Category: Human Resource Management

The role of the HR leader in CSR Essay

The role of the HR leader in CSR
The role of the HR leader in CSR

The role of the HR leader in CSR

Order Instructions:

Dear Admin,

I need an essay in the following subject:

The role of the HR leader in CSR
CSR will remain a lofty ideal with no practical impact if organisational leaders do not take responsibility for its implementation. As with other strategic aspects of organisations, CSR planning and implementation is often a joint effort of leaders in many roles, including the HR leader. In this week’s Collaboration, you will continue your discussion on the nature and value of CSR, expanding your dialogue on the role of HR professionals in CSR.

a)Search for examples of CSR online and for additional scholarly research on CSR, focusing on the role of HR.

b)Critically analysing the CSR-related HRM practices of organisations with which you are familiar or which you have researched online.

c)Synthesising general lessons about the HR leader’s role in, and responsibility for, promoting, planning for and implementing CSR

d)Discussing the ability of CSR to enable HR leaders to address ethical and cultural issues within an organisation

Also, the following conditions must meet in the essay:

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 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

The role of the HR leader in CSR

As the function of human resource department in a company continues to expand and human resource personnel become more entrenched in the business strategy in many organizations across the United Kingdom, CSR can have considerable implications for the HR profession. In this paper, a discussion of the role of the human resource (HR) professionals in corporate social responsibility (CSR) is provided. A critical analysis of the CSR-related human resource management practices of organizations in the aviation industry is also provided. Moreover, this paper discusses the general lessons about the role of the HR in, and responsibility for, promoting, planning for, and implementing CSR as well as the ability of CSR to enable HR leaders to address both cultural and ethical issues within an organization.

Cohen, Taylor & Camen (2011, p. 15) pointed out that the commitment of an organization to CSR is a component of both customer brand and the employment brand. Human resource professionals have embraced it and use it as a tool when retaining existing talent or recruiting new talent to the company. HR departments play a vital role in making sure that the organization adopts CSR programs. In addition, the human resource department can manage the corporate social responsibility plan implementation and proactively monitor its espousal, whilst noting and celebrating its success in the organization (Preuss, Haunschild & Matten 2009, p. 973).

Successful corporate social responsibility calls for a clearly expressed mission statement, vision, as well as values. The human resource leader could endorse or initiate the upgrading or development of a values, mission, and vision foundation if one is lacking or if it exists but does not address corporate social responsibility in an explicit manner (Cohen, Taylor & Camen 2011, p. 16). For the foundation to foster alignment, it should include elements of CSR or sustainability. Where a corporate social responsibility ethic is yet to take hold, the HR leader could support the need and opportunity for a mission, vision, and a set of values for the company and explain the way it could add return on investment to the company; that is, why this can be a good people strategy and a good business strategy at the same time (Guerci et al. 2015, p. 328). The HR leader can inform the organization’s board and senior executives about the opportunity and what it means and the reason why it actually makes good business sense. In essence, these are the initial steps to building corporate social responsibility into the DNA of the company and into the strategic and operating framework of the company (Voegtling & Greenwood 2013, p. 66).

The moment the mission, vision, and values framework is clear, the company is now set to take on the development of its corporate social responsibility strategy. At this stage, the HR leader’s role is of major importance to every step. HR professionals have a significant people perspective to contribute and they would be involved in the implementation of the main measures (Morgeson et al. 2011, p. 287). In organizations in which corporate social responsibility is housed within the HR department, the HR leader has a central role in the development of CSR strategy. The HRM manager is a strategic partner in the company; hence he or she can assist in driving the formulation of the corporate social responsibility strategy.

Lis (2012, p. 282) stated that not every business organization has the resources – personnel, time, and money – to funnel corporate social responsibility programs. Nonetheless, these CSR initiatives may not be costly or may not necessitate a commitment of too much time. Companies which are interested in corporate social responsibility can decide to begin with small projects which demonstrate their dedication to the community and their staffs. Human resource managers could address a challenge such as this one by considering various options and coming up with ingenious approaches to Corporate Social Responsibility to present to their organization. For instance, they can consider partnering with other companies such as a co-sponsor (Mankelow 2008, p. 2177). Thus, the HR leadership as the company’s ears and eyes is critical to the corporate social responsibility equation. It is notable that through properly-managed policies, programs, and practices, HR has the opportunity of engaging the company’s top management and the company’s stakeholders in the value of CSR. It can do this by focusing on employee relations, community relations, communications, safety, and health to offer their companies a competitive advantage. Lis (2012, p. 291) stated that HR managers can influence 3 key CSR standards – community involvement, employment practices, and ethics – which relate either in an indirect or direct way to the local community, clients/customers, or staff members. By taking into consideration these 3 corporate social responsibility standards, HR managers can then recognize their company’s CSR stage prior to making decisions to develop and carry out corporate social responsibility initiatives.

