The most common areas that falls under HRM are as follows.
♦ Strategic partner
In today’s organisation to guarantee your domination and ability to contribute, HR managers need to think of themselves as strategic partner. In this role HR persons contribute to the development and the accomplishment of the organisation plan and objectives.
♦ Training and Developing Employees
Ensure that your staff’s gains all the knowledge, information’s and experience to help your country expand and continue to meet the changing needs of customers.
♦ Compensations and Benefits
Establishing effective and attractive wages and give different benefits to your employee to keep interest and faith on you so, they deliver their best for the organisation.
♦ Champion change
The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. To promote the overall success of his organization, he makes the champion identification of the organizational mission, vision, values, goals and action plans. Finally, he helps to determine the measures that will tell his organization how well it is succeeding in all of this.
Difference between personnel management and HRM
Personnel Management is basically an administrative record-keeping function, at the operational level. Personnel management intends to maintain fair terms and condition of employment. While at the same time maintain and managed personnel activities for individual department. It is believed that the outcome from providing justice and achieving efficiency in personnel management will result in achieving organisational success.
On the other hand,
HRM is concerned with development and implementation of people strategies which are integrated with corporate strategies and ensures that the culture, values and structure of the organization, and the quality, motivation and commitment of its members contribute fully to the achievement of its goals.
HRM is concerned with carrying out the SAME functional activities traditionally performed by the personnel function, such as
♦ HRM planning
♦ Job analysis
♦ Recruitment and selection
♦ Training and development
Main difference between the personnel management and HRM is
● Personnel management is workforce centered, directed mainly at the organization’s employees; such as finding and training them, arranging for them to be paid, explaining management’s expectations, justifying management’s actions etc. While on the other hand, HRM is resource –centered, directed mainly at management in terms of devolving the responsibility of HRM to line management, development etc.
● Personnel Management is basically an operational function, concerned primarily with carrying out the day-to day people management activities. While on the other hand, HRM is strategic in nature, that is, being concerned with directly assisting an organization to gain sustained competitive advantage.
HRM is more proactive than Personnel Management. Whereas personnel management is about the maintenance of personnel and administrative systems, HRM is about the forecasting of organizational needs, the continual monitoring and adjustment of personnel systems to meet current and future requirements, and the management of change.
Case study on role task
Astra Zeneca is a pharmaceutical company; their success is achievable because of their planning which makes task achievement easily. The organisation ensures the leadership capability, it is also integrate the business culturally it also ensure a diverse cross functional talent base to take this new business forward. It also developed the ability to lead the teams, informing staff about job opportunities, brief the teams about the goals achievement. The organisations also offering about the leadership programmes, local and functional development programmes both internally and externally and builds the talent pool as well.
(Human resource management)
Case study on Learning and Development programmes
Nestle UK department of learning and development have always been integrated with the business and HR so the focus on the objects should be remain, they bring the e-learning courses for staff, that was introduce by e-learning companies Net and Intel lexis that package contain 850 courses on subjects ranging from finance to management skills. The e-learning courses enters in the structure, the structure went live. The structure has a ‘@hr’ branding, which aims to emphasis an increased use of technology. It comprises Recruitment@hr, Payroll@hr, Policy@hr, Information&Advice@hr, this includes e-learning. Learning and Development@hr offers its services to employees under 17 different topics heading, under which the relevant e-learning packages are integrated. These kinds of learning programmes are beneficial for the companies and the most important is that it creates coordination towards goal.
Analysis for job monitoring and rewarding employee
Analysis for job monitoring and rewarding employee
Monitoring employee
Monitoring is also a self explanatory. Monitoring involves the monitoring of employee by their managers to make sure that their tasks are getting done efficiently and takes into consideration how well the employees are able to function and if they are doing something wrong which could lead to any loss for the company in the future .
Monitoring ensures that unrealistic expectation are not set by the management or the employees and keeps the record of what has been achieved and what yet to be achieved in the future . Monitoring of employees may be done by regular reporting via various sections in the organisation, effective communication between management and employees in addition to good data collection.
