the workforce. Thus, they will be properly skilled and prepared for their jobs. Consequently, performance is likely to increase and the employee will be able to work towards an internal promotion. 4.2.5 Improving the quality of line management A company that invests in the improvement of the quality of line management will most likely result in the staff being more engaged with their work. Plus, the relationship between employees and managers ought to be positive, so as to avoid any dissatisfaction from both parties. Moreover, companies that promote people into supervisory positions with adequate experience and training are very likely to perform well and act as capable supervisors. In addition to this, managers that show interest in their …show more content…
The HRM strategies have been created and are being led by the Talent Development Northern Europe division. The goal of answering this secondary question is to allow PageGroup, in particular, the Talent Development Northern Europe division have a well-formed and comprehensive analysis of the strengths and weaknesses of its current HRM strategies. For each HRM strategy, a conclusion will be drawn based on its strengths and weaknesses. Once all the HRM strategies have been looked at, they will be compared with Torrington’s approach so as to see in what aspects PageGroup Northern Europe is doing well and …show more content…
Thus, the employees and the employer both face a win-win situation if the HRM strategies are successfully implemented. However, within PageGroup Northern Europe, the Talent and Development Northern Europe division does not perform all the HRM tasks. As explained above, some tasks are performed by the Talent Development Northern Europe division, which predominantly consists of recruiting, organising training programmes, motivating the employees, while, other tasks such as pay check of all the employees and the legal aspects of the employees’ contracts are being performed by the HR & Payroll
HRM in any company is a weighty issue that needs much attention where business performance is linked to a HR strategy (Caldwell 2008; Ulrich et al. 2008). In the recent past, competition has become stiff, such that organizations need to come up with other means to compete in the extremely dynamic market world. Thus, companies have shifted their emphasis to Strategic Human Resource Management (SHRM) where they enhance and empower their personnel in order to increase the productivity and the services offered into the market (Mello 2006). This goes against the traditional ways of increasing the means of competition where organizations place emphasis on tangible resources. In the past, organizations competed in terms of machinery and acquisitions. This has changed greatly due to the changing customer tastes and the diversity of the market in the present (Delery & Doty 1996; Lengnick-Hall et al. 2009).
“Hr is shifting from focusing on the organisation of the business to focusing on the business of the organisation” (Zulmohd 2011). David Ulrich points out four distinctive roles of HR which makes the organisation most effective and produce competitive advantage. He planned to change the structure of HR function and build HR around roles. The four key HR roles identified by Ulrich, one HR business partner/strategic partner – aligning HR and business strategy which plays an important role in setting strategic direction. It builds strategic relationship with clients and strategically manages the development of the workforce. The second key role is administrative expert which creates and must deliver effective HR processes made to tailor business needs. It also involves managing people and HR related costs. To continue to the third key role, change agent which understands the organisations culture, and takes the responsibility to communicate those changes internally and gain its employees trust. The final key role identified by Ulrich is employee advocate which is a core in HR role represents employees and helps to improve their experience, protect employees’ interests and confirm strategic initiatives are well balanced. Employee advocates must also “ensure fair, ethical and equitable people processes and practices.” “David Ulrich’s HR Model is about defining the HR roles and
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009). This paper aims to analyse the role of human resource management in organisations and its linkage to the wider organizational strategy using Tesco and Harrods as illustrations.
To employ our technical and human resources with optimum efficiency, we must ensure that managers are carefully selected, appropriately trained, and work together to achieve our long-range goals.
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
Talent management has been used more narrowly either as a new term for an existing HR function or to focus on a select group of employees. The term talent management could include a long list of HR processes and components and cover only some, most, or all employees. Varied definitions are being used. Some definitions are very narrow and focus only on a single process or employee group—the “pivotal talent”, while other definitions are so broad and all inclusive that it is difficult to know what they intend to include.An
The HRM function is meant to align employee behavior and overall, choose how a firm will compete to achieve predetermined missions and goals. Both HR and management of any organization must agree and fully understand immediate and long term goals to make them possible. For example, ASI’s HR and management team work together and thoughtfully organize, use all resources, and strive to have able staff to follow through with all strategies. HR plays a crucial role in creating this organizational strategy, as well as working with management to best accomplish it. HR serves many purposes and these functions, along with how it works with management, to make the greatest impacts it can on the company as a whole.
The third stage in HRM development which began in the late 1970?s and early 1980?s was the realisation that effective HRM could give an organisation competitive advantage. Within this stage HRM is viewed as important for both strategy formulation and implementation. For example 3M?s noted scientists enable the company to pursue a differentiation strategy based on innovative products. At the competitive stage, then, human resources are considered explicitly in conjunction with
Moreover the working environment will improve and employees will be more satisfied and have a higher attendance index.
During the recent years many changes have taken place making HR as one Much has changed in recent years to make this an increasingly critical area o f HR. Among the issues that have made the talent management job more difficult are: frequent issues that have made the talent management job more difficult are: frequent restructuring, a growing reliance on outside hiring, flatter organisations with fewer growth options, a tighter job marker, the aging workforce and the decline of clear career paths, as we mentioned above that it create a big challenge before the
In the fields of management and business, Strategic Human Resource Management (SHRM) has been a powerful and influential tool in order to motivate employees to perform productively. (Ejim, Esther, 2013). According to Armstrong (2011), SHRM refers to the way that the company use to approach their strategic goals through people with a combination of human resource policy and practices. The purpose of SHRM is to produce strategic capability that the organisation must ensure such that employees are skilled, committed, and well-motivated in order to achieve a sustainable competitive advantage, (Armstrong, 2011). Particularly, the organisation must be able to carefully plan strategic human resource ideas, aimed to increase the productivity.
Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Employees chose to stay with a company they feel cares about them and allow them to be a part of the business process. The company takes own positivity and empowerment of their employees, which change the dynamics of the environment (culture). This positive contagious atmosphere will increase the output of production and provide a retention of customers. According to Coetzer, Bussin, & Geldenhuy (2017), servant leadership positively influence, individuals, teams and organizations (p.10). The retention alone will increase the bottom-line and increase the customers loyalty to the company. Empowering the employees will increase the innovation and creativity for problem-solving issues. A high performing organization establishing clear communications, mission, vision and being customer oriented (Coetzer, Bussin, & Geldenhuy, 2017, p.12). It will be difficult for the supervisor to push the employees for better performance. A few challenges which could possibly occur is a lack of authority with managers. When allowing employees with the authority of change. It will be difficult for the supervisor to push the employees for better performance. It can be difficult for servant managers to step back into a dominate manager role. Servant leadership may lead to demotivation of employees and the company receive fewer results over time. It provides limited vision for managers who provides direction. The manager must have some detachment from employees