Note: To prepare for this essay please read the required articles that is attached then answer the following questions:
Evaluate the findings of the authors in regards to the attitudes of teachers of different ethnic origins in Malaysia towards an outcome-oriented performance appraisal.
Analyze the relationship between teachers’ attitudes toward the system and their job satisfaction and professional commitment. Support your argument with evidence from the study and other real examples where possible.
Also,
1)The answer must raise appropriate critical questions.
2)Do include all your references, as per the Harvard Referencing System,
3)Please don’t use Wikipedia web site.
4)I need examples from peer reviewed articles or researches.
5)Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached
Appreciate each single moment you spend in writing my paper
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SAMPLE ANSWER
PERFORMANCE APPRAISAL
Performance appraisals is a well-defined process that is used by manager consultants to scrutinize and evaluate an employee’s performance and work behavior in comparison to the current standards. This process is mostly used as a determination process for who is going to be fired, promoted or given specified training in an organization (Bernardin et al., 2013). However, performance appraisals are also defined as a ways to examine the weaknesses and strengths of employee’s according to standards set by an organization (Appelbaum et al., 2011).It involves the documentation of these results from the comparison. These results are then used to give feedback to the employees of the organization to show key areas that need improvements and why these improvements are needed.
This paper provides a detailed, comprehensive analysis to research that was conducted. The study was carried out to investigate the sentiment of teachers of different ethnic origins in Malaysia to a new outcome-oriented performance appraisal. That is the New Performance Appraisal System. Also investigated was the link between teacher’s sentiments towards the system and job satisfaction and professional commitment. The study was conducted in Malaysia using teachers from six randomly picked high schools in the state of Kedah.
The findings of the study indicated that there was no relationship between the ethnic origin and the attitude of the teachers to the new performance appraisal system. This means that the cultural orientation had in now any effect on the sentiments of the teachers about the new system. However, the findings also indicated that the teachers who received appropriate supervision and explanations of their performance, despite low results, showed a keen commitment to the profession as well as significant levels of job satisfaction.
The key issue of analysis in this paper is the relationship between the sentiments of the teachers to the system and the job satisfaction and keen commitment to the profession. Inferences drawn from the statistical evidence from the study shows that ethnic origin had no role to play on the attitudes of the teachers towards the system. This rules out the possibility of ethnic origins linking the two aspects of analysis in this paper.
The findings that are significantly to the critical areas of analysis in the discussion include, firstly, and there was no relationship between the ethnic origin of a teacher and their attitude towards the system. Secondly, the power distance of a group had a significant effect on the job satisfaction and commitment to the profession by the teachers. Thirdly, teacher’s sentiments are the determining factor of the level of engagement by the teachers to their profession. Fourthly, the main determinants of teacher’s job satisfaction are appropriate supervision and explanation. This follows that it is in the best interest of the organization had interactions between supervisors and their subordinates be at optimum levels. This help the teachers understand more their role in achieving the organization’s objectives and goals(Byrne et al., 2012). Lastly, appropriate feedback to the teachers despite low-performance appraisal results leads to an increased need for them to improve their performance. This in turn will cause a demonstration of significant performance from the teachers.
From the study, statistics shows that it is not necessary that the cultural group that is most collective will have a lower number of positive attitudes towards the system. However, it also indicates that the group with a large power distance will have realized fewer numbers of positive attitudes towards the new performance appraisal system. Thus, the greater the power distance in a given society, then the fewer the interactions between the supervisors and teachers. As justified explanations and proper supervision have a significant effect on the job satisfaction and commitment to the profession (Byrne et al., 2012). It follows that a large power distance indirectly affects the ability of appropriate supervision and explanation to the teacher about their profession. When the level of this ability lowers then the standard of commitment to the profession and job satisfaction lowers too. The relationship between the two areas of analysis and this paper is then established with regards to the group’s power distance.
The mere fact that the behavior of the teacher implicated towards the system has a significant effect on the ability of the teacher to improve his or her performance despite low appraisal results. This degree of behavior creates a connection between job satisfaction and professional commitment and attitude towards the system.
Into the analysis part, from the findings, we can infer some relationships between the teacher’s attitudes towards the system and the job satisfaction and commitment to the profession. Attitude towards the system has a significant relationship with the interactions between the supervisors and their subordinates. The interaction in turn is brought about due to the power distance in the given society. The study indicates that the larger a societies power distance than the lower the interactions between the supervisors and the teachers.
Moreover, the greater the number of interactions between the supervisors and the teachers leads to more appropriate delivery of the appraisal results to the teacher (Byrne et al., 2012). This goes hand in hand with the proper explanation and supervision. This means the need will rise for the teacher to improve significantly their performance. These sentiments indicate the aspect of job satisfaction and commitment to the profession.
This means that the effect starts with the power distance. The power distance then affects the interaction level of the two parties involved the performance appraisal process. The interaction in turn then leads to a significant improvement of performance by the teachers regardless of their attitudes of the system. This is achieved through appropriate explanations and supervision (DeNisi et al., 2011). When the appraisal results are communicated in a suitable manner to the teacher. Then the teacher will gain a sense of encouragement, regarding the poor evaluation results, and feel motivated to improve their performance. This will act as a reinforcement of the teacher’s commitment to the profession and lead to job satisfaction.
This means that all these aspects are intertwined to help achieve the success of each aspect in a structured manner. The overall success of the performance appraisal system can be determined when the attitudes of the teachers are changed to become favorable to the system through the acts of successive successful evaluation processes (Lawler et al., 2012).
In conclusion to the paper, we acknowledge the relationship between the fundamental entities of the appraisal and their dependency on one another to the realization of a successful performance appraisal system. The attitude of the teacher’s to the system is strongly related to job satisfaction and commitment to a profession by the teacher. The link between this two entities is via the power distance in the given society. The size of the power distance is the core determinant of the whole improvement of performance by the teacher as seen in the study.
The study confidently indicates the significance of small power distance to achieve maximum interactions between the teachers and their supervisors. This steers the motivational process that encourages improved performance that affects the level of job satisfaction. Thus, the degree of commitment to the profession is increased towards the positive direction. The study then in fewer words states the whole incorporation of the aspects mentioned in the text to achieve a satisfactory performance appraisal system.
References
Appelbaum, S. H., Roy, M., & Gilliland, T. (2011). Globalization of performance appraisals: theory and applications. Management Decision, 49(4), 570-585.
Bernardin, H. J., & Wiatrowski, M. (2013). Performance appraisal. Psychology and Policing, 257.
Byrne, Z. S., Pitts, V. E., Wilson, C. M., & Steiner, Z. J. (2012). Trusting the fair supervisor: the role of supervisory support in performance appraisals. Human Resource Management Journal, 22(2), 129-147.
Performance management in human resource management
Performance management in human resource management
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Dear Admin,
Please read then answer the question,
The University of Ghana in Legon, Ghana, was established in 1948 as an affiliate college of the University of London called University College of the Gold Coast. In 1961, the university was reorganized by an act of Parliament into what it is today: the independent, degree-granting University of Ghana (http://www.ug.edu.gh/).
The Balme Library is the main library in the University of Ghana library system. Situated on the main Legon campus, it coordinates a large number of libraries attached to the university’s various schools, institutes, faculties, departments, and halls of residence, most of which are autonomous. The library was started as the College Library in 1948 and was then situated in Achimota College, which was about 8 kilometers from the present Legon campus. In 1959, the College Library moved into its brand-new buildings at the Legon campus and was named after the University College of the Gold Coast’s first principal, David Mowbrary Balme.
As in the case of many other modern university libraries worldwide that face resources challenges and the need to serve an increasingly diverse customer base, the Balme Library has implemented numerous initiatives. One such initiative is a performance management system. However, several of the 5657components of the performance management process at the Balme Library are in need of improvement. First, there is no evidence that a systematic job analysis was conducted for any of the jobs at the library. Second, the forms that the employees are rated on contain vague items such as “general behavior.” The forms include no specific definition of what “general behavior” is or examples explaining to employees (or managers) what would lead to a high or a low rating in this category. In addition, all library employees are rated on the same form, regardless of their job responsibilities. Third, there is no evidence that managers have worked with employees in setting mutually agreed-upon goals. Fourth, there is no formal or informal discussion of results and needed follow-up steps after the subordinates and managers complete their form. Not surprisingly, an employee survey revealed that more than 60% of the employees have never discussed their performance with their managers. Finally, employees are often rated by different people. For example, sometimes the head of the library rates an employee, even though he may not be in direct contact with that employee.
Based on the above description, please answer the following questions.
1)Identify one component in the performance management process at the Balme Library that has not been implemented effectively and describe how the poor implementation of that component has a negative impact on the flow of the performance management process as a whole.
2)Make sure you identify the problem and not just symptoms.
Added thoughts:
In examining this case and other cases, let’s consider a critical thinking approach. Normally we want to move toward solutions before we have thoroughly formulated the problem; the text and author and your studies to date have emphasized that point; probably in your profession as well. We can define a problem as the difference between the current state and the desired state.
Critical thinking and analysis has two essential parts – a process on how we define the problem and can we assess our process? Elder and Paul (2005) instruct us that a problem should be formulated from various points of view. In the case we are examining, does your analysis consider the problem from the management point of view? What is the current and desired state? What if we examined the problem from the employee point of view – from department manager’s point of view – from customer points of view? Now we can move toward a solution!
Paul, R., & Elder, L. (2005). A guide for educators to critical thinking competency standards: Standards, principles, performance indicators, and outcomes with a critical thinking master rubric(Vol. 8). Foundation Critical Thinking.
Also,
1) The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,
3) Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
SAMPLE ANSWER
Introduction
Performance management is an integral part of the Human Resource Management system. The objective of the system is to basically improve performance. If the performance of an institution is below average or has failed to deliver as expected then the first policies to be evaluated are the conduct and performance of the employees and whose responsibilities fall under performance management.
From the case sturdy, the major component that has failed the University of Ghana’s Library is the management’s inadequacy in conducting systematic job evaluation for the employees. Lack job analysis results in uncertainties in job responsibilities and the expectations of the management. The system is worsened by the vague description of responsibilities that are not effectively communicated to the employees. For employees to work effectively their duties and individual goals must be integrated and aligned with the organizations goals and objective. The organization cannot achieve much without the total input of the employees especially if their roles and expectations are not analyzed and matched with their performance. The failure of the university to conduct a job analysis of the institution’s employees has resulted in a performance management system that is not effective. Without proper job analysis, the PM cannot adequately develop the skills of the employees or even offer necessary training as the management is not aware of the needs of the available jobs.
