Also the employer should define the organization risk management competence requirements and arrangements established and maintained to ensure that all the persons are competent to carry out the safety and health aspects of their duties and responsibilities.
The nest step is how efficiently the organization plans and implements the set objectives and system planning. The purpose of the planning should be to create an organization risk management system that supports: as the minimum, compliance with national laws and regulations; the selection of measurement criteria for confirming that the objectives are achieved and the provision of adequate resources, including human and financial resources and technical support, as appropriate. The planning standards are set according to the size and nature of activity. And it is therefore very much realistic and achievable.
The fourth step in the models is the procedures to monitor, measure and record organization risk management performance on a regular basis. It should be periodically reviewed. Performance monitoring and measurement should be used as a mean of determining the extent to which organization risk management policy and objectives are being implemented and risk are controlled. It should include both active and reactive monitoring, and not be based only upon work related injury, ill health, disease and incident statistic and it should be recorded.
The last and the final step are the Auditing and Reviewing the organization risk management. There should be an audit policy and program developed, which includes a designation of auditor competency, the audit scope and auditing methodology and reporting. The audit should cover organization risk management policies; worker participation; responsibility and accountability; competence and training; communication; system planning, development and implementation; prevention and control measures; management of change; performance monitoring and measurement;
The management reviews should evaluate the overall strategy of the organization risk management system to determine whether it meets planned performance objectives; evaluate the needs for changes to the organization risk management systems, including organization risk management policy and objectives; provide the feedback direction, including the determination of priorities, for meaningful planning and continual improvement & evaluate progress towards organizations objectives.
But while concluding this model I would at personal level would want to reshape this model and view it in a different aspect.
5
Evaluate
&
Revise
4
Determine & Implement
Control
A proposed modified model of Risk Management
Model 2: Organizational Integration of an HR-Information System
Model extracted: (Dessler, Griffiths, Llyod-Walker, Human Resource Management, 1999, Prentice hall publication, Chapter 4, page number 129, exhibit number, 4.3)
Explanation of Model 2:
The past so years have brought dramatic improvements in the foundation technologies that enable competition. Those improvements have driven increased consumer access to information, reduced barriers to entry for competitors and increased customer mobility. These factors, combined with increased consumer mobility, have led to a competitive environment in which the buyer defines the terms of competition
In order to provide excellent customer service and have an edge over ones competitors’ efficient information systems are required at every level of an organization. Cutting HR staff, outsourcing and imposing technology on what was left, has implemented many systems. Arguably this approach should, at least, have cut costs. But Walker argues that survey results demonstrate that overall HR departments have actually increased their staffing levels over the past decade to do the same work. Moreover he considers that: "Most of the work that the HR staff does on a day-to-day basis, such as staffing, employee relations, compensation, training, employee development, and benefits, unfortunately, remains relatively untouched and unimproved from a delivery standpoint."
The advantage and strength of the above-illustrated model are easily highlighted in some big organizations. This model helps in…
Workflow. This being like e-mail with a database and built-in intelligence.' Essentially, a user accesses a range of employee records (perhaps their own) through a computer terminal, keys in data such as a change of address and submits the data electronically to the next person in the chain.
Manager self-service. Managers can have access to 'front-end' applications on their desk tops in the form of HR portals. Typically, they are able to view a range of personal details and aggregate information.
Employee self-service. Similarly, employees can view company information, change selected personal details, make benefit enquiries (pension plans, sick pay entitlement), book leave and apply for training programmes.
Interactive voice response (IVR). It is a low-tech method, using the push-button control facility found in most modern telephones. The system is restricted but easy to use and inexpensive in comparison to web-based methods. It is suitable for job openings and training course details where straightforward information can be recorded as simple scripts.
The above model can be well explained by looking at the information systems used at Reebok Sports Company. This model helps the manager and the company to operate information systems at different levels.
Sales and Marketing Information Systems:
- At Operational Level: Order tracking information systems:
Reebok has got large number of distributors spread all over the world. In order to deliver its products to all its distributors on time, order tracking information systems can play an important role. Entering the order, processing the order and giving the customer the ID of its order can implement this. This ID is related with the main system in headquarters as a result of which customers can track their products well in advance.
- At Knowledge level: Market research information systems:
It involves identifying the customers and market taking into consideration the demographic factors, consumer behaviour what are there likes related to sports and what was the past trend in sales.