An example of the critical role of the HR leader in CSR in the aviation industry is as regards Air Greenland. Air Greenland takes CSR very seriously. This airline is committed to creating a common value for the company and the society in everything it does. As such, Air Greenland chose to call its Corporate Social Responsibility approach We bring Greenland forward (Air Greenland 2013). With viability, reputation, and at times survival of the organization at stake, the HR leadership at Air Greenland undertook the critical role of spearheading the development as well as strategic execution of corporate social responsibility throughout the company and promoting sound corporate citizenship. Air Greenland understands that a fundamental barrier to Greenland’s development is the lack of skills and competencies (Air Greenland 2013). For that reason, this airline is actually committed to developing competence throughout the organization as well as to supporting education more generally outside the organization. Moreover, this airline is committed to skills and competence development of its staffs in a balance between the staffs own wishes and the needs of the airline (Air Greenland 2013). In this regard, the HR department at Air Greenland manages the corporate social responsibility plan execution and the HR leader proactively monitors its adoption, whilst noting and celebrating its success organization wide.

CSR initiatives and programs are able to enable HR leaders to address ethical and cultural issues within an organization. As part of HR initiatives related to ensuring the inclusion of employees from diverse cultures, HR managers would recruit and employ individuals of different cultural backgrounds. HR leaders are also vital in the development and implementation of ethical practices and standards in dealings with every stakeholder of the organization. HR leaders explicitly communicate the organization’s commitment to ethical conduct and ensure that all employees strictly uphold ethical conduct in the organization (Preuss, Haunschild & Matten 2009, p. 962).

Conclusion

To sum up, HR departments in many organizations play an imperative role in making sure that their organizations adopt corporate social responsibility initiatives. The HR manager is a strategic partner in the business organization and can be of assistance in driving the development of the corporate social responsibility strategy. Through properly-managed policies, programs, and practices, the HR leader can engage the company executives and stakeholders in the value of Corporate Social Responsibility for instance focusing on worker relations, community relations, communications, safety, and even health so as to offer their firms a competitive advantage in the marketplace.

References

Air Greenland 2013, Corporate Social Responsibility (CSR) Policy for Air Greenland. Retrieved from https://www.airgreenland.com/media/522581/corporate-social-responsibility-policy-air-greenland-signatures.pdf

Cohen, E., Taylor, S., & Camen, MM 2011, HR’s Role in Corporate Social Responsibility and Sustainability. Coventry, England: Cengage Learning.

Guerci, M, Radaelli, G, Siletti, E, Cirella, S, & Rami Shani, A 2015, ‘The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective’, Journal Of Business Ethics, 126, 2, pp. 325-342, Business Source Complete, EBSCOhost, viewed 6 February 2015.

Lis, B 2012, ‘The Relevance of Corporate Social Responsibility for a Sustainable Human Resource Management: An Analysis of Organizational Attractiveness as a Determinant in Employees’ Selection of a (Potential) Employer’, Management Revue, 23, 3, pp. 279-295, Business Source Complete, EBSCOhost, viewed 6 February 2015.

Mankelow, G 2008, ‘Social responsibility paradox of small business human resource management practices’, International Journal Of Human Resource Management, 19, 12, pp. 2171-2181, Business Source Complete, EBSCOhost, viewed 6 February 2015.

Morgeson, F, Aguinis, H, Waldman, D, Siegel, D, Kraimer, M, Takeuchi, R, & Frese, M 2011, ‘Special Issue Call for Papers: Corporate Social Responsibility and Human Resource Management/Organizational Behavior’, Personnel Psychology, 64, 1, pp. 283-288, Business Source Complete, EBSCOhost, viewed 6 February 2015.

Preuss, L, Haunschild, A, & Matten, D 2009, ‘The rise of CSR: implications for HRM and employee representation’, International Journal Of Human Resource Management, 20, 4, pp. 953-973, Business Source Complete, EBSCOhost, viewed 6 February 2015.

Voegtling, C., & Greenwood, M 2013, CSR AND HRM: A Review and Conceptual Analysis. Academy Of Management Annual Meeting Proceedings, 65-70. doi:10.5465/AMBPP.2013.21

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The Human Resource Frame Paper Assignment

The Human Resource Frame Paper Assignment Using the same chosen organization from the previous paper, DESCRIBE it using the human resource frame perspective and its key assumptions highlighted in
Bolman and Deal.

The Human Resource Frame Paper Assignment
The Human Resource Frame Paper Assignment

Ideas to consider include, how specific human resource issues are addressed, such as motivation, interpersonal dynamics, boss-subordinate
interfaces, etc. What is the general philosophy for managing people? Is there an employee value proposition? What kinds of development opportunities exist
for personnel? How are new hires selected or promotions decided? How does the organization convey fit? What is the organization?s philosophy related to
issues of diversity or difference? What benefits exist for current employees or retirees? Be sure to provide concrete examples when describing your
organization from this frame perspective.
Don’t forget to attach all relevant information with your submission to the instructor. Your paper should have an introduction and closing, be four (4)
pages, 12 point font, Times New Roman, double spaced, with 1-inch margins. Substantiate claims and cite all resources using APA format.
As before, please attach your paper using the add attachment function. Do not cut and paste your work into the text box.
Lastly, use this Cover Letter Format to develop a separate cover letter document in addition to your paper. Attach the cover letter with your paper by the
due date.
Use “Reframing Organization” By Lee G. Bolman and Terrance E. Deal as one of the references. Also, go to the website of Cantor Colburn LLP

Human Resource competencies Assignment

Human Resource competencies 
Human Resource competencies

Human Resource competencies

Order Instructions:

Dear Admin,

I need an essay in the following subject:

•Create a personal mission, vision and goals statement. You will be able to revisit your goals at the end of this module and develop an action plan for working toward those goals throughout your programme.