The major objective of performance management is certainly to improve employee performance through effective training and development of skills together with the motivation needed to boost the performance. The University of Ghana’s library department has failed to deliver on the expectations of the institutions by failing to offer the necessary training for the employees as without job analysis, the organization cannot adequately address the needs of the jobs that are available in the department. Performance management assists in guiding the training, mentoring, job experience and other developmental skills that employees need to develop necessary capabilities. Effective performance management (PM) systems have organized systems that are well coordinated with processes that are effective and which discharge the functions required. Performance management also accomplishes evaluation of activities together with the definition of employee roles to ensure that they are efficiently executed. Job analysis forms the basis for pay and compensation decision (Lawler, 1994). Weak or lack of this function means that employees would be dissatisfied with their remuneration as the roles are not clearly analyzed and matched with the expected remuneration. This failure would result in attitude problems among the employees as they would perceive the management’s inability as intentional and directed towards their oppression. Their productivity would be affected and their morale would also reduce leading to poor services, lack of passion and satisfaction and finally the organization will end up with high staff turnover.
The effectiveness of job analysis cannot be underrated as it serves various functions in an organization. To establish an effective performance management system, the organization must determine the goals of the institution and the end results that the organization expects to be accomplish by the employees. These goals must also have a direct link to the success of the organization. The organization must link the goals of the individual employees with those of the organizations (Hillgren & Cheatham, 2000). The two goals have to be aligned together. The goals set should be difficult for the employees to achieve but they should be within their reach if they work extra hard. These processes motivate employees to work hard and be more productive while at the same time it makes it possible for the organization to conduct a proper job analysis for all the available jobs in the library. Job analysis provides the structures that the performance management measures would be pegged on. Without proper structures it would be difficult to implement the functions of the PM and it would result in an ineffective system.
The organization cannot evaluate the efforts of the employees as lack of clear and adequate structures that would ordinarily provide the feedback on the performance of employees are non-existent. The employees are not accountable and their inefficiencies cannot be evaluated as the management is incapable of gathering the pre-requisite information on their overall performance (Paul & Elder, 2005). The Balme Library administration has a weak performance management system that can only be salvaged by the adoption of the current standards of the Balanced Scorecard system that would institute a strategic performance measurement system that would be capable of turning the institutions performance requirements to be above the management’s expectations by adopting the standards of the BSC (Balanced Scorecard) (Murby & Gould, 2005).
Performance Management puts a lot of emphasis on the feedback system as it provides an opportunity to correct the inefficiencies of the employees and it also removes any obstacles on the path of achieving optimal production for the company. Lack of job analysis provides no opportunity for any generation of information from feedback systems.
Pulakos (2004) states that “…For the feedback process to work well, experienced practitioners have advocated that it must be a two-way communication process and a joint responsibility of managers and employees, not just the managers. This requires training both managers and employees about their roles and responsibilities in the performance feedback process. Managers’ responsibilities include providing feedback in a constructive, candid and timely manner. Employees’ responsibilities include seeking feedback to ensure they understand how they are performing and reacting well to the feedback they receive. Having effective, ongoing performance conversations between managers and employees is probably the single most important determinant of whether or not a performance management system will achieve its maximum benefits from a coaching and development perspective…pg.7”
To conclude, the performance management system that was introduced by the Balme Library administration is ineffective and cannot achieve its desired goals if corrective measures are not adopted to rectify the defects in the system (Nankervis & Compton, 2006). For performance management to succeed, it requires the cooperation of the PM management’s implementation team and also the consultation of the employees on the systems to be used to evaluate their performance and the methods of the feedback systems that the management would rely on. Lack of clear communication and effective feedback system by the management of Balme Library has contributed immensely to the current performance crisis at the institution. By not implementing the required systems and operations that are needed for the institution to perform and conduct effective job analysis, the institution has also contributed to the problems facing the organization. The administration of Balme Library would still not be in a position to help the deterioration of the performance standards at the institution if it does not implement the PM in the right way and also motivate the employees to work hard.
References
Hillgren, J.S., & Cheatham, D.W., 2000, Understanding Performance Measures: An Approach to Linking Rewards to Achievements of Organization Objectives, Scottsdale, AZ: Worldatwork.
Lawler, E., 1994, Performance management: The next generation. Compensation and Benefits Review 26(3): 16–20.
Murby, L. & Gould, S. (2005) Effective Performance Management with Balanced Score Card, Chartered Institute of Management Accountants, London: CIMA
Nankervis, A.R. & Compton, R. L., 2006, Performance Management: Theory in Practice? Asia Pacific Journal of Human Resources, vol. 44 (1)
Paul, R., & Elder, L. (2005). A guide for educators to critical thinking competency standards: Standards, principles, performance indicators, and outcomes with a critical thinking master rubric (Vol. 8). Foundation Critical Thinking.
my group is Crown Resort Ltd, group work is prepare 3 presentation about Crown Resort Ltd background, Corporate Social Responsibility and Internal and External Environments.
Essay requires you to write about your/the group work stages based on the reading i.e. forming (what your group did in the forming stages; storming etc) and how this links to the tuckman reading. You must begin with an introduction i.e. the group work approach by tuckman can be found in our own Crown Resort Ltd group. Each stage should be a heading under which you should write about it.
Then the conclusion is basically what you think about tuckmans model – did it work for your group or not. You must read the articles provided in the question outline to know how to effectively complete the assignment correctly.
SAMPLE ANSWER
Tuckman’s Framework
Working in groups has never being an easy experience because of the different views from group members. Therefore, when creating a group it is very important to ensure that the group has fewer members because huge groups tend to have many misunderstandings. Effective groups make work easier, each member’s opinion is considered, work is done on time and a lot of information and ideas is available for the task. Groups help people to gain good communication skills, improve on their leadership and teamwork skills. Cooperation and communication between teams is very important because group members are able to arrange and discuss on how to handle the task assigned to them. Working in a team also requires proper time management, communication and working together. Issues of ignoring some member’s opinion cause conflicts between them which is not healthy for the work to be done (Wlodarczyk, 2011, pg 50).
In our group, it was not that easy for us to form the group. We had to choose members who are active though it was not that easy because the activity was an outside one. We required members who will work together more effectively and efficiently. We wanted to form a team with common goals, and who will make it possible for us to finish the task on time. It was not easy for us to know which person to choose as our leader because we were not that familiar with one another. Identification of each individual’s role was not also that easy because we were not aware of each group member’s ability. Though this stage was quite challenging we managed to form the group (Corey, Corey, & Haynes, 2014 pg 13).
In our storming stage, we experienced a lot of disagreements between ourselves and sometimes we couldn’t agree on anything at all. This was greatly affecting our work progress. In this stage, everyone wanted to prove that they were fit for some roles and there was too much competition on who was to become the group leader and who was to do a certain role. At this stage, we almost felt like doing away with the group because some members did feel comfortable with the tasks we had assigned to them. At the end, we came up with problem solving solutions and we used them to solve the disagreements between members (Wlodarczyk, 2011, pg 63).
Finally, our group was now established everyone was aware what roles he/she was to play in accomplishing the task and ready to work together. We established process of decision-making and we experienced fewer conflicts in this stage. At the end of our norming stage we were closer with one another and we almost had a brand for our group. In our performing stage, our group had common goals of achieving the task and everything was being done as we had planned. Work was easier and conflicts were no more. At this stage any challenges which occurred were being handled by the whole group. There was more teamwork compared to the other stages (Owen, Brooks, & Grunwald, 2013, para 5). Our adjourning stage was not that easy because we had become friends with one another and we had become of great influence to each other’s life actually the group at this stage felt more of a family. A lot can be done in teams compared to when done individually. Also, have learned that conflicts will always be present in groups what is important is how they are handled. It is very important to be part of an active group this is because active groups act as a motivation to group members. This is because active groups accomplish their tasks on time and they have proper time management and are goal oriented.
Reference list
Corey G, Corey S.M, & Haynes R. 2014. Groups in action: evolution and challenges. New York. Cengange Learning.
I would like to stress on the importance of using the guidelines given and the supporting evidence as it was given by the tutor for use, where the same tutor will be marking the paper.
SAMPLE ANSWER
Introduction
Evolution of HRM
Human Resource began in the 18th century in the United States of America and Western Europe and this is the period when In any given organization the Human Resource Department was mandated in ensuring that the company activities re well-coordinated towards reducing all the incidences to do with climatic change that could be occurring in the area (Ayse-Oya Özçelik, & Aydinli, 2006). These climatic changes had a hand in the globalization, the emergence of all the regional outposts and subsequent return that needs to be rectified to ensure that things get back to the origin. This has been a point of concern to all the scholars in the whole globe and especially the HR department seeks to ensure that workers of the given company carry out the required activities that will not interfere with their actions. Globalization has brought a lot of changes in the HR department and their operations have now changed over the years to suit the changes in the climate. This is the reason as to why International Human Resource Management (IHRM) has been implemented to aid in the handling of all business operations and multinational enterprises with the aim of protecting all the issues to do with changes in globalization. Multinational Companies (MNCs) on the forefront to ensure that they practice all that is required. Human resource has evolved from many terms and functions that are involved like capital, personnel and all the current human resources despite the changes that have been effected on the side of employees. HR has evolved from the time of slavery and the modern environment to mean this is the place where people after highly valued. For one to be able to understand the human resource management it will be required for the person to be in a better position to understand the definition of the management (Carr, & Pudelko, 2006).
Figure 1: Evolution of HRM. Source (Susaeta & Pin, 2008).
International Human Resource Management (IHRM)
IHRM is all about the management of the worldwide human resources that ensures firms are competitive on a worldwide capability. IHRM is so much determined in making all the HR activities to be more efficient, locally responsive, flexible and adaptable in a short period of time that is needed for activities to be well effected. IHRM is capable of transferring knowledge and learning across their globally and all the dispersed units. This meaning of IHRM serves to highlight the contrasts between overseeing worldwide firms and overseeing local firms and therefore builds the premise for conceptualizing IHRM as generously more including than residential HRM.