- At Management level: Pricing analysis information systems:
Pricing analysis information systems will help Reebok to determine the pricing of its products if it is targeting a new market taking into consideration the pricing of its competitors.
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At Strategic level: Sales trend forecasting information systems:
In order to forecast the sales of the products like what will be the sales in next 5 years and what will be the consumer behaviour towards the products, above information system can play an important role. It can also help in taking the decision whether to launch the product or not.
Human Resources Information Systems:
- At Operational Level: Training information systems:
It will help track the employee’s training and development. It will help arrange the training seminars and keep in record the performance of its employee’s during training.
- At Knowledge Level: Career pathing information systems:
Taking into consideration the hierarchy in the company it will help to decide what are the career paths of its employees, that is, if the employee’s perform well what will be the next position offered to him.
- At Management Level: Compensation information systems:
It will keep in store the employee’s salary and wages. Above information system will help the managers in deciding what benefits, bonus, and salary increment can be given to its employees.
- At Strategic Level: Human resources management information systems:
Above information system will help the people at strategic level to know what will be the future requirement of the employee’s in the company if it targets a new market.
All the above-mentioned information systems are in the concerned departments efficiently is leading to the overall growth of the Reebok.
Model 3: Cross – Culture Management
Environment Control
Environment Control
Model extracted: (Kramar McGraw S, Human Resource Management in Australia, Third edition, 1997, Long man publications, Chapter 12, page number 512, exhibit number, 12.2)
Explanation Of Model 3:
The above illustration examines the concept of culture at international organizational levels. The above model deals with how different countries while working together can affect business decisions.
The above-mentioned models have made for some difficult problems between Australian and Japanese organization where the enforcement of contracts is concerned. The Japanese take things in much different ways than Australia. According to the Japanese culture contracts should be more flexible enough to accommodate the changing circumstances whether the perception of Australians is “deal is a deal”. Therefore in all respect the disputes eventually keep on rising. Therefore affecting the business decision of the firm.
After having a study of both the model of respective countries I analyzed certain aspects of why things are eventually not working between both the countries.
The first example: "Advanced Technology “, is really a result of both the Australian and Japanese decision makers' concentration on the task to the exclusion of the relationship element of business. They had different perceptions of all the 10 key aspects of international business mentioned above. They separated the project from the people. They separated the outcomes from the people.
Another case that finally turned out positively, but only after major problems and millions of Japanese yen in extra costs. It concerns the purchase of Australian sugar by Japanese companies each contractor's responsibilities were clearly defined by the client and each contractor reported directly to the client. There was no formal contact between the contractors although of course they did have regular contact. They solved the problem in time for the opening on schedule. Though the dispute was eventually resolved by a compromise, the bruises remained for some considerable time and had an adverse effect not only on the contracting parties but the two nations themselves.
The third case, "An International Mixture", is an illustration of the results that can be achieved when the issue of cultural differences is addressed at the start of a project. The relevant issues were addressed in an open and timely manner and dealt with by the management team and project members in both separate and joint sessions.
These issues included prejudice, leadership, teamwork, decision-making competence, mutual responsibilities and commitment. By making their differences in perception clear, the project participants were enabled to deal with problems that arose on a day-to-day basis amongst each other.
In far too many cases, cultural differences are a hindrance to success, but only because of the way that they are addressed or ignored. An approach such as the one above would enable cultural differences to become a resource. It would enable different strengths to be utilized in getting closer to achieving any teams' full potential.
Model 4: The matching model of HRM
Model extracted: (Ian Beardwell L.holden, Human Resource Management, third edition, 1998, Prentice hall publication, Chapter 1, page number 18, exhibit number, 1.2)
Explanation of Model 4:
‘Matching’ model of strategic HRM can be enlightening in different aspects. ‘HR systems’ and organizational structures should be managed in a way that was matching with organizational strategy. This aspect constitutes the bare bones of theory. In its simplest form, the matching model of HRM merely show’s that organizational effectiveness depends on a ‘tight fit’ between HR strategy and business strategy. HRM cannot be conceptualized as an impartial corporate issue. Strategically speaking it must flow from and be dependant upon the organization’s (market orientated) corporate strategy. If we consider that the majority of the HRM literature has evolved from the ‘matching model’, it is important at this point to evaluate this model. There is now the basis for its critique on both empirical and conceptual grounds.