•How do you see yourself as a professional and a person five years from now? Incorporate what you are learning this week about Human Resource competencies as appropriate.

•What are your personal values related to your professional career?

•How do your personal values and ethics relate to the principles of academic integrity?

•What are your short-term and long-term goals related to your professional career?

•Reflect on your personal mission, vision and goals for your own career development, particularly in light of professional HR competencies.

The following conditions must meet in the paper

1) I want a typical and a quality answer which should have about 830 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4)Do include all your references, as per the Harvard Referencing System,

5)Please don’t use Wikipedia web site.

6)I need examples from peer reviewed articles or researches.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

My mission is to treat individuals as prized customer while contributing positively to the company. It will be through an inclusive programming that shows a detailed understanding of the features of the human resources profession that include practical involvement in the areas of legitimate compliance.Also, offering services that provide an enthusiastic interest in the lives of others. Additionally, my aim is to continue developing my range of skills and sustain between my profession and personal life.

My vision is to develop an attitude of cooperation and quality in our daily operations and to create a working condition that fosters fun, safety, and challenges. Also, seize chances that exhibit excellent, caring attitude, a sense of urgency, and execution.Upsurge the participation in community and company activities while seeking enthusiasm, an improved quality of life for everyone and knowledge. Finally, have respect for team member values that might be different from our own and try to accept responsibility for promoting legal and ethical conduct in business.

Human Resource competencies are the knowledge, values and abilities for HR professional. Those with the right aptitudes perform better than others. To achieve this, I will be more likely to create intangible shareholder wealth, engage employees and serve clients.  In the subsequent five years, I want to be a very successful Human Resource Manager who is skillful in his career. To achieve this, I will have to possess six competency values. Firstly, I have to be a credible activist. HR is both reliable that means being respected, listened to and admired and active. To be active, I will take positions; offer a point of view and challenges.

Second is Change and Culture Steward. I will articulate, appreciate, and assist in shaping a company’s culture. Ideally, it starts with transparency around external customer expectations and then converting them to internal organization and employee behaviors. Talking about steward of culture, I respect the past organization culture, and I can also  help in shaping a new culture. To achieve this, I must facilitate change by helping it happen and developing disciplines throughout the organization. It may have to include implementation of initiatives, projects, or strategy.

Thirdly, I will the Talent Manager or Organizational Designer. Professionals in this career masters research, practice, and theory in both organization design and talent management. I will guarantee that they will align with customer strategy and requirements. They also have to be integrated with each other.

Fourthly, HR professional is a Strategy Architect; she has an idea of how the company can prosper in the market-place, now and in the future. She is involved actively in the establishment of the organization overall strategy. I must recognize business trends and their influence on it, enabling the process of achieving strategic clarity, and forecasting potential barriers to success.

Additionally, HR professional is an operational Executer. He implements the operational aspects of managing employees and companies. I will make sure that staff basic needs are dealt with technology, outsourcing, or shared services. It will make certain credibility if performed faultlessly and grounded in the constant application of policies.

Lastly, I will the Business Ally. Human Resource Manager contributes to the success of the company by being aware of the setting in which it operates. They also know how it makes money, who are the customers, and why they buy its products and services. I will also have understanding of other parts of the business.

I possess good personal values that relate to my Human Resource career that I believe I can achieve my goals with them. First and foremost is my ability to replace Self-doubt with Self-Confidence. At times, we are who we believe we are. HR professionals can certainly be at the table if they establish the right competence. Secondly, I know how to develop an inside and outside View. As HR, you need to have a wider definition of how to add value. I can connect what is happening inside with outside stakeholders. Thirdly, my ability to focus on associations and individuals because I believe great individual talent without a robust organization will not prosper. It makes me solely the guardians of talent. In addition, I have a principle of serving people and deliver on industry results. We need to understand the company and make its results happen. For me to contribute to the business, I must become its ally and speak its language.

My short-term goal is to design a career plan by taking several actions. One of the actions is to work together with my manager to deliberate key competencies and ways to expand my demonstration of them. Secondly, work with him to develop an action plan for other progressive areas.Thirdly, I will request or maybe volunteer for special programs to attain experience and exposure. Among the long-term goals are becoming known for my work by constructing a portfolio of assessable accomplishment. Additionally, it’s my aim to have experience in a multi-billion-dollar global organization that is recommended or develop a career in a well-known brand, such as Southwest Airlines or Microsoft.

References

Mclagan, P., & Bedrick (2012).Models for Excellence: The results of the ASTD training and development study.

Alexandria. (2008). Society for Human Resource Management: managing your human resource career.