Figure 2: Functionality of IHRM. (SourcePaliu-Popa, 2008)
The content and traditional concepts of IHRM
In traditional times the international business literature played a very serious role together with the multinational corporations in ensuring that they attract the broader terms that were highly required for use. Countries experiences payment in deficits and this contributed to them having a high increase in the international activities that could help them in boosting their countries’ economies and cut unemployment that could bring high potential in the future through the IHRM (Ruzzier, Hisrich & S Antoncic, 2006). Internationalization is what is referred to as a synonym that is employed for use in the geographical expansion of all the economic activities that were employed for use in the traditional concepts of IHRM. The internationalization is a term that began to be used when phenomena gradually replaced imperialisms the dominant organization principle framing cross-border that existed in the market in the traditional IHRM (Michael, Davidson, McPhail & Barry, 2011). Interactions existed in the market border in the traditional concept of IHRM and they were of high need in all the activities that were to be carried out. The economic internationalization began operation in the post second world war period and prevailed up to when the period of globalization started to be operational.
These beforehand shut zones are currently new markets and magnets for speculation, opening further open doors for development and venture that has been as a consequence of the disintegration of the customary idea of IHRM.
On the other hand, notwithstanding all these main thrusts of globalization together with internationalization have not been supplanted and this is the reason in respect to why the greater part of internationalization idea is said to stay legitimate to date. The truth of the matter is that globalization’s effect on the SME division is liable to be more significant than on the as of now exceptionally internationalized extensive corporate segment (Liu, 2004). While beforehand associations with the conventional idea of IHRM were viewed as un-involved exploited people instead of dynamic players, the proof shows that this perspective is no more legitimate. In the most recent couple of decades, numerous associations have effectively set up, exercises past their home markets and their part is progressively critical in adding to future development. Globalization and the orderly issues have just as of late been presented in little firm advancement and examination (Nikandrou, Apospori & Papalexandris, 2005). Taking after the customary idea of IHRM utilized it was suggested that the expression “worldwide” ought to be held for those organizations and phenomena that truly merit this name. Customarily, associations confined their exercises to the locale of their area, or stayed inside their national limits. To date, numerous are dynamic in maybe a couple world locales and are in this manner global or provincial players.
Any undertaking that does exchanges in or between two sovereign elements, working under an arrangement of choice making that allows impact over assets and abilities, where the exchanges are liable to impact by components exogenous to the nation of origin environment of the endeavor. IHRM for some organizations is prone to be basic to their prosperity, and compelling IHRM can have the effect in the middle of survival and annihilation for some MNEs. Yet, for reasons of expense, time and trouble, IHRM examination has been constrained and generally centered on a couple of issues. Calls are currently being made to propel our comprehension of this essential region in a few ways, including: creating models and systems to mirror the mind boggling arrangement of ecological components that encroach upon the worldwide administration of HR.
A vital structure is used to compose our audit and assessment of the current writing and examination. While MNEs are our essential centre, issues connected with customary relative HRM exploration are additionally quickly analysed. Suggestions and proposals for future exploration plans are offered all through. IHRM issues are best conceptualized as far as between unit and intra-unit needs and difficulties. IHRM structures inside MNEs, including: a completely unified HR capacity; brought together HR approach advancement with provincial data in usage; corporate, bunch, and divisional HR units with exceptional obligations; and concentrated HR choice making for guardian nation nationals (PCNs) and third-nation nationals (TCNs). Staffing is a major IHRM rehearsal that MNEs have used to help co-ordinate and control their far-flung worldwide operations.
Complexity of the contemporary Context
The term internationalization is utilized to allude to the association’s outward development of global operations, while globalization will allude to the universal network of businesses and the association of national. Economies emphatically influencing all association exercises. Internationalization likewise implies an evolving state. The development of the firm gives a foundation to internationalization and to some degree the ideas of Internationalization and development are interwoven. Nonetheless, a few highlights are interesting to internationalization or, at any rate, there are huge degrees of distinction between development at home and development globally Internationalization likewise implies an evolving state (McPherson, 2008). The development of the firm gives a foundation to internationalization and to some degree the ideas of internationalization and development are entwined Buckley and the few highlights evident are extraordinary to internationalization or, in any event, there are significant degrees of contrast between development at home and develop universally. Internationalization likewise implies an evolving state. The development of the firm gives a foundation to internationalization and to some degree the ideas of internationalization and development are entwined. Nonetheless, a few highlights are special to internationalization or, at any rate, there at degrees of contrast between development at home and development globally.
The term globalization on the other side is alluded to as the state in which a considerable lot of the ranchers operations were overseen on a worldwide scale (Susaeta & Pin, 2008). Globalization is portrayed by the overall joining of steadily aggressive markets and organizations confronting worldwide rivalry. In the later post, fares have been progressively feeling obligated while the conditions for advertising and generation are evolving quickly (Perkins, 2003). Accordingly, today’s organizations, including SMEs, need to react to business sectors at an inexorably speedier pace. Globalization likewise incorporates the utilitarian mix of topographically scattered monetary exercises. It means something all the more as far as the degree, substance and force of common associations, capital and administration association, which is a subjective expansion on internationalization. There are skeptics who tend to be against the works of globalization, even though they are overtaken by the Hyper-globalist who are very determined in pushing for globalization matters. It is by and large concurred that the three powers are driving the globalization of business. The principal is the unstable development of minimal effort, innovation interfacing individuals and areas. Better data, preparing and correspondence innovation is making a more prominent familiarity with global financial open doors (Björkman, Fey, & Hyeon, 2007). The second drive behind the globalization of business is the enduring disassembling of exchange boundaries and monetary deregulation that are clear in the customary idea of HRM. Unhindered commerce understandings have produced a more level playing field for creative firms. The third constrain spurring the globalization of business is the broad financial rebuilding and liberalization that took after the fall of communism in Russia and Central/Eastern Europe, and additionally the topographical development of businesses in Asia, especially China (Hiltrop, 2002). HRM is comprised of many functions that are representing the three areas that is the MNE’s human resource orientation, location of those resources and all the decisions made in the HR decision making and all the resources allocated to its human resource. All the considerable resources can be devoted to HRM to ensure that are the issues to do with globalization are well catered for in the right way. HRM is focused on the process of globalization through the integration of all the markets that have been in existence and the newly emerging ones and cross-border integration of production and services. HRM is geared in proliferation in all the international and nationals from all the strategic management theory.
HRM is mandated to ensure that all the multinational enterprises (MNE) have to be successful on a global level and that they have focused on strategic HRM and all the importance of linking with the HRM is well recognized in the right way. All the functions of HRM are linked together as they aim at achieving sustainable competitive advantage that will be of good impact on the national and international level. All the HR activities that are performed on an international level are very similar to the ones that are performed on a national basis (Parry, Kelliher, Mills, & Tyson, 2005). The job is well done through the leadership of a good manager who ensures that the issue of globalization is well catered for. Multinational companies have also embraced the opportunities and limitations that countries of origin and their corresponding destinations present themselves. It is this that helps them determine either standardization or diversity when the subsidiaries implement the practices.
In this mind boggling situation, the part of HR division has procured an expanded significance in achievement or disappointment of the organization’s global operation. (Quintanilla and Ferner, 2003). Subsequently, in the course of the most recent decade or thereabouts, there has been extraordinary enthusiasm over the investigation of HR approaches utilized by the multinational organizations (MNC’s) and the diverse elements that the officials shape the head quarter organization or office (the auxiliary). There are numerous studies that elucidate the arrangements that are exchanged, despite the fact that there is still an extensive volume of work to be done on the subject, particularly on how these exchanges are made, both at a hypothetical and also experimental level. Here our ideas of globalization, providing food for strategy dispersion and for the impacts of multinational firms with national societies institutional plans.
Cross cultural – Universalist Paradigm
The way an organization is managed it’s depended on the environmental factors under, which the organization exist. There are very many differences between organizational culture and human resource project and they are evident in the case have an employee is in a better position of understanding organizational cultures. This will help him to be in a better position of choosing strategies and personalities that are compatible with the type of behavior that required in then organization by the HR. This will imply that the employee has clearly understood the way things are done in the organization and is ready to comply with them in his daily work in the organization. The ability to give more attention family relationship is determined by parochial culture. This is just but a family culture where imbalance is as a result of the subordinate’s relation and hierarchy is not just division of responsibility. The boss in this case is the planner of the work that has to be done despite there being division of work.
Convergence
IHRM is simplified to be HRM converges and all the universalities that are categorized under the environmental changes inclusive of all globalization matters. Benchmarking and best practices are factors of converges that define IHRM. There is criticism for commentators that is evident in the universalities whose perspective exposes diversity. There were variations that existed in various aspects of employment relations and they emerged from across advanced industrial states and all the cross-national relations that supportive in the area. Research o HRM have proved that economies were inclusive of convergence and modern variants that explains why universality ought to be questioned on how it works. Developments in HRM are unidirectional and this explains again how convergence of HRM across national borders is not a foregone conclusion. The degree of convergence lead to increased level of divergence and this lead to a serious degree of constrain that has to be employed for use.
Recruitment
A lot of Multinationals companies have adopted the ethnocentric approach to staffing in the market. The multinational activity has fueled for the scramble of Asian market through the use of talent in the organization. For company to succeed it has to ensure that its operations indicates the need to recruit managers to oversee new branches and handle all the new and services that are supposed to be done in a more and experienced manner. The HR across the world are best in explaining staffing task that is highly needed.
Constraining effects of cultural and institutional differences
The US was Angle of American republic in 60’s and 70’s (untouchable), which worked in a securities exchange term return and work as an item. It was Ethnocentric and disregarded isomorphic works from the Japanese- polycentric and neighbourhood adjustments. It looked to have an all the more new Version, which was the insider methodology. It was more HR arranged and originated from the Japanese and was termed to be a superior methodology; since, the American’s methodology got to be obsolete. The more established form disregarded national societies and institutional plans together with isomorphic courses of action, hence, it’s got to be beaten.
In seeing all the obliging impact of social and institutional distinction there is an enormous contrast in the working speculations to the situation where MNC have a multi-household, worldwide or transnational association structure. The general issue of exchange is every one of that was important to be handled and that aided in the ID of the institutional contrasts. HR practices have a tendency to adjust the neighbourhood setting in a worldwide MNC tat in returns gives out a more noteworthy contrast in the level of homogenization in all the practices included. Centralization, arrangement and control frame the fundamental office are all gone from bringing an enormous contrast in the obliging impacts. For this situation, neighbourhood adjustment would be generally legitimate issues and by institutional weight that the MNC can’t buy-go in this action in the nation of destination. In the event that the MNC is transnational, the auxiliaries appreciate the more prominent autonomy because of their key part inside the system. In this situation, it would be fascinating to study the connections in exchange of practices in the middle of auxiliaries and the fundamental office. Should it be effective, the exchange of this best practice to the MNC is ten called backwards dispersion. The impacts of this segment regarding setting are considered. Given the critical impact that the area practices on the MNCs, it would be important to combine the key qualities of the division in which auxiliaries work. Without a sufficient comprehension of the part of the segment, it would be anything but difficult to imagine that some specific normal for the methodologies in a backup are the because of the eccentricities of its nation of inception when, in all actuality, they are as a consequence of the powers that shape the division in which the organization works or the other way around. This conceivable disarray is more prominent in huge MNCs with exercises in distinctive organizations and working in numerous nations. It is unrealistic to confine the investigation of an organization shape its area; since, this is the thing that constitutes the particular environment in which it works. For a MNC to land in another nation, its administration in addition to other things ought to wind up acquainted with the administrative practices of the given nation. With the needs of their customers and with the legitimate environment of the segment in the outside nation of venture.