Most of the supporters of the approach have simply satisfied themselves with subjectively illustrations largely unsupported by formal fieldwork programmes. This approach can be used to design questionnaire as well. On the basis of these studies I can analyze that “HRM priorities are significantly associated with business strategy”
The disadvantage of this model is that it was considered as an implicit concept of strategy and strategy making. It is premised on an overly rationalistic concept of how strategy is formed, assumes formulation rather than formation. This can be described in terms of leading to a conceptualization in which HRM is purely in a reactive, implementations role. The theory seems to ask too little of HRM. Surely, any chief executive with long term vision would want to use SHRM not just woodenly to implement a defined business strategy but to create a climate in which valuable strategizing occurs.
Another problem centers on the theory assuming that typologies of business strategy constitute a valid starting-point. This in itself is controversial as, Murray (1988) and Hill (1988) argue that the ‘generic strategies’ are not as mutually exclusive as Porter suggests. As Boxall (1992) suggests, this criticism, does not undermine the proposition that HR strategy is in some way dependant on business strategy; it merely suggests that we must be wary of topologies that oversimplify the nature of the latter. Competitive postures may well be multi-dimensional.
It is always said that every coin has two sides. A head and a tail; similarly every article has two aspects; its strength and weakness. We above discussed the weakness; lets now highlight some of the strength of the model. The first of which is the fact that it incorporates recognition of a range of different stakeholder interests. The second strength identified is the acknowledgement of a broad range of contextual influences on management’s choice of HR strategy. Business strategy is seen as being important, but the framework accords it no more than ‘pole position’ in a race where a number of factors will play their part. Patterns of unionization, labour market regulations, workforce characteristics, and community values are even added. Analytically, not only academics but also personnel specialists will be more comfortable with this because it conforms to the reality of what they know, the employment relationship entails a blending of business and societal expectations.
Example of Model 4:
The above model can be well illustrated with the examples of two major successful companies in the top 100 companies of the world. The first being Dabur India Food Limited and Jaguar.
The similarities between both the company is that they follow exactly the same model for the smooth functioning of the company.
Dabur India Limited is one of the leading consumer goods companies of India with interests in healthcare, personal care and foods. Dr.S.K. Burman established Dabur in the year 1884.
The Jaguar story is a ´rags to riches´ one. It was, for 50 years, the story of one man, Bill Lyons who built up one of the world’s greatest automotive names which is renowned for style, performance, tradition and quality.
Dabur India Limiter’s (DIL) strong market position in the Ayurvedic, health and personal care products market, its tract record in converting traditional herbal remedies into successful brands, and its strength in sourcing and distribution. The ratings also factor in the company’s stable financial performance, characterized by stable operating margins, improvement in working capital management resulting in better cash flows from operations.
Jaguar is renowned the world over for designing and manufacturing premium cars and sports cars. Jaguar has a portfolio of four model ranges to cater for every area of the executive corporate sector, from rising young executives, to senior management through to the boardroom.
Dabur with brands that millions of Indians trust, has 5 Strategic Business Units: Family Products include the hair care, oral care, honey and skin care products. Healthcare products comprise Ayurvedic tonics, digestives and childcare range. Ayurvedic Specialities include classical Ayurvedic medicines like Asav-Arishtas, Ras Rasayans, Churnas, Medicated Oils and Proprietary products. Pharmaceuticals focus on branded medicines, oncology and bulk drugs & chemicals; and Exports is in charge of taking Dabur's range of personal and healthcare products and pharma products to the world.
One of the most managed businesses over the time is Jaguar; if all businesses like Jaguar try to organize their activities in the best way they can achieve their aims and objectives easily. Jaguar does this by grouping specific functions into functional areas. These areas are linked together as parts of the overall structure. Having an organization structure is very important at Jaguar. At Jaguar all the employees know where a particular job is done and by which employee. This helps the business line flow much smoother and thus helps in managing the brand over years.
Q2) What are the biggest challenges faced by the managers in managing people today.
It is challenge to the HR department in each company to frame certain criteria to face the rising challenges in managing the employees today. Managers are really facing some problems and tribulation in handling situation these days. There are many challenges faced by managers in today’s environment but some of the challenges the managers manage in today’s time are Managing diversity and Managing the gender bias.