Lawler & Boudreau. (2013). Achieving strategic excellence; Assessment of Human resource organizations. Stanford, CA.

Palmer. (2004).Higher performance. HR Magazine, 51(6), 135-142.

Miller, G. (2001). The career coach: Winning strategies for getting ahead in today’s job market. New York:

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Human Resource Management Objective

Human Resource Management Objective Order Instructions: Guest (2011) argues that we are still ‘searching for some answers’ to the perennial question of the linkage between HRM and business performance.

Human Resource Management Objective
Human Resource Management Objective

Ideally, HR professionals and other organizational leaders would be able to inform their decisions about policies and practices with the sound theory developed through research, and they would be able to assess the effectiveness of their decisions using valid metrics. Though we may not have all of the answers, how can HR leaders move forward with what we have? How can leaders use alternative ways of thinking about organizational performance and effectiveness, such as ‘human capital management’ (Armstrong, 2006) to enhance management approaches? To prepare for this essay:

•Consider how ideas from some of your other readings this week might relate to the issues outlined in the article.

•Formulate a critical response to Guest’s (2011) article, addressing how HR professionals might measure the effectiveness of their own efforts and how they might test ideas about HRM practice in their own contexts.

•What measures, metrics or tools might HR professionals use to assess the effectiveness of HRM and/or HCM, and/or its contribution to business performance?

•What types of questions might an HR leader, or another organisational leader with HR responsibilities, be able to answer in his or her own context about how to improve HRM/HCM effectiveness?

•In organizations with which you are familiar, what types of information about HRM/HCM effectiveness and business performance were available? What types of information might have been useful in improving management practice?

•Sharing alternative perspectives on strategies for assessing HRM and/or HCM effectiveness in an organization

•Synthesising general lessons about the value of different kinds of metrics, tools, and approaches for evaluating HRM/HCM practice

1) I want a typical and a quality answer which should have about 1100words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from
relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

Human Resource Management Objective Sample Answer

Introduction

The major Human Resource Management objective is literally to provide competent and skilled employees who are well trained and experienced on the duties and responsibilities that have been assigned to them. The policies of the HRM are to pursue the agreed goals that aim at achieving the high behavioral and attitudinal commitment that reflects strong identification with the competitive firm. In pursuit of excellence, the human resource requirement may be achieved by effective tapping of consistent policies that mainly promote commitment as a consequence of promoting employee willingness to act flexibly (Guest 1987). Successful HRM policies and practices involve complete identification of dedicated employees with aims and values that match the organization’s core objective. The argument that employees should be considered as assets to the company and be treated as valuable human capital instead of as variables was first forwarded by Karen Legge (1995) and emphasized by Armstrong and Barron (2002) that the collective abilities, skills and experience of skilled and competitive employees when combined with the management’s ability to coordinate and deploy for the interest of the company and its optimal performance (Grinyer, Mayes and McKiernan, 1988).

Performance management strategy in most organizations targets performance improvement to deliver on effective organization achievement, individual and teamwork performance. Employee development is necessary for the attainment of performance improvement in the achievement of an organization’s core competence and the satisfaction of the needs and stakeholders expectations. Communication and employee involvement plays a critical role in employee performance also. These activities provide the measures to gauge employee performance in retrospect to HRM role in performance management. (Guest and Hoque, 1996)

The links between HRM and performance were initially made by Fombrun (1984), Miles and Snow (1984) and Walton (1985) These people linked business strategy in organizations to human resource management while Walton (1985) expanded his theory to include the organization behavior perspective that highlighted the movement from people control processes to commitment based approaches as a management tool to motivate people to work. HRM high commitment principles proved successful in improving employee performance in several organizations in Europe as documented by Peter and Waterman (1982).

Another method that was applied to measure the performance of the HRM activities was the survey based statistical analysis that studied the HRM and performance evaluation in steel mills that were conducted by Doty (1996) in the banking sector. The other measures of performance were carried out by Dyer and Reeves (1995) and also by Becker and Gerhart (1996) that offered sufficient consideration for the critical conceptual issues that occurred as a result of the backlash and reflection created during the rush for empiricism (Guest, Michie,  Sheehan and Conway, 2003).  The concepts of universalists, configuration and contingency were used to highlight the relationship between the appropriate HRM practices and the application of the theories (Becker and Gerhart, 1996)

The other method that was applied as a way of measuring the performance of the HRM polices was based on the expectancy theory or concept (Vroom 1964). The theory was used as a basis for determining the core elements that made up the HRM policies. Performance management strategy in most companies target performance and skills improvement to deliver on effective organization achievement, personal employees performance and also teamwork performance play a key role in the theory (Godard 2004) Employee development and training is necessary for attainment of performance and skill improvement in achievement of an organization’s principal objective and the satisfaction of the stake holder’s needs and management’s expectations. (Guest, Paauwe, and Wright, 2011)

The Balanced Scorecard has proved to be an effective tool for performance measurement. It’s used as a strategic tool in many organizations globally. The BSC combines four kinds of perspective that link the overall organization performance and the HRM. The HRM can gauge the rate of the organization’s performance by analyzing the continuous employee improvement through an empowered workforce and superior project management skills (Guest,  1997). Continuous assessment of the performance of the employee records and evaluation of their efficiency and feedback reports on the overall effectiveness of their efforts in retrospect’s to the HRM efforts (Gerhart, Wright, McMahan and Snell 2000)

In the airline industry, the HRM is more concerned with customer relations as the major component of employee performance. The number of passengers flying in a particular airline is determined by the services offered by the receptionists and customer care team. The effectiveness of the HRM procedures in determining the best employees to take such jobs is what determines and rates its performance (Guest, 1987).