This level headed discussion is getting more noteworthy significance in the investigation of the vital part of the backups, inside the hierarchical system of the MNC. The exchange of particular practices dependably constitutes a choice from the Head Quarters that is affected by the qualities of the nation of the birthplace of the MNC. These national characteristics condition the exchange yet don’t focus it; for an official conclusion would originate from the leading body of the MNC. The way from the arrangement to the internationalization of the practices is the thing that has been would have liked to be picked in the model of investigation, with the components that either support or farthest point them. The HR practices and strategies would never be under-lied in the backups and never be contemplated in a disconnected way. This is on account of it is exceptionally important to know the components connected to the improvement keeping in mind the end goal to comprehend them totally. Because of the way that every auxiliary is exceptional and not the same as all the others, the HR arrangements and practices in the backups vary as per their level of centralization and combination. A commitment that is expected to be made are comprehensive of the exploration with respect to the exchange of HR practices inside MNC. They can be compressed into two focuses. The separation inside the techniques of HR practices into five sub-stages: arrangement, exchange choice making, transaction, usage and internationalization. Why and how they are created, make up the topic of our exploration. So as to answer the inquiries, we display a reconciliation and electric model of the diverse hypothetical methodologies that don’t reject any yet rather supplement each other (Paliu-Popa, 2008). A considerable measure has been done towards commitment to the more noteworthy clarity to all the current level headed discussion in regards to the strain between a pattern towards worldwide meeting and the important adjustment of the HR works on relying upon the attributes peculiarities of the nations of destination. This is done through the theoretical exchange of the HR practices and strategies inside the MNCs that is working in the diverse nation separated from the one of causation. All the legitimate activities of HRM are done differently concerning the country where the operations are happening and how this will be of unimaginable use in pass on a beneficial outcome to globalization. The foremost is the flimsy advancement of insignificant exertion development, interfacing people and zones. Better information gets ready and correspondence development is making a more noticeable nature with worldwide money related open entryways. The second commute behind the globalization of business is the persevering dismantling of trade limits and financial deregulation that are clear in the standard thought of HRM.
Conclusion
HR has developed from the season of slaver and the cutting edge environment to mean this is the spot where individuals after very esteemed. For one to have the capacity to comprehend the human asset administration it will be needed for the individual to be in a superior position to comprehend the meaning of the administration. HR is a term that is utilized by the administration to depict the blend of generally regulatory work force capacities and all execution Human Resource started in 18th century in United States of America and Western Europe and this is the period when In any given association the Human Resource Department was ordered in guaranteeing that the organization exercises re very much facilitated towards decreasing all the rates to do with climatic change that could be happening in the zone (Ayse-Oya Özçelik, & Aydinli, 2006). The other complexity that is brought by the material qualification is the way that HRM oversees national delegates while IHRM finishes its operations over the overall world in offered to update the change that are as a delayed consequence of globalization. All the national illustrations as to HRM are not the same as one nation to another. This is in light of the fact that; the way one country is spoken to is not practically identical with the way another is regulated. The interconnection amidst society and structure of a particular society is out and out not quite the same as that of another; from now on, the differentiated amidst national and overall HRM.
Proficient readiness on a worldwide scale have been made important to handle global business due to blemishes in the first approach where national societies and institutional courses of action are considered. Sample, while neighborhood adjustment may attempt to right the imperfections of globalization, the genuine internationalization that caters for contrasts and cross- vengeance accomplishes a definitive advantages of universal exchange.
References
Ayse Oya Özçelik, & Aydinli, F. 2006. Strategic role of HRM in turkey: A three-country comparative analysis. Journal of European Industrial Training, 30(4), 310-327.
Björkman, I., Fey, C. F., & Hyeon, J. P. 2007. Institutional theory and MNC subsidiary HRM practices: Evidence from a three-country study. Journal of International Business Studies, 38(3), 430-446
Carr, C., & Pudelko, M. 2006. Convergence of management practices in strategy, finance and HRM between the USA, japan and Germany. International Journal of Cross Cultural Management: CCM, 6(1), 75-100.
Hiltrop, J. M. 2002. Mapping the HRM practices of international organizations. Strategic Change, 11(6), 329.
Liu, W. 2004. The cross-national transfer of HRM practices in MNCs: An integrative research model. International Journal of Manpower, 25(6), 500-517.
McPherson, M. 2008. HRM practices and systems within south-Asian small businesses. International Journal of Entrepreneurial Behavior & Research, 14(6), 414-439.
Michael C.G. Davidson, McPhail, R., & Barry, S. 2011. Hospitality HRM: Past, present and the future. International Journal of Contemporary Hospitality Management, 23(4), 498-516.
Nikandrou, I., Apospori, E., & Papalexandris, N. 2005. Changes in HRM in Europe: A longitudinal comparative study among 18 European countries. Journal of European Industrial Training, 29(7), 541-560,599-600.
Paauwe, J., & Boselie, P. 2003. Challenging ‘strategic HRM’ and the relevance of the institutional setting. Human Resource Management Journal, 13(3), 56-70.
Paliu-Popa, L. 2008. Economy Globalization and Internationalization of Business. University Constantin Brancusi of Targu Jiu
Parry, E., Kelliher, C., Mills, T., & Tyson, S. 2005. Comparing HRM in the voluntary and public sectors. Personnel Review, 34(5), 588-602,622-624.
Perkins, S. J. 2003. Globalization and IHRM: Partners in comparative perspective? Journal of European Industrial Training, 27(8), 461-472.
Quintanilla, J. and Ferner, A. 2003. The configuration of Human Resource Management Policies and Practices in Multinational Subsidiaries: The case of European retail banks in Spain,” University of Warwick
Ruzzier, M., Hisrich, R., & S Antoncic, B. 2006. ME internationalization research: past, present, and future. Journal of Small Business and Enterprise Development Vol. 13 No. 4, pp. 476-497
How Japan National Culture Influence HRM Practices Order Instructions: For the country, Japan, identify three national institutions, and respond to the following:
How Japan National Culture Influence HRM Practices
• What is the historical foundation of Japan?
• How might Japan’s national culture, institutions, ethics, and values influence its HRM practices?
How Japan National Culture Influence HRM Practices Sample Answer
Japan has longed for the development of national human rights institutions. Different groups like Lesbian and the gay community have been clamoring for a society that is no chained to discrimination. Following the Un Human Rights Council of Japan in 2008, the state report called upon the government’s commitment towards the improvement of human rights situation in Japan, more especially the government was to establish an independent NHIRI. The civil society of Japan has worked since then aiming at the establishment of an NHRI and has gained momentum.
The National Human Rights institutions of Japan include; the Bureau on Human rights within the Ministry in charge of Justice and volunteers for Human Rights appointed by Minster in charge of Justice. The function of the Bureau of Human Rights is to act on human rights remedial activities as well as in the protection of human rights. The human rights protection is done through eight Regional Legal Affairs Bureaus, 42 District Legal Affairs Bureaus and 287 local branch offices (Koike).
Private Citizens are the ones appointed as Human Rights Volunteers by the Minster of Justice. It is done on fair and impartial grounds under the Bureau of Human Rights that is according to the Ministry of Justice. About 14000 volunteers are been posted all over Japan. The system of Human Rights Volunteers was implemented to ensure that individuals of different fields work to ensure human rights are respected. It was meant to avoid infringements of resident’s rights and protect human rights according to the local community (Koike). The work of the volunteers is to speak about human rights hence making the public aware on the subject of human rights.
The Society of Japan is among the earlier pioneers in matters of cultural exchange during the 20th century. Japan became the first country to sponsor the first important exhibitions of Japanese art. Materials from Japan art were used mostly in American universities to help American students learn about the Japanese. In the 1920s, racial and political tension between Japan and United States worsened. In early 1930s, Japan Society rejected political stance and preferred education to advocacy. The political crisis in 1941 led to war among European and Asian countries leading to the closure of Japan’s borders by the Society of Japan. In 1952, the relationship between Japan and America was reborn. But the efforts by President John and Douglas Overton restored the relationship between Japan and America. The Japanese society doubled its efforts by expanding its lecture series, publication of their culture and the enrollment of their students in schools in New York. The aim of it was to educate Americans about Japanese culture. (Japan Society).
The building of Japan House across the street from the United Nations in 1971 was as a result of ambitions of John D. Rockefeller 3rd. The house was large and it included a galley, library, auditorium and also a classroom space. In the 1970s and 1980s, the Society expanded its programs to include ground-breaking exhibitions, traditional sold-out performance, and classical Japanese dance and music. And also comprehensive language program, major films and vibrant lecture series that covered topics such as corporate and policy issues of their culture were included. Currently, the societies of Japan continue to hold an important part in the relationship between them and U.S. (Japan Society). In the recent past, Japan has witnessed an increase in its programs hence, reaching out to various business leaders and school going children. Societies in Japan are believed to be the trendsetters in examine Japan’s transitions in terms of their relationship with their neighbors.
Globalization refers to a process that encourages the integration of cultural values and societies through trade and communications among states that follow the strategic application of Information Systems. The practice of Human Resource Management is made up of policies designed to better an organization, and employee’s integration, flexibility, and their quality of work. Strategic Human Resource Management can help a country or an organization to gain a sustainable and competitive advantage as opposed to its competitors (Koike).
With a HRM in place, a country like Japan is in a position to come up with competitive strategies in partnership to their HRM policies and practices. Due to rapid change felt in most businesses, the country has to deal with two important challenges that may face HRM. The issue of national culture and cultural value difference are among the factors that can hinder an organization from designing a well-structured HRM in relation to HRM policies and activities.