Rewarding great performance
Rewarding employees is perhaps one of the most important parts of performance management. A happy employee is considered productive employee and rewarding employee whose work is exceptional is a key factor in making sure that their level of work does not decline. A good combination of tangible and intangible awards can be organised in order to motivate employees. These awards can be monetary or recognition awards in the form of citations presented by head of department and can be published in company news letter or notice boards.
Everybody likes the fact that they are appreciated for their work. study shows that those employees who are getting rewards for their work are far more motivate to give their best in the future as compared to those employees who are being punishes for being less than satisfactory.
There is another way of rewarding employees by team behaviour which requires a process of monitoring employees closely. In order to avoid rewarding individuals who only appear to be team players, it is important to gather information on employees from many different sources. But few employees can find it demoralizing if they can game the system but if employees is satisfy that the administrators conduct the reward system fairly then it frees employees from internal politicking and allow them to focus all of their attention on their job.
Although such close monitoring of employees may appear unfair to some but it is beneficial to employees who work on solving customer’s problems.
There are numbers of different reward programmes aimed at both individual team performance such as,
● Variable pay
● Bonuses
● Profit sharing
● Stock options
● Performance related pa
Xerox corporation case study on rewards
The Reprographic Business Group of the Xerox Corporation operated a very traditional system of performance appraisal based on rating scale methods. The rating outcomes were linked to pay outcomes. In fact, the results had direct effects on merit pay rises - everyone at Xerox knew that and expected it.
The Xerox system included all the common features of rating scale systems. The appraisal interviews were held annually and conducted by the employee's immediate supervisor.
Accomplishments of the preceding year were recorded and performance levels were judged according to various predefined criteria. The system included some elements of essay appraisal, since appraisers were required to write brief supporting statements for each rated criterion.
The Xerox system also called for a summary rating; an ultimate digit, from a low of 1 (for unsatisfactory) to a high of 5 (exceptional). The summary rating attempted to encapsulate the whole year's performance in a single number.
The significance of that final number was immense. It literally determined the size of the employee's annual pay rise. The higher the rating, the bigger the rise. For Xerox employees, the thing that really mattered about appraisal was getting the biggest possible final number.
Analysis of ratings over time showed that more than 95 percent of employees were either 3s, 4s or 5s; that is, the spread of ratings heavily favoured the higher end of the scale. Almost every employee, according to the appraisal system, was performing at or above the average.
The lower end of the scale, the ratings of “below average” and “unsatisfactory” was very rarely used. The effect of this distortion was that any employee who scored less than a 4 ("exceeds expected performance level") began to feel like a failure!
The appraisal process became a sort of ratings lottery; the aim of the game was to get the highest possible score and win the jackpot. The process became fixated on that all-important final digit.
This situation placed tremendous pressure on appraises and appraisers alike. The appraisers had the unenviable task of deciding the winners from the losers. No wonder most of them preferred to hand out an abundance of overly-generous ratings!
Xerox eventually replaced this system with an MBO/essay form of appraisal. They abandoned rating scale methods completely.
That may have been an over-reaction, since the fault did not lie with the method itself so much as with its intimate - and ultimately inflexible linkage - to the annual pay rise. When reward outcomes are so closely linked to the size of a rating on a five point scale, the difference of one point either way can become very important and provocative.
The Xerox rating system might have worked if the direct causal relationship between the summary rating and merit pay outcomes had been eliminated or at least softened.
The question of whether appraisal results should be allowed to directly influence decisions about pay increases (and other reward outcomes such as promotion) has been hotly contested. It is still one of the most contentious issues in human resources management.
One of the main reasons for separating appraisal results from reward decisions is the belief that a too-close link would create an overly-threatening and potentially punitive system.
Employees, apprehensive at the prospect of being judged, would have the added anxiety of knowing that the result will directly impact their pay packet and career outcomes.