The other functions of the HRM in the operations department also reflect the effectiveness of the HRM to hire efficient and productive staff.  The sales and marketing department must also be efficient in order to attract more sales (Guest and Bryson, 2009)

Improved performance on the operations of the company can be reflected in the sales of the airline tickets and an improved number of passengers using the airlines. The reputation and the profile of the company automatically increase with improved performance. The balanced score card can be used to measure the performance of such organizations using the available soft ware’s in the market (Gerhart, Wright, McMahan and Snell 2000).

The success of the balanced scorecard has attracted the imagination of many high profile companies and senior managers hence most companies apply it as a mechanism for measuring the success or failure of the management performance. The balanced score card has been used to track organization changes for periods that can span a decade or more. The third generation scorecard has incorporated the use of complex soft ware’s to improve its accuracy and reduce its complex systems to simple user-friendly and menu drove software options (Kaplan and Norton, 1993). Companies like 2GC have developed detailed and complex strategic performance measurement techniques that involve the design and overall implementation of the advanced form of balanced scorecard known as the third generation BSC. The BSC soft ware can be customized to summarize data automatically, collect and display the required data (Bible, Kerr and Zanini 2006). Examples of such software are like the IBM Cognos Business intelligence software that analyses and provides processed information (IBM 2013).

To conclude, the other statistical performance evaluation strategies require comparisons with the past performances of the company early years to analyze its performance but the most important performance rating that can be applied and easily adopted by the management of most companies is the balanced score card (Kaplan and Norton, 1993). Successful human resource requirement may be achieved by the effective application of consistent policies that mainly promote commitment as a consequence of promoting employee ability to act flexibly (Guest 1987).

Human Resource Management Objective References

Armstrong, M, and Baron, A (2002) Strategic HRM: The route to an improved business performance, Chartered Institute of Personnel and Development, London.

Delery, J. and Doty, D., 1996, ‘Modes of theorizing in strategic human resource management: Tests of universalistic, contingency and configurationally performance predictions’. Academy of Management Journal, 39: 4, 802–835.

Dyer, L. and Reeves, T., 1995, ‘Human resource strategies and firm performance: what do we know and where do we need to go?’ International Journal of Human Resource Management, 6: 3, 657–667.

Fombrun, C., Tichy, N. and Devanna, M., 1984, Strategic Human Resource Management, New York: John Wiley and Sons.

Guest, D.E., 2011, Human Resource Management and Performance: Still Searching for Some Answers, Human Resource Management Journal, Vol 21, No 1, 2011, pgs 3-13.

Gerhart, B., 2007, ‘Modeling HRM and performance linkages’, in P. Boxall, J. Purcell and P. Wright(eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press,552–580.

Gerhart, B., Wright, P., McMahan, G. and Snell, S., 2000, ‘Measurement error in research on human resources and firm performance: how much error is there and does it influence effect size estimates?’ Personnel Psychology, 53: 4, 803–834.

Godard, J., 2004, ‘A critical assessment of the high-performance paradigm’. British Journal of

Industrial Relations, 42: 2, 439–478.

Guest, D., 1987, ‘Human resource management and industrial relations’. Journal of Management Studies, 24: 5, 503–521.

Guest, D., 1997, ‘Human resource management and performance: a review and research agenda’. International Journal of Human Resource Management, 8: 3, 263–276.

Guest, D. and Bryson, A., 2009, ‘From industrial relations to human resource management: the

changing role of the personnel function’, in W. Brown, A. Bryson, J. Forth and K. Whitfield (eds), The Evolution of the Modern Workplace, Cambridge: Cambridge University Press, 120–150.

Guest, D. and Hoque, K., 1996, ‘National ownership and HR practices in UK Greenfield sites’. Human Resource Management Journal, 6: 4, 50–74.

Guest, D., Michie, J., Sheehan, M. and Conway, N., 2003, ‘A UK study of the relationship between human resource management and corporate performance’. British Journal of Industrial Relations, 41:2, 291–314.

Guest, D., Paauwe, J. and Wright, P., 2011, Human Resource Management and Performance: What’s Next? Chichester: Wiley (forthcoming).

Legge, K., 1995, Human Resource Management: Rhetoric’s and realities, Macmillan, London.

Kaplan, R.S., Norton, P., 1993, Putting the Balanced Scorecard to Work, Harvard

Business Review, 71 (5), pp. 134–142.

Miles, R. and Snow, C., 1984, ‘Designing strategic human resource systems’. Organizational Dynamics, 13: 1, 36–52.