Japan management style; rely on individual groups as a way of providing solutions in case of any problem. The unity expressed by the Japanese through their culture has helped Japanese organizations become highly productive. The Japanese management style in their HRM focuses on Total Integrated Management Framework, therefore, enhancing quality management practice. Japanese values, ethics, institution and national culture influences Japanese HRM practices in a more positive manner (Japan Society).
Development of national institutions to help in improving human rights is a clearer move taken by most European countries. The country of Japan has a national institution that protects human rights to ensure no human is seen as inferior. Human Right Management is also a good plan for those institutions that have goals of becoming more productive. Therefore, a conclusion can be drawn to suggest that Japan can be a role model worldwide since their way of conduct is inspiring.
How Japan National Culture Influence HRM Practices Reference
Koike, O. Reform of Human Rights Institutions in Japan. Retrieved from http://kamome.lib.ynu.ac.jp
Japan Society. Brief History. View Japan Society for History and General Information in Japanese. Retrieved from http://www.japansociety.org
Human Resource Management Strategies and Policies Order Instructions: 1. In what ways is NCR’s human resource management different from traditional personnel management?
Human Resource Management Strategies and Policies
2. How did the HRM strategies and policies of the company contribute to its success?
3. How did the managing director earn the trust and loyalty of the employees?
4. Why did he think their trust and loyalty were important to the company?
Human Resource Management Strategies and Policies Sample Answer
Q1. There are significant differences between NCR’s human resource management and traditional personnel management. These differences exist in terms of scope, approach, and application.
The scope of Services
Generally, NCR’s human resource management (HRM) has a wider scope compare to traditional personnel management. The scope of the latter involves functional roles such as planning of manpower, analysis of jobs, recruitment, job evaluation, performance appraisal, training of administration, and other associated activities. On the other hand, NCR’s HRM encompasses all these activities and an additional of other organizational developmental duties such as communicating shared values, developing the culture of an organization, leadership, and motivation.
Furthermore, the HRM approach is integrated into the company’s core strategy and vision. It aims at optimizing the use of human resources for the attainment of an organization’s objectives. It is this philosophical context and strategy that makes it become more purposeful, effective, and more relevant when compared to personnel management approach.
Variation in Approach
The traditional personnel management seems to be more attached to crucial customs, norms, and established practices. This is different from the human resource approach that offers accords significance to the values and mission of NCR. The personnel management approach also involves the establishment of policies, rules, contracts, and procedures. It is determined to monitor and enforce compliance with these regulations, at the same time delineating from a written contract. The HRM remains quite impatient with the organization’s rules and regulations. It is for this reason that NCR’s HR managers tend to relax rules in accordance with the needs of the business and hence; proceed with the spirit of the contract instead of the letter of the contract.
Difference in Nature
HRM has quite a proactive nature unlike traditional personnel management that is reactive. Personnel management remains aloof from crucial activities of the organization; it functions independently and uses a reactive approach when coming up with changes in corporate strategies and goals. On the other hand, is integrated with the organization’s strategies and makes use of a proactive approach to organizing the employees to work to attain the corporate goals.
Difference in Application
Personnel management is devoted to reconciling the aspirations this leads to an instance whereby there is the fixation of work conditions that are applicable to all employees rather than being aligned with overall corporate goals. HRM values thrust on handling each working independently and accord greater significance to development activities that are customer-focused. It also promotes individual staff members instead of negotiating with trade unions.
Finally, personnel management lays down strict job description with several grades and fixed policy of promotion. This is different from NCR’s HRM that has fewer grades and ranks. It widely defines job responsibilities hence; offering much scope for using creativity and initiative, and several career pathways commitment, and talent which are the basic drivers of advancement of careers.
Q2. The main responsibility of HRM is to distribute the duties of personnel departments over a large number of people so that everyone is responsible for something. HRM also deals with and decreasing the firm’s costs. Therefore, HRM comes up with policies and strategies that drive firms towards achieving their goals. For instance, it develops strategies that aid in increasing the workers’ motivation, thus promoting performance. Another very crucial role of HRM is financing. HRM deals with wages, therefore, it makes policies that save a great deal of money and improve the company’s development rather than the personnel department saved money.
HRM policies also aid in improving productivity. Some of its roles include training, induction, job description, and redundancy. All these help in promoting the product, therefore, increasing the satisfaction of customers. By doing this, the company benefits by having a good reputation which offers them a competitive advantage that sets them a notch higher compared to similar firms in the market. HRM comes up with innovative on record keeping that helps the company with its taxes and how to increase the company’s performance.
Q.3 Trust is regarded as the bedrock of any organization’s success. Mostly, people tend to concentrate on the issue in terms of clients, and how they have to believe in the company’s management and their products and services. However, trust within any company is very crucial, employees must believe in each other as well as their managers. Without trust, there is poor communication, teamwork this deteriorates performance.
Make a connection
One of the effective strategies of managers building trust is through the creation of a personal connection. It has been proven that as an individual’s power increases, their perceived trustworthiness decreases simultaneously. Therefore, managers should counteract this view by knowing his/her team and allowing them to know him/her too. To achieve this, the managers can chat about how they share a hometown or how they like some common sports teams. They can also host regular brown-bag lunches or take part in some activities of their team members.
Transparency and honesty
Managers should share as much as they can about the current health of the company as well as its future goals. Without such communication, an information void may develop. Employees will fill this void and they will do so with negative information. Therefore, managers should share some data such as compensation and regularly distribute information pertaining performance metrics, financial results, and some notes on what was discussed in board meetings. This helps the employees to trust the manager. As a result, they get greater faith and loyalty in the manager. Transparency also calls for the manager to have the integrity of telling the truth even though it is a point where the manager is the bearer of bad news. Mostly, employees do not trust managers that do not tell them the hard stuff.
Encourage instead of Commanding
It is certain that employees can differentiate between being given orders and being offered an encouragement. Managers should learn that they will not succeed in the long run if they tell people what to do instead of motivating them to do it. This is because employees tend to work harder and smarter when they are empowered to succeed and believe the company’s aims are in line with theirs.
Some other ways through which managers can earn trust from their staff involve taking the blame during some instances and giving the credit too, they should not favor some employees and should be competent.
Q4. Employees depend on their managers for development and guidance on how they should better their skills. According to PAHL and RICHTER, trust promotes the development of employees by the employees trusting the manager is accurate whenever he is analyzing their performance and creating a development plan (PAHL & RICHTER, 2009, Pg. 17).
For change to be executed properly, a strong bond of trust should exist between the manager and the employees. The employees should trust that the information given to them by the managers for successful implementation of the change. With trust, a manager can ask an employee to go beyond is duties and handle an important project. In turn, the employee believes that she/he can do it and devotes to put on an extra effort.
Human Resource Management Strategies and Policies References
PAHL, N., & RICHTER, A. (2009). How To Gain Trust From Employees. München, GRIN Verlag GmbH. http://nbn-resolving.de/urn:nbn:de:101:1-2010091421028.
I have already emailed you the task. Please do not forget to include an abstract.
Thank you very much,
SAMPLE ANSWER
Abstract
The paper explores quite a number of previous studies, more specifically studies that bring out the authenticity of incorporating partnership, alliances and outsourcing in creating the assessment process and building the capacity of organizations. The idea brought out by the paper is quite exclusive in sensitizing the fact that partnership takes the center stage in defining the objectives of the alliances to the concerned parties (Argote, 2012). In such situations, the parties are expected to fully understand all the requirements of the union to avoid controversy in matters pertaining to outcomes and profits made by the organization. The paper brings an exclusive aspect of the ideology that the intervention of the competent parties is highly needed in a bid to effectively address matters pertaining to capacity development and employment creation (Armstrong & Taylor, 2014). Besides, developing a clear perspective when the engagement and involvement of all the parties is necessary is quite significant in oversight. The content of this study explores the essentiality of the involvement of negotiations and considering the requisite potentiality and competency of the concerned parties in developing an ideal alternative for determination and delivery oversight. The paper also explores numerous academic journals to present a comprehensive and appropriate decision making process, particularly through the consideration of the flowchart. This idea expresses the sole purpose of outlining and defining the essentiality of building agility and capacity development in large non-profit making organizations.
The idea of partnering and forming alliances to help solve the challenges incurred by large nonprofit organizations is an excellent idea that needs to be accorded requisite attention. On the same note, to give an extensive attention to the issues and concerns of the organization, leaders and human resource managers of the organization need to become well informed and acquainted with the culture and structure of the organization (Burgelman, 2012). In addition, when both the parties develop an idealistic perspective on the progress of capacity building and development of the organization, controversies that may come as a result of the concerned parties developing unclear perceptions and feeling the expectation of the comapany may not be promising. Hence, when the personnel of the organization fully understand the culture of the organization they would be very resourceful when consulted, particularly on matters concerning the improvement of the economic performance of the organization in the competitive environment (Malen et al., 2015).
Involving the competency of the organizational leaders in the decision making process has been very significant in championing for the success of the assessment process for quite a number of large nonprofit organizations. The underlying concern of coming up with the idea of partnership and alliances is to help solve organizational issues and drawbacks for purposes of realizing success (Grant et al., 2004). Realistically, the ideological construct of conceptualizing team work and shared leadership potential help instill the perception of hope and certainty in the personnel of most non-profit making organizations. In addition, once the concern of promoting the organization’s performance is successfully achieved, most notably with the help of assessment process, the organization in question will be in a good position to pinpoint the considerable framework for creating modalities (Gold & Arvind, 2001). As a result, the sole purpose of determining the essentiality of collaborative leadership will be realized.
The idea of considering the concern and perspective of leaders in the assessment survey is very developmental in addressing issues concerning implementation and the establishment of strategic planning for several nonprofit organization. A comprehensive report from the assessment survey will create an opportunity for most companies to determine the overhead costs that may jeopardize their outcome evaluation processes (Jamalli et al., 2015). The fact that the assessment survey offers an idealistic platform for access to larger samples offers the concern parties and organizational leaders the audacity to determine the ability and performance of the organization. On the same note, this idea could also help establish a situation where the limiting factors such as resource constraints and time are extensively brought under consideration with an intention of economy actualization and resource mobilization (Grant & Baden-Fuller, 2004).
In view of the credibility and validity of the assessment survey, most organizational leaders are expected to take an active participation in the survey to develop courage with an exclusive intention of convincing the partners and alliances on the description of the type of study and the outcome evaluation. When the issue of considering the application of data management systems and the conceptualization of the logic tenet is categorically brought under consideration, most alliances will adequately understand what is required of them (Grant et al., 2004). Hence, the controversy that would be experienced as a result of the misunderstanding would definitely be averted, and this would call for the alternative solutions to address matters pertaining to the satisfaction of the clients (Malen et al., 2015). Quite a number of nonprofit organization across the globe tend to encounter a shortcoming of ensuring quality services and community development. This idea would sensitize the need for the organizational leaders to consider the aspect of public policy and innovation initiatives to categorically define the essentiality of incorporating the alliances and partnerships (Burgelman, 2012).