Rights when exit from an organisation
Few people think negotiating is the best way when you hear the word that “you are no longer required “when you are exiting from any organisation then you must ask for your rights. An employer must always have a good reason to fire his employee and if he does then he requires paying his employee severance pay if his employee gets laid off. If the way of your exiting an organisation is illegal such as if you employer is firing his employee on the basis of his race, colour, age or religion then employee may appeal against them but if employee were hired at “employment at will” then despite of all this employer can take him out without any reason such as if he want his brother to do your job this is not illegal. But if you are not “employed at will” then you would have more protections
Ask for additional compensation
Employee job loss is part of a company-wide reorganization. You may think everyone is getting the same package, but that is rarely the case. Factors such as length of service and level in the organization are all considerations when assembling separation packages. If you don't ask you will never know what your employer might have been willing to give you.
If you are a member of a protected class (e.g., over the age of 40, women, minorities, etc.) you may have additional bargaining power. Employers would rather pay an additional few weeks of severance than risk going to court.
Ask if your benefits can be extended.
Employee may be able to retain his employee benefits for a bit longer if his employer is willing to pay his job loss out over time. But before considering this option employee should check his local unemployment office before asking for this option as this could affect when he may be eligible for unemployment benefits.
Ask for a letter of reference.
The actual letters mean little to prospective employers. However, manager is less likely to say anything negative if he has provided you with a letter of reference.
If employee is being fired then he may ask if he can resign
It is an uncomfortable situation for everyone when someone is fired. To preserve your employment record, ask your supervisor if you can resign. Most employers will gladly accept your offer to prevent conflict. If you take this route, be sure your employer agrees not to challenge your unemployment claim.
Government employee’s rights
If you are a government employee the employee can not fired you until he has a good reason to do this. Civil service laws protect local , state or federal government employees so employee must know his rights and he cannot be fired for ex ; if his boss wants to hire his brother instead of him .
Employees with contracts
Workers with formal, written employment contracts can be let go only under a provision spelled out in the contract. Most union members have this kind of employment contract. Signed a contract and cannot be fired according to his contract.
Procedures of Termination of employment contract
Workers with formal, written employment contracts can be let go only under a provision spelled out in the contract. Most union members have this kind of employment contract. Signed a contract and cannot be fired according to his contract.
A contract of employment may be terminated by mutual agreements, by frustration, by expiry, by dismal by the employer, or by notice given by the employer.
● Mutual agreement
Termination by agreement may be effected either orally or in writing. It can take place at any time. It is difficult to demonstrate that the agreement to terminate was in fact on a mutual basis. If the employee later contends that they were given no choice but to consent to the ending of the employment which is resign or be dismissed then this will not be regarded as being by consent.
●Dissatisfaction
Frustration occurs when the performance of a contract of employment becomes impossible or is different from that what had been agreed between the parties at the time of entering to the contract and when the one party is unforeseen and available for event which has occurred without the fault or default of either party to the contract. For example where the subject becomes unlawful where a party to the contract becomes unavailable in unforeseen circumstances such as sentence of imprisonment and sometimes long term sickness are the cause of contract termination.
● Expiry
It may be assumed that the fixed term contract are expired at the end of period, it needs to be carefully consider the terms of contract it is crucial to keep in mind that non-renewal of a fixed term contract for whatever reason amounts to a dismissal for the purposes of unfair dismissal and redundancy and, as such, must be carried out fairly so as to avoid a claim for unfair dismissal. In addition, the legal dismissal procedure generally applies to the expiry of a fixed term contract (whereby the employee should be invited in writing to a formal meeting, the outcome should be confirmed in writing and the employee should bse advised of his/her right of appeal).
● Dismissal by the employer
There are five reasons for dismissing an employee.
- Conduct
- Capability
- Redundancy
- Some other substantial reasons
●Resignation by the employee
As a result of dismissal by the employer, the employee may resign with or without notice. A failure to give notice is a breach of contract except where the employee is justified in resigning in response to repeatedly constructive dismissal by the employer.
Reference
Text
Ian beard well, (2004) human resource management (4th ed), Financial Times, Prentice hall
Case studies
Nestle UK.
Astra Zeneca
Hackett (1991) human resource management (2nd Ed), Thomson
Arthur, D., the Employee Recruitment and Retention Handbook, AMACOM, 2001.
Internet
en.allexperts.com
“Xerox Corporation” (cited 9/ 01/09)