Peters, T. and Waterman, R., 1982, In Search of Excellence, New York: Harper and Row.

Walton, R., 1985, ‘From control to commitment in the workplace’. Harvard Business Review, 63: 2, 77–84.

Understanding HRM and Human Capital Management

Understanding HRM and Human Capital Management Order Instructions: Understanding Human Resource Management (HRM) and Human Capital Management (HCM)

Understanding HRM and Human Capital Management
Understanding HRM and Human Capital Management

Guest (2011) argues that we are still ‘searching for some answers’ to the perennial question of the linkage between HRM and business performance. Ideally, HR professionals and other organisational leaders would be able to inform their decisions about policies and practices with sound theory developed through research, and they would be able to assess the effectiveness of their decisions using valid metrics. Though we may not have all of the answers, how can HR leaders move forward with what we have? How can leaders use alternative ways of thinking about organisational performance and effectiveness, such as ‘human capital management’ (Armstrong, 2006) to enhance management approaches? To prepare for this essay:

•Read the attached files: Guest (2011) and the concept of human capital management (HCM) advanced by Armstrong (2006).

•Consider how ideas from some of your other readings this week might relate to the issues outlined in the article.

•Find and read one or two other articles cited by Guest (2011) to further inform your thinking about the issues.

•Formulate a critical response to Guest’s (2011) article, addressing how HR professionals might measure the effectiveness of their own efforts and how they might test ideas about HRM practice in their own contexts.

•What measures, metrics or tools might HR professionals use to assess the effectiveness of HRM and/or HCM, and/or its contribution to business performance?
• What types of questions might an HR leader, or another organizational leader with HR responsibilities, be able to answer in his or her own context about how to improve HRM/HCM effectiveness?

•In organisations with which you are familiar, what types of information about HRM/HCM effectiveness and business performance were available? What types of information might have been useful in improving management practice?

1) I want a typical and a quality answer which should have about 830 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from
relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer-reviewed articles or researches.

Appreciate every single moment you spend in writing my paper

Best regards

Understanding HRM and Human Capital Management Sample Answer

Understanding Human Resource Management (HRM) and Human Capital Management (HCM)

There are current efforts to answer the question of the linkage between HRM and business performance. In the real sense, HR professionals and other organizational leaders would be able to inform their decisions about policies and practices with the sound theory developed through research. This makes them assess the effectiveness of their decisions using valid metrics. HR leaders move forward with the existing knowledge on performance by using both HCM and HRM in yielding sustainable results in business (European Conference on Intellectual Capital, & Surakka 2012, p. 154. Managers can use human capital management to stop thinking about customers as assets but as a cost, they must bear to affect their business. HR leaders can measure the effectiveness of their own efforts and might test ideas about HRM practice by establishing if their customers are satisfied (Surakka 2012, p. 156). The leaders must as well identify if their employees are satisfied in their effort to meet their objectives. HR leaders may establish the effectiveness of human resource planning and forecasting. Above all, HR leaders can use the HR dashboard to check the performance of a company based on certain metrics.

Tools that might be used by human resource professionals to measure the effectiveness of HRM and/or HCM include the human capital index that measures the link between human resource management practices and the market value. The other tool used to measure HCM/HRM is organizational performance model that ideally identifies the gaps that are required to reinforce the business objectives and what is being produced. The human capital monitor is another tool, which is essentially focused on the value added per person to a business (Jackson, Schuler & Werner 2012, p. 136). The Sears Roebuck model is the fourth tool, which generally stresses increasing employee satisfaction, for example by increasing their pay, in an organization for the success of a business. The fifth tool for the measurement is a balanced scorecard. This tool deemphasizes the use of control in an organization to increase performance (Lawler & Boudreau 2009, p. 168). The balanced scorecard, therefore, underlines the use of a small number of analytical measures to build value in an organization. The last model is the EFQM model of quality, which suggests that customer satisfaction, employee satisfaction, and impact to the society are influenced by effective leadership. The contribution of these tools to business performance is that it enables the business to address all parameters/measures in order to meet its objectives successfully.

A human resource leader should ask himself questions to see how he can improve HRM/HCM effectiveness. One of the questions is whether their customers are satisfied. Another question to ask is whether the employees of the company are satisfied with their job. If not, the HR leader will have to develop strategies to reward employees in order to motivate them, and on the other side, sharing of information with the customers, whether informally or formally is very important to maintain loyalty. Another important question is whether the managerial structure is effective (Surakka 2012, p. 159). This ranges from the elements of control, work mechanisms, and performance management. Whether there is an effective and efficient work process, is another judgmental question an HR leader should ask. Questions of how work is done, level of technology, and the intensity of teamwork and interdependence among firms’ units are important to ensure the work processes part of it is looked into on how to improve HRM/HCM effectiveness.

The types of information about HRM/HCM effectiveness and business performance that were available include perceptual data, performance data, basic workforce data, non-financial data, and people development as well as performance information (Stam & Andriessen (2009, p. 202). The types of data that might have been useful in improving management practice at the organization comprise information on morale, for instance, employee turnover, motivation such as employee retention, an investment such as training investment, and long-term development such as training days.