According to Grant et al. (2004), the pressure from the alliances needs to be exceptionally examined and be accountable, more specifically in helping the organization realize its position and status in the economically competitive environment. The concern of taking note of the credibility of the shared leadership potential and collaborative involvement of the alliances has been on the fore front in engaging most nonprofit organization to take part in the sustainability practices (Grant & Baden-Fuller, 2004). In view of the previous studies, quite a number of nonprofit companies tend to concur with the phenomenon of sensitizing the human capital development and capacity building. This concern would depend on the idealistic ideology and modality for establishing effective and efficient practices to address the sustainability concern (Gold & Arvind, 2001). This development could take the center stage in helping companies undertake effective evaluation of their outcomes and economic performance. In view of the concern of building the capacity and assessment creation of most organizations, it would be quite easier and developmental for the organization to enhance high quality of program development and champion for the authenticity of accountability (Argote, 2012).
The concern and trend of establishing an evaluation and capacity building, particularly through the consultation of a network of partners, is being influenced by the community development funders. When this idea is conceptually brought under consideration, most nonprofit organization would have the audacity to improve on their performance and exceptionally maximize on the use of their resources and investments. A fundamental challenge that could be incurred by several companies in their endeavors to maximizing on the resource mobilization and employment creation could encompass factors such inadequate clarity, particularly with regards to evaluation of capacity development (Jamali et al., 2015). The sensitization of the concern of governance and leadership has been very categorical in expressing the credibility of the organizational capacity and assessment creation. Governance and leadership will definitely help define the structure of the organization and show how the organization perceives the opportunity of involving alliances in the decision making process.
As noted by Cummings and Worley (2014), an extensive involvement of the ideas of partners and stake holders in an organization would help establish an objective opinion for ensuring success and help influence the power of decision making. As a result, the evaluation capacity of the organization would be positively affected since each and every department in the organization would tend to conceptualize the ideas of the alliances. Additionally, for a large nonprofit organization to realize success in the competitive environment, there is need for the partners and stake holders to determine the credibility of human capital in ensuring capacity development (Cummings & Worley, 2014). On the same note, the ideological construct of human capital development is normally considered in situations where the personnel of the organization in question are in good capacity to conduct thorough scrutiny of the staff competency and technical skills.
The idea of articulating human capital also plays an essential role in enacting the competency of the personnel and also offers an ideal platform for providing formal education and training in the capacity development mainstream. According to Argote (2012), the essentiality of human capital has been on the forefront in addressing the organization marketing strategies and participating in the strategic planning initiatives. The concern of involving the stakeholders of the organization in the marketing strategies and the promotion of financial development has not only helped address the concern of program implementation but has also enabled most organizations realize success in their efforts to attain a recommendable capacity development (Burgelman, 2012). Based on the wide range of responsibilities assigned to the partners in most organization, the conceptualization of the ideology of assessment creation and capacity development has not been so skeptical in providing and determining the type and validity of evaluation experience. The evaluation approaches based on the culture of the organization has been able to provide directives on the essentiality of collaborative modalities and the shared leadership potential (Gold &Arvind, 2001).
The idea of considering culture and structure of the organization in determining the performance has been able to present alternative solutions to issues involving and identifying the most effective programs to impact on evaluation and capacity building. Development of the adequate perception and comprehension in the culture of the organization has been perceived by quite a number of academics and profound scholars as very categorical in outlining and ascertaining the competence level within an organization (Burgelman, 2012). Establishing an adequate communicable information on the attitudes of the partners in most large nonprofit organization help assess their readiness and willingness to take part in ensuring success in an organization. In view of the culture of an organization, it may be quite unrealistic to present an objective opinion that assessment creation and capacity building is a complex exercise (Malen et al., 2015). When this concern is not debated upon, most partners will definitely feel worried about the success of the organization and will tend not be actively involved in the assessment process and capacity building exercise.
In addition, the organizational culture and structure has always been considered as a technique of testing the confidence and awareness of the organization stakeholders with regards to evaluation and capacity assessment. In view of the YMCA organization, as a large nonprofit company, the culture of evaluation in the context of assessment creation and capacity building varies considerably depending on the perceptions of alliances and stakeholders (Grant et al., 2004). In such situations, other partners may be aware of the need and the essentiality of the assessment process in driving organization improvement and performance. The consideration of the personality of the leaders in improving growth and development of most organizations has been able to clearly define the execution of the assessment process and capacity building modality. The institutionalization of the modern assessment evaluation has made tremendous development in encouraging the sustainability practices of both the established and upcoming organizations (Armstrong & Taylor, 2014).
Quite a number of companies today, more specifically YMCA has shown adequate improvement by involving organizational leaders in the evaluative thinking in both the local and international environment. This development has not only enabled YMCA to make exclusive adjustment in matters pertaining to profit maximization but has also created an idealistic platform for the organization to realize its fundamental goals and objectives (Burgelman, 2012). Incorporating the ideas of the leaders of an organization through a technique of negotiation has been very instrumental in the implementation and assessment of the capacity building exercises. In addition, it may be quite recommendable to engage partners and leaders of most nonprofit organizations to come to terms in ensuring the quality of building and evaluating the assessment process (Malen et al., 2015).
Designing a comprehensive decision making process is quite essential in evaluating factors concerning partnering with a sole purpose of determining the authenticity of capacity building in most organizations. Designing a business making process would consider issues such as how organizations carry out their daily operations, particularly with regards to assessment creation and capacity building techniques (Gold & Arvind, 2001). A better and most appropriate decision making process would ensure that the organization in question is able to compete adequately in the ever changing economic environment. This concern would not only help improve the quality of the organization’s services but will also enable the company to be very instrumental in selling the ideas of its decision making processes and its capability in the competitive environment (Jamalli et al., 2015).
There are quite a number of theories and models that could help address the concern of an organization assessment creation and capacity building. Most models need to conceptualize the essentiality of both the validity and reliability of the evaluation exercise. The model of requisite evaluative thinking is primarily preferred to incorporate the opinions of leaders in an organization. As observed by Cummings and Worley (2014), developing a clear understanding of this model may enable the organization address concerns such as customer relationships, strategic planning, alliances and shared leadership potential. The models and theories developed in understanding the organizational capacity of the YMCA Company serve as a guiding framework in defining the assessment process and sustainability practices (Burgelman, 2012). The figure below acts as a flowchart with a sole purpose of the decision processes that most organizational leaders would adopt to improve business performance and sustainability practices. The flowchart plays a significant role in outlining the essentiality of human resource managers to take part in the potential partnerships and collaboration practices. In addition, the figure also tends to clarify the authenticity of planning and monitoring that most human resource managers consider in the evaluation of the assessment process and capacity building.
In conclusion, idea of incorporating the fundamental facets of partnership and alliances in most developing and fully established organizations is an excellent idea that needs to be accorded requisite attention. In view of the previous studies, most researchers and academic professionals have always presented an objective opinion that nonprofit organization across the globe tend to encounter a shortcoming of ensuring quality services and community development. Hence there is need for future organizational leaders and human resource managers to consider the aspect of public policy and innovation initiatives. When such policies are adopted, most organizations would be in a good position to better understand the essentiallity of incorporating the alliances and partnerships in boosting their capacity development.
References
Argote, L. (2012). Organizational learning: Creating, retaining and transferring knowledge. Springer Science & Business Media.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Burgelman, R. A. (2012). Managing the internal corporate venturing process. Sloan Management Review (Winter 1984).
Cummings, T., & Worley, C. (2014). Organization development and change. Cengage learning.
Grant, R.M. and Baden-Fuller, C. (2004), “A knowledge-accessing theory of strategic alliances”, Journal of Management Studies, Vol. 41 No. 1, pp. 61-84.
Gold, A. H., & Arvind Malhotra, A. H. S. (2001). Knowledge management: An organizational capabilities perspective. Journal of management information systems, 18(1), 185-214.
Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource management roles in corporate social responsibility: the CSR‐HRM co‐creation model. Business Ethics: A European Review.
Mills, A. M., & Smith, T. A. (2011). Knowledge management and organizational performance: a decomposed view. Journal of Knowledge Management, 15(1), 156-171
Malen, B., Rice, J. K., Matlach, L. K., Bowsher, A., Hoyer, K. M., & Hyde, L. H. (2015). Developing Organizational Capacity for Implementing Complex Education Reform Initiatives Insights From a Multiyear Study of a Teacher Incentive Fund Program. Educational Administration Quarterly, 51(1), 133-176. https://eric.ed.gov/?id=EJ1048792
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SAMPLE ANSWER
Section 1
Be that as it may, there are quite a number of steps that can be categorically considered in conceptualizing the ideological construct of an assessment process. The paper examines five key steps to define clearly and establish an evaluation process by demonstrating the credibility on how the organization capacity can be exclusively managed.On same note, the idea of establishing the creation of assessment process has not only helped large non-profit organizations realize success but has also enabled such organizations perform in the competitive environment (Argote, 2012). An ideal case study for this concern is the YMCA organization. The underlying key steps considered in this paper include: Becoming well acquainted with the organization’s structure,Evaluation of organization’s capacity or assessment survey. It also provide insights Virtual focus group,involving the ideology of key informant interviews and taking an active part in the sites visits (Armstrong & Taylor, 2014).
Step 1: Becoming well acquainted with the organization’ structure, culture, and assessment requirements
This first step conceptualizes the social construct of developing a comprehensive assessment process. This step explicitly establishes an idealistic understanding of the culture of the organization and the assessment protocols, particularly through developing an ideal platform for scrutiny concern in the context of the capacity of the organization. This concern has been quite essential in helping large non-profit organizations such as YMCA establish a high level management of capacity development (Burgelman, 2012). A comprehensive study of the culture and organization’s ability will conceptualize an ideal general sense to further refine a modality that will meet the organizations’ goals and objectives. Ideally this could help offer an alternative solution to issues surrounding the authenticity of the organization’s structure and culture. This first step creates the way for the organization to understand the reasons as to why they want to take part and engage in the assessment process. This step will ensure capacity building at the initial stages of the assessment process that definitely gives hope to realize success at the end of the assessment process (Malen et al., 2015). On the same note, the first step gives an objective opinion to fully develop a deeper comprehension of the organization culture and sustainability practices. This creates an ideal platform to ensuring future certainty in the evaluation of the future capacity assessment and organizational success. As observed by Grant et al.(2004), the social perception of becoming well acquainted with the organization culture and structure enables the organization to successfully determine its area of strengths and weaknesses. Additionally, the first step enables the organization’s personnel to come to friendly terms in pinpointing on the considerable framework and modalities for carrying out a convincing capacity assessment process (Gold & Arvind, 2001).