Managing diversity:
Excellent companies are cohesive. Excellent companies are also diverse, that means managers are often caught in a dilemma. If they select new employees who “fit: the firm, they are simultaneously praised for reinforcing the firms core values and condemned for preserving its historical demographics. Conversely, if they select new employees to increase diversity, they are simultaneously praised for broadening the perspective and condemned for eroding its cohesiveness. Clearly there are two very different perspectives on “fit”.
Organisational diversity in the composition of the organisations work force leads to organisational malfunction. According to proponents of organisational diversity companies that adopt a multi cultural approach can fail to attract and retain the most talented people available in the labour market. Moreover diversity in these firms respond with more distant and indifference and to a likeness of markets in an increasingly global economy. Also they are very slow in their reaction to environmental changes.
Managing this diversity is of prime challenge to HR. These employees must be retained a made a part of the company. It could be through various cultural programs, public gatherings etc.
Managing the gender bias:
Another challenge faced by the manager is managing the gender bias. She is looking at the job description. He is looking at her biological clock trying to figure out what time it is. After a manager have trained and invested in her he thinks is she going to get married or worse get pregnant and disappears? The trouble with women employees, the manager grows, is that they are gone with the notion. But with the talent in short supply employers can no longer ignore brain power even when it comes wearing a Saree (Indian attire), besides economics where women have joined the workforce have become a fluent faster. According to several leading analysis combating stereolipes is one of the biggest hurdles for serious women managers who face subtle, although not intentional, discrimination from men who have been socialized to think of them as wife’s, sweet hearts, daughters, secretaries- but not professional equals. The same attitude also tends to look down on the women as a “poor thing” assuring she won’t be able to do late shifts or tough duties, as she has to look after her children and in-laws. Often, this attitude will deny women top postings or overseas training or important assignments. The more qualified a woman the more frustration she is likely to harbor. As women rise up the managerial pyramid, the climb becomes sleeper harder, unleashing several insecurities in they men around them. This often leads to a silent war which can side line women in demeaning ways not giving her information, leaving her out of the big picture.
Conclusion
The exercise above Cleary gives an inside study of how to analyze a model and interpret in terms of organizational structure. There should be no criticism in principal of the above illustrated model structure; but such a structure can only work effectively, especially in any organization, with tight controls, with a clear understanding of individual responsibilities and with managers at the ‘hubs’ of communicating effectively.
The examples associated in the above exercise clearly resembles that the models mentioned above somewhere influenced the working within the organization. As I look at these different roles what becomes apparent is that as HR practitioners the challenge is not so much about moving away from their ‘traditional roles’, but about taking on the new roles whilst maintaining excellence in their traditional services. For example, whereas in the past they might have provided a recruitment service to their organizations — organizing the ad, screening candidates, interviewing shortlists - today they need to continue to provide these services as well provide their businesses with more strategic advice. This advice includes what competencies are required to meet future business needs, how to target the ‘new generation’, and what types of benefit packages is required.
The new challenges probably mean that many of the HR managers will look for opportunities to streamline or outsource some of those traditional processes (for example, handling responses from recruitment ads; providing HR advice via intranet, and so on). In doing so, they can focus on their time and energy on the value-added strategic and change-agent roles they are now being asked to fulfill.
References
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Dessler, Griffiths, Llyod-Walker, Human Resource Management, 1999, Prentice hall publication.
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Ian Beardwell L.holden, Human Resource Management, third edition, 1998, Prentice hall publication.
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Kelvin Cheatle, Mastering Human Resource Management, 1999, Mcmillan publication.
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Kramar McGraw S, Human Resource Management in Australia, Third edition, 1997, Long man publications.
Bibliography
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Dessler, Griffiths, Llyod-Walker, Human Resource Management, 1999, Prentice hall publication.
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Ian Beardwell L.holden, Human Resource Management, third edition, 1998, Prentice hall publication.
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Kelvin Cheatle, Mastering Human Resource Management, 1999, Mcmillan publication.
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Kramar McGraw S, Human Resource Management in Australia, Third edition, 1997, Long man publications.
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John storey, Human resource management, first edition, 1995, JD presses London.
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Dan G, Karen Legge & Chris C, Case studies in Organizational behavior and Human resource management, Second Edition, 1993, Athenaeum Press.
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