Understanding HRM and Human Capital Management References list

EUROPEAN CONFERENCE ON INTELLECTUAL CAPITAL, & SURAKKA, J.       (2012).Proceedings of the 4th European Conference on Intellectual Capital: Arcada       University of Applied Sciences, Helsinki, Finland, 23-24 April 2012. Academic                        Pub. Pp. 154-186.

JACKSON, S. E., SCHULER, R. S., & WERNER, S. (2012). Managing human resources.[Mason, Ohio], South-Western Cengage Learning. Pp. 136-147.

LAWLER, E., & BOUDREAU, J. (2009). Achieving Excellence in Human Resources       Management an Assessment of Human Resource Functions. Palo Alto, Stanford       University Press.pp. 167-187.

STAM, C., & ANDRIESSEN, D. (2009). Proceedings of the European conference on intellectual capital: INHoland University of Applied Sciences, Haarlem, The       Netherlands, 28-29 April. Reading, Academic Publishing. Pp. 202-2012.

SURAKKA, J. (2012). Proceedings of the 4th European Conference on Intellectual Capital:         Arcada University of Applied Sciences, Helsinki, Finland, 23-24 April 2012. Reading,         Academic Publishing International. Pp. 156-168.

High-performance work systems Essay

high-performance work systems
high-performance work systems

high-performance work systems

Order Instructions:

Dear Admin,

Note:To prepare for this essay please read the required articles that is attached

I need an essay in the following subject:

In this essay you examine the notion of ‘high-performance work systems’ as an example of a system operating within organisations, designed and implemented by HR and/or line managers. Use this week’s Collaboration to share your thoughts about HPWS, and HR systems and organisations in general, with your colleagues. Be sure to discuss ways in which your experiences and differing perspectives can help you understand what you have read and, in turn, how your readings can help you expand your thinking about organisations and systems.

•Exploring similarities and differences in your perspectives on the potential value of HPWS

•Sharing alternative perspectives on implications of HPWS for HR managers, line managers and the organisation’s design

•Synthesising general lessons about the HR leader’s role in organisation design, systems design and relationships with line managers

The following conditions must meet in the essay:

1) I want a typical and a quality answer which should have about 1400 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

High performance work system is a need for all organizations since it impacts their organizations positively. Multi-skilling is work ethic that is highly encouraged because it helps in achieving high-performance of work design advocated for in any organization (Gilbert, De Winne, and Sels 2011). In order to enhance the high-performance work design, the leaders adopt the usage of the supportive techniques, where members are supported in bettering their working conditions rather than the use of autocratic style of leadership. For the kit-marshalling, the support systems are employed to improve on work performance and to make the team work function effectively as compared to the productive units, material are adequately supplied to avoid shortage that may slow down the work.

To attain success in an organization, the management has to set goals to aid in attain the success through hard work as can be seen in leading corporations like Google. Thorough training is normally done on the new employees so that they familiarize themselves with the corporate culture of their organizations. Boxall and Purcell (2008) argue that, the employees are advised to be involved in the trainings that take place in the organization in order to learn more on the code and ethics of the business. This helps put the business in a position to produce high work performance which will lead to the success of the organization. Employees are allowed to participate in the payment system as this will motivate them to work harder as they feel acknowledged to be part and parcel of the organization. The payment systems are designed in a way that suits the organization and the employee’s needs, such that each of the two sides benefit from the system. In some cases team members are allowed to use the peer performance review where they evaluate one another on matters of performance to identify if the management team is working or if the workers are failing in their duty of working hard towards the success of the organization. The peer performance review, therefore, helps to ensuring both the management and the workers carry out their role accordingly.

The human resource specialists should be able to contribute to the process of organization design since they have great contribution to the success of the business. At Google, the HR department are actively involved in the organization design so that all the work is properly aligned with the organizations mission and vision. The organizations of a particular function and activities in regard to the basis upon which the relationship between are managed by the human resource managers together with the line managers. Managers work to ensure that people work cooperatively together and if need be the organization has to be adjusted so that it can be able to fit the particular strengths and attributes of the people available to achieve the desired goal. According to Gong, Law, Chang and Xin (2009), there is the need to have an ideal structure that will be modified to meet particular desired circumstances that are helpful to the organization. The alternative perspective on implication of the high-work performance on the organization design will be to optimize the arrangements for conducting the affairs of the business by clarifying the overall performance of the business. Organization design also aims at providing the achievement of the cooperation effort together with the integration of activities and teamwork in pursuit of a common goal. Organization design defines the role and the function of each organizational unit, such that all the individual roles are well clarified not forgetting the role of the authorities and the accountabilities. Organizational design aims at building of flexibility into the system and this helps the system to adapt fast to challenges and new situations which if not taken into consideration may negatively affect the organizations success. It also aims at planning and implementing organization development activities and this positively contributes to the success of the organization which later motivates its workers. The human resource managers have role to review the organization to ensure that each persons present is playing his role as required through hard work. The review is normally conducted in four stages which include the analyzing stage where the managers have to review the factors that may affect the organization in the present or in future. They also have to diagnose what ought to be done to better the organization functions and structure through the implementing of the organization after planning for the right time to do so. When all these reviews have been done it then calls for the implementation of the plan that has been set aside to be followed to the later.