Step 2: An evaluation of the capacity/assessment survey
This step considers the ideological construct of carrying out the implementation and thorough scrutiny of the capacity assessment survey. This step conceptualizes the objective opinion of selecting a survey tool as the primary data collection technique. This objective definitely defends the idea that surveys are a cost-friendly modality for getting recommendable communicable information from a large population (Jamalli et al., 2015). Realistically, assessment survey comes out as the only ideal option in the evaluation of the capacity assessment process. This is because it establishes the opportunity of accessing a larger sample that will convincingly act as an idealistic representative of the entire organization’s ability, considering the limiting factors such as resource constraints and time(Cummings &Worley, 2014). Most notably, it is quite essential to consider the fact that the content of the survey tool can be amended dependingon the urgency and the purpose of the information describing the type of study and the outcome evaluation. The assessment survey considers the application of data management systems and the use of logic theory to explicitly carryout a substantive outcome scrutiny that would ensure participant’s satisfaction (Mills & Smith, 2011).
Step 3: Virtual Focus Group
The ideological notion of considering the essentiality of virtual focus group is to; adequately establish an objective opinion to fully take note of the factors that pose greater influence on the evaluation of the survey results at a significantly lower capacity. In as much as traditional focus groups has been applied in the previous researches, the concept of the focus group come out as an idealistic modality of taking note of the organization perception and beliefs, particularly in situations involving evaluation of capacity assessment (Grant & Baden-Fuller, 2004). The virtual focus group gives the organizations’ personnel the audacity to build trust on one another, through lively discussions. And this objectively plays a significant role in helping the organization realize success in the competitive environment(Grant et al., 2004). Realistically, the consideration of virtual focus groups in the creation of the assessment process help in the quick collection of qualitative information from the multiple personnel within the organization. This considerably would tremendously contribute to the time and the cost needed in conducting and creation of the assessment process (Malen et al., 2015). The consideration of the of virtual focus group in the creation of the assessment process is perceived as a low evaluation capacity. Since the groups will not only base their arguments on their own perspective but also consider other opinions from different responses, particularly in situations where their competency I’d doubted in the evaluation of topics.
Step 4: Key/ chief informant interviews
The key informant interviews, as the fourth step is always perceived as one-on-one interrogation. Where, the personnel of the selected organization are put to task in the evaluation of the capacity of assessment of the organization in question. Collectively, this step offers a confidential platform for addressing the areas that need evaluation for the organization to realize success at the initial stages of assessment creation(Burgelman, 2012). Interviews are selected as a requisite modality for providing an in-depth communicable information as they gauge the capacity of the understanding of assessment creation and the terminologies conceptualized in the survey. Key informant interviews are most commonly selected to define the essentiality of medium size (Grant et al., 2004).This notion provides a friendly overview of the idealistic opportunities to gather numerous and rich qualitative to address the ideology of assessment creation extensively. Realistically, this will give space to share diverse information with regards to assessment creation and evaluation strategies. Hence the step serves as a communicable theory and a model for assessment creation and capacity building.
Step 5: Site visits
Site visits are primarily preferred in the assessment creation as it tends to gather and presents a detailed data concerning the operations of the organizations’ activities from multiple personnel in a broad range of functions and idealistic roles. In view of the previous researches, site visits has been extensively perceived as a recommendable data collection modality(Gold & Arvind, 2001). These visits ensures high capacity building and creates an ideal platform to exclusively conceptualize models and approaches in validating the credibility of establishing assessment evaluation process(Grant et al., 2004).
Section 2
Variables that influence organization’s capacity
In view of the previous researchers, exclusive establishment and management of the organization’s ability basically depends on the competence, leadership skills and potential, functional collaboration with other agencies and effective management.Realistically, the essence of considering competency in outlining and defining the performance of an organization helps spans the sense of responsibility to explicitly establish an idealistic mechanism for addressing the organization drawbacks(Grant & Baden-Fuller, 2004). The idea of considering highly skilled and competitive leaders in the management of the organization helps create an idealistic patterns of relationships to effective come up with an objective opinion on how to deliver quality service(Gold & Arvind, 2001). The ideological construct of the shared leadership and collaboration helps establish a formal technique of task sharing and coordination that would enable the organization to realize success. Additionally, efficient management creates an ideal platform for the organization to consider independence as a number one priority in its endeavors for economic performance and quality service delivery.
Analysis and conceptualization of the advantages and disadvantages of outsourcing, alliances and partnership in building organization agility and capacity
In view of the benefits of outsourcing and partnership in developing the organizations’ capacity, the idea of shared leadership potential come out to be quite essential to establishing the fact that two heads are better than one. On the same note, if the knowledge and competency are borrowed from a different organization, the high sense of opportunity for income splitting is developed. Ideally this would create a chance for resultant tax savings(Argote, 2012). In addition, the idea of collaborating or rather outsourcing would ensure an easier modality to change the organizations’ legal structure in a situation where circumstances do not go as expected. Another advantage of alliances in building the capacity of the organization is that there is limited external regulation, particularly in handling matters pertaining to policy enactment (Jamali et al., 2015).
In view of the disadvantages of outsourcing, partnership and alliances, the liability of the two collaborating parties regarding the debts of the organization is unlimited. On the same note, unions are liable for their debts in the partnership pact as well as the being liable for all the incurred debts in the organization. When such situations are experienced, there are typically high risks of disagreements between the two collaborating parties. Ideally this would affect the quality of economic performance in the competitive environment (Cummings & Worley, 2014). Another disadvantage that come out quite significantly is experienced in situations where individuals may want to join or leave the alliance. In such situations, all the parties will to value all the alliance assets this would be quite costly.
Variables that impact and influence the potential models of partnership
There are quite a number of variables that would exclusively pose an impact on the essentiality of cooperation and alliances. The first variable to adequately address this concern is the size of an organization. Most notably, a larger will develop a higher sense of coordination. Articulate sense of coordination ensures active participation of the decision makers in all the departments of the organizations (Argote, 2012). Hence, when the organization is large there is high possibility that it has several professional with various skills and competence. And this will help boost human capital development and maintain the outstanding performance of the organization in the competitive environment. The culture of the organization also plays an essential role in influencing the potential theories of partnership. When business culture is deeply rooted in the skills and professionalism creation, it will be highly profitable and competitive and most organizations would want to be associated with it. Additionally, the mission of the organization also speaks a lot under the umbrella of ensuring quality service delivery and employment creation (Burgelman, 2012). This is because it creates an ideal platform for the collaborating parties to come together and present an objective opinion to adequately address the concern of capacity development.
Models that HR considers in assessing different types of partnerships
There are two major models that the HR considers in evaluating different types of partnerships. The first model that is considered is the theory of group behavior. Most human resource managers consider the ideological construct of group behavior to adequately enable them create an ideal platform for assessing different types of partnerships (Gold &Arvind, 2001). This model focuses on shared leadership potential significantly to avert the challenges that arise in situation where the competency of the personnel is doubted. The second model that is considered is theory of group development. A comprehensive conceptualization of this model helps the business partners to consider transformative social change that would adequately enable them to set up realistic goals and objectives and become very competitive in the market.
Conclusion
The idea of becoming well acquainted with the structure and the culture of the organization needs to be accorded requisite attention. This is because it has always established an ideal platform for capacity development for most organization since the dawn of time. In view of the previous researches, the fundamental idea of taking an active part and engaging in the evaluation creation has always enabled most organization across the globe to realize success in the competitive environment. Hence, the need for current organizations to engage in the evaluation process by taking note of the data collection modalities such involving focus groups and taking part in the assessment survey is inevitable.
References
Argote, L. (2012). Organizational learning: Creating, retaining and transferring knowledge. Springer Science & Business Media.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Burgelman, R. A. (2012). Managing the internal corporate venturing process. Sloan Management Review (Winter 1984).
Cummings, T., & Worley, C. (2014). Organization development and change. Cengage learning.
Grant, R.M. and Baden-Fuller, C. (2004), “A knowledge-accessing theory of strategic alliances”, Journal of Management Studies, Vol. 41 No. 1, pp. 61-84.
Gold, A. H., & Arvind Malhotra, A. H. S. (2001). Knowledge management: An organizational capabilities perspective. Journal of management information systems, 18(1), 185-214.
Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource management roles in corporate social responsibility: the CSR‐HRM co‐creation model. Business Ethics: A European Review.
Mills, A. M., & Smith, T. A. (2011). Knowledge management and organizational performance: a decomposed view. Journal of Knowledge Management, 15(1), 156-171
Malen, B., Rice, J. K., Matlach, L. K., Bowsher, A., Hoyer, K. M., & Hyde, L. H. (2015). Developing Organizational Capacity for Implementing Complex Education Reform Initiatives Insights From a Multiyear Study of a Teacher Incentive Fund Program. Educational Administration Quarterly, 51(1), 133-176.
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Human Resource Management and Human Resource Order Instructions: I need an essay in the following subject:
Human Resource Management and Human Resource
•Reflect on how your view of HRM and the HR profession has changed. Then, ‘reflect forward’ to the future of HRM, and try to predict one or two new developments, trends or changes in the field that could occur over the next five to ten years. Be creative, and do not allow current constraints in existing technology or business practices to restrict your thinking.
•Post a brief (approximately 1100 words) analysis of how your view of HRM has changed and how the profession might change in the future. In formulating your post, consider the following questions:
o How has your view of HRM changed as a result of your learning in this module?
o How has the HR profession itself changed, and how is it likely to change in the coming five to ten years?
o What skills and competencies are likely to be needed by leaders with HR responsibilities in the context of these possible developments?
1)The answer must raise appropriate critical questions.
2)The answer must include examples from aviation experience or the web with references from relevant examples from real aviation companies. I prefer an example from Qatar Airways, Etihad airline, Emirates airline, Al Arabia Airline.
3)Do include all your references, as per the Harvard Referencing System,
4)Please don’t use Wikipedia web site.
5)I need examples from peer-reviewed articles or researches.
