successful compensation/reward system, therefore, is based on fairness; the perceived equity of pay disparity for different jobs within the organisation, the perceived equality of pay for similar jobs within or outside the organisation, and the perceived fairness in pay between employees who are in the very same job. Staffing policies are shaped to recruit and select people who fit the business goals. The relationship between employer /employee is a very delicate one and generally describe all those activities which contribute both formally and informally to the organisation. HRM, therefore, needs to be aware of the * Processes * Policies and * Procedures of the organisation. It will always be difficult to manage to have a continuous positive employment relationship because it is constantly changing. There are several factors, which will impact both positively and negatively to this ever-changing relationship. (See Appendix B) ...read more.

Conclusion

They need considerable attention from management, if they are to realise their full potential in their work. HR policies and practices have an important role to play in facilitating the effective implementation of management processes, such as, total quality management which is "an approach to quality within an organisation which is committed to total customer satisfaction through a continuous process of improvement, and the contribution and involvement of people".5 Human resource managers perform an identifiable set of activities that affect and influence the people who work in an organisation. These activities include human resource planning, job analysis, recruitment, selection, placement, career management, training, designing performance appraisal and compensation systems, and labour relations. The current challenge of human resource management is to integrate programmes involving human resources with strategic organisational objectives. More and more, organisations are under tremendous competitive pressure on a worldwide basis. Human resource managers must find ways to develop effective international programmes to meet this challenge. Another important aspect of human resource management is the need to insure the cost-effectiveness of programmes and policies through the optimal utilization of human resources. Since the human resource department plays a support role within the organisation, it interacts with a variety of constituencies. It is important to note that the needs of these constituencies are likely to vary. Research offers a useful framework for understanding the conflicting demands on human resource professionals. The challenges to HRM will involve setting directions and formulating policies to address current and future business trends. The challenges of corporate reorganisations, global competition, declining markets, changing work force demographics, employee expectations, and legal and governmental requirements will allow human resource managers to play a dynamic pivotal role in meeting organisational goals. Human Resource Managers must have a Strategic Focus, a sense of urgency influence, an interest in the people needs and development, and negotiation skills in order to head any organisation into the future. Human resources lies in every department of the organisation that is namely -"People". ...read more.

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