Note: To prepare for this essay please read the required articles that are attached
Human Resource Management and Human Resource Sample Answer
A human resource refers to the top leaders in any management and perceived to have the required experience in the industry and credibility to make work done accordingly. Human resource management is known to change over the years whereby, the change is accompanied by increased self-doubt among the managers who need to be equipped with good insights. Richey et al (2011) argue that the insights will work well on a more informed global data usage in the industry as compared to personal human perception that may at a time be wrong will enable the new human resource to have a sense of meaning and substance in its undertakings. The profession will entail some characteristics that will come as a result of its changes that may take place (Chen, 2011). These characteristics are inclusive of the governing body that will control all the activities of the whole profession. The governing body will be in a good position to profit training to its stakeholders after educating them in seminars and also offer professional certificates to qualified members. The human resource profession will act as a body of knowledge that can define the knowledge held by its members through the use of clear insights (Petrescu & Konrad, 2012). The new body will have a good code of ethics that will help in the disciplining of the workers in their conduct for performance at the same time using the accepted work standards. The human resource to work effectively, it will have to obtain the legal status that will qualify it to carry out functions legally. On the other side, the human resource will have a legal permit to carry out research activities as required from funding and the use of data-based solutions. The profession will have the independence of its own where it will be in a position to carry out its activities independently in service of its clients (Brauns, 2013). The members in a given society will be satisfied by the profession; since it will be in better position of offering legislative insights to the community in the United Kingdom. The newly changed human resource management will receive high recognition of its work done in the whole of United Kingdom. When all the above-discussed characteristics will be evident in the new profession then it will deserve the honor. The new organization will have a different perception where it will view everyone as a leader where it will give everyone authority to act to the welfare of a given organization in the United Kingdom. These new leaders on the other side will have the reinvigorated accountability that will ensure all people accountable for what they did, be it good or negative. There will be the inclusion of leaders termed as co-authors who will be mandated to write narratives that will be used for the efficiency of the various functions in the organization (Abu-Jarour, 2014). The human resource management will better its activities in the future for the benefit of the globalization that has been a key area of concern to the planet. The earth planet has been affected by globalization causing an increase in the ocean levels and change in climate. HRM is as well concerned about the diversity of different cultures of different people (Hodgson, 2002).
The profession has employed professionals and abandoned the generalists who use to head the filed there before. There are various changes that came as a result of the new professional being employed in the profession like changes in the organization and improved research works. These changes are inclusive of feminization that has taken place. This is to imply that the number of men in the profession has reduced while that of women increasing at a very rate. It is clearly indicated that the high number of female professionals have been working with male associates in the industry. The human resource professionals have been known to be well educated whereby, the number of people with graduate degrees was recorded to be 51percent in 2012. Today’s market will only be captured by the educated professionals in the field. Focusing on educated entities may be a bias act but, it is promising at the end where the knowledgeable people impact their knowledge in bettering the field. Farndale and Brewster (2005) argue that, there was evidence of the career patterns for the HRM professionals where they demanded to have more outsourced in the changing society with less information technology to aid in shaping the profession. The human resource professionals have been well known in offering the specialist’s insights to mean that, most of the professional careers will be more on the functional specialist. There has been evident growth of people in the professional over the last years indicating that learned individuals have been moved for the purpose of career purposes. The increase to talent and capital has been evident in the role of the Human resource professional (Francis, 2003).
The business performance of the Human resource management has been affected by the competencies of its professionals who are well competent in performing their work (Francis and Keegan, 2006). The effectiveness of the HRM professionals has been affected by their competencies that enabled working in the industry to increase drastically leading to high work performance for the past years. Over the past years HRM has been changing in its development matters, retention of its services and advocating for new developments that could be of high benefit to the industry. Changes have been evident in strategic planning for a workforce in the profession that indicated sameness to segmentation. The profession has changed by being in the key front of ensuring that it persuades education because knowledge is power (Rynes, 2004).
My view on the HRM development has changed as is thought that the profession has no future only to realize that there are very many changes that have taken place and others that are bound to take place for its success. The profession has employed the best brains (graduates) an act that shows how the profession is bound to be very much development as these brains will instill what they have learned in the profession making it better each day. I have learnt that, the professional has future growth plans that will help it in its prosperity and daily endeavors. My perception has changes as have been able to understand how to examine the function of the strategic partners in the profession.
Human Resource Management and Human Resource References
Brauns, M. 2013. Aligning strategic human resource management to human resources, performance and reward. The International Business & Economics Research Journal (Online), 12(11), 1405-n/a. Retrieved from http://search.proquest.com/docview/1458944506?accountid=45049
Chen, Y. 2011. Evaluation of human resources using development performance management (DPM): A study among schools in taiwan. International Journal of Management, 28(4), 150-164,195. Retrieved from http://search.proquest.com/docview/902631523?accountid=45049
Farndale, E. and Brewster, C. 2005. ‘In search of legitimacy: personnel management associations worldwide’. Human Resource Management Journal, 15: 3, 33–48.
Francis, H. 2003. ‘HRM and the beginnings of organizational change’. Journal of OrganizationalChange Management, 16: 3, 309–327
Francis, H. and Keegan, A. 2006. ‘The changing face of HRM: in search of balance’. Human Resource Management Journal, 16: 3, 231–249
Hodgson, D.A. 2002. ‘Disciplining the professional: the case of project management’. Journal of Management Studies, 39: 6, 803–821nn.
Richey, R. G., Hilton, C. B., Harvey, M. G., Beitelspacher, L. S., Tokman, M., & Moeller, M. 2011. Aligning operant resources for global performance: An assessment of supply chain human resource management. Journal of Management and Organization, 17(3), 364-382. Retrieved from http://search.proquest.com/docview/871907441?accountid=45049
Rynes, S.L. 2004. ‘Where do we go from here: imagining new roles for Human Resources’. Journal of Management Inquiry, 13: 3, 203–213
•Reflect on how your view of HRM and the HR profession has changed. Then, ‘reflect forward’ to the future of HRM, and try to predict one or two new developments, trends or changes in the field that could occur over the next five to ten years. Be creative, and do not allow current constraints in existing technology or business practices to restrict your thinking.
•Think about what new skills or competencies might be needed by leaders with HR responsibilities in the context of the changes you predict.
•Post a brief (approximately 550 words) analysis of how your view of HRM has changed and how the profession might change in the future.
In formulating your post, consider the following questions:
•How has your view of HRM changed as a result of your learning in this module?
•How has the HR profession itself changed, and how is it likely to change in the coming five to ten years?
•What skills and competencies are likely to be needed by leaders with HR responsibilities in the context of these possible developments?
1) The answer must raise appropriate critical questions.
2)The answer must include examples from aviation experience or the web with references from relevant examples from real aviation companies
3)Do include all your references, as per the Harvard Referencing System,
4)Please don’t use Wikipedia web site.
5)I need examples from peer reviewed articles or researches.
Note: To prepare for this essay please read the required articles that is attached
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Human resource managers are leaders in an organization who lead people in what ought tobe done.Leaders are encouraged to be heart leaders to mean that they need to use their brains and work form their hearts to give their best to the community(Francis, 2003).The HRM is changing in the near future such that the newly changed HRM will perceive everyone in the community as a leader who can do what is recommended of them in their work. The profession will enhance the authority to act ensuring that all work is well done in the organization (Francis, 2003). The new HRM will give its professionals reinvigorated accountability, such that every workers will be accountable for all that they will do (Farndale and Brewster, 2005). The new HRM will by all means tackle the issue of globalization and diversity to ensure that the climate is well conserved. The new HRM will be in a better position of ensuring that individuals are given the chance to ensure that they try what they perceive to be workable and best to the organization. The new HRM profession will encourage the spiritualism spirit and usage of self-knowledge among the organization leaders in their work. The new HRM will connect people by the use of the advanced technology all over the world, while aligning culture practices and good behavior in the whole profession (Chen, 2011). The new profession will enable leaders to impact favorably to the business performance. The professionals in this case will be in a better position to give their best under the guidance of an activist and will be best in the contribution of the customer focus business that is well strategized.The organizations will be made stronger through using of the advanced technology evident in the new HRM while defining the context(Pritchard, 2010). The profession will comprise of the innovator in other words an integrator who can integrate issues accordingly (Brauns, 2013). The change champion will be present to co-ordinate all the changes taking place together with the capacity builder who will be mandated to ensure that the profession meets its obligation. There will be a technology proponentin charge of all the technological activities that are to take place.According to Ulrich, (2013) the main person will be the credible activist who will co-ordinate all the activities of the organization in regard to the profession.
There are several changes that have been taking place in the organization and are inclusive of who the leaders are and what they can be able to do.Over the years, HRM are the strategic partners who can lead people ahead all-time to the organizations success (Abu-Jarour, 2014). The changes that took place in the professional over the years are comprised of the effectiveness step that was put in place to ensure that work is done in usage of the right insight and personal impact. Changes were evident when HRM became strategic inits plans and activities, when it became a partner in its work through ensuring that it remained a generalist in all its activities.
My view about the profession has changed in that, I didn’t know if the profession is bound to change only to realize it has very many strategic plans of bettering its functions.My view has changed on the realization of the technological activities that are bound to take place among leaders and this will improve the functionality of the profession. Therefore, the future HRM will most likely cater for social, economic, and environmental aspect of their workforce.
Brauns, M. 2013. Aligning strategic human resource management to human resources, performance and reward.The International Business & Economics Research Journal (Online), 12(11), 1405-n/a. Retrieved from http://search.proquest.com/docview/1458944506?accountid=45049
Chen, Y. 2011. Evaluation of human resources using development performance management (DPM): A study among schools in taiwan. International Journal of Management, 28(4), 150-164,195. Retrieved from http://search.proquest.com/docview/902631523?accountid=45049
Farndale, E. and Brewster, C. 2005. ‘In search of legitimacy: personnel management associations worldwide’. Human Resource Management Journal, 15: 3, 33–48.
Francis, H. 2003. ‘HRM and the beginnings of organizational change’.Journal of Organizational Change Management, 16: 3, 309–327
Pritchard, K. (2010). Becoming an HR strategic partner: tales of transition.Human Resource Management Journal,Vol 20, no 2, pages 175–188
Ulrich, D., Younger, J., Brockbank, Wayne, & Ulrich, M. (2013).The State of the HR Profession.Human Resource Management.Vol. 52, No. 3. Pp. 457–471
Wells, A. (2013). What is HR Leadership? A Twenty-First Century Perspective.Journal of Organizational Learning and Leadership. Vol.11 (2) pp1-7
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