Both the human resource and the line managers have to set guidelines that will help the organization to move forward (Sanders & Frenklen, 2011). These guidelines involve the differentiation of work for all to know what they should do and integrating the work so that all the people in that organization through the high work performance can be able to work towards the same goal. The managers need to allocate work to all the departments, project groups, functions, individual position and all units in that organization and advocate for team work. They also need to delayer the organization by removing superfluous layer in order to promote flexibility and increase responsiveness with the aim of enabling the people to be given more responsibility on their duties. This helps to reduce costs on the much undone work and improves the overall efficiency of the business. According to Sanders Frenklen (2011), the main motive of HR department is to ensure that all the functions within the organization is aligned with the mission and vision of the organization.

Lessons about HR in an organization design, system design and line managers are enormous within organizations. The lesson about the human resource an organization is that the organization design that they employ in their work leads to the organization planning. Through planning, they can be able to convert their analysis in to data, which aids in the recognition of the human resource requirements in line with the changes that ought to be implemented to better the working of the organization. According to Frenkel, Sanders, & Bednall (2009), planning is what determines the structure, relationship and the roles which prove contingent in the present and in future. Human resource has to be involved in organization design because it is all about people and they work they do. In case of consulting people from outside there is the need to ensure that the line and the human resource are involved in order to make the implement the proposals smoothly.

References

Sanders, K., & Frenklen, S. 2011. HR-line management relations: characteristics and effects. The International Journal of Human Resource Management, Vol. 22, No. 8, 1611–1617

Frenkel, S., Sanders, K., & Bednall, T. 2009. ‘How Do Employees Perceptions of Management and HR-Line Relations Affect Employee Attitudes to Work,’ paper presented at International HRM conference, Amsterdam

Boxall, P., and Purcell, J. 2008. Strategy and Human Resource Management (2nd ed.), Basingstoke: Palgrave Macmillan

Gong, Y., Law, K.S., Chang, S., and Xin, K.R. 2009, ‘Human Resource Management and Firm Performance: The Differential Role of Managerial Affective and Continuance Commitment,’ Journal of Applied Psychology, 94, 263–275

Bjo¨rkman, I., Ehrnrooth, M., Smale, A., and John, S. 2011, ‘The Determinants of Line Management Internalisation of HRM Practices in MNC Subsidiaries,’ International Journal of Human Resource Management, 22, 8, 1654–1671

Gilbert, C., De Winne, S., and Sels, L. 2011, ‘The Influence of Line Managers and HR Department on Employees’ Affective Commitment,’ International Journal of Human Resource Management, 22, 8, 1618–1637

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High Performance Work Systems Essay

High Performance Work Systems Essay Order Instructions: I need an essay in the following subject: Note: To prepare for this essay please read the required articles that are attached

High Performance Work Systems Essay
High Performance Work Systems Essay

•Reflect on what you have read about organization design, HR and line manager roles and responsibilities and high-performance work systems (HPWS). Consider the implications of implementing HPWS for HR leaders, line managers, and the organization’s design.

•Critically analyze the notion of high-performance work systems, including the important aspects of such systems, their potential value for an organization and how they might be implemented. Use examples from organizations you know well as appropriate.

•In formulating your essay, consider the following questions:

•What aspects of high-performance work systems, in your view, are most likely to contribute to employee performance and business performance?

•What aspects of organizational design might have to be changed in order to implement a high-performance work system?

•In the organizations with which you have experience and which do not already use the HPWS approach, who would be responsible for implementing these changes? How could line managers and HR managers work together to implement a high-performance work system or aspects of one?

The following conditions must meet in the essay:

1) I want a typical and a quality answer which should have about 830 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from
relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer-reviewed articles or research.

Appreciate every single moment you spend in writing my paper

 High Performance Work Systems Essay Sample Answer

Precedent studies have consistently demonstrated that high-performance work systems (HPWS) play a significant role in promoting company productivity. This means that in the contemporary world where competition is constantly amplified, companies must seek to adopt HPWS in order to derive such benefits. This paper is a discussion on the concept of HPWS; including their importance, value-adding potential and how organizations could best implement them in order to leverage their unlimited benefits.

Modern organizations are moving from the traditional hierarchical systems of management and adopting high performance work systems which encourage greater involvement and thus place employees as the force behind the high performance. These may be characterized by selective hiring, decentralization of management and self-managed teams, extensive training, employment security, attractive compensation and extensive sharing of information (Kling, 1995).  Bholander and Snell (2010) note four principles that assure efficient HPWS including: employee engagement, knowledge development, shared information and performance-reward alignment. HPWS combine HR practices including compensation, training, workforce participation to complement work processes and structures in order to promote efficiency (Boxall and Purcell, 2008). HPWS must be driven by strategy, which defines the kind of realignment that departments within the organization will undertake in order to support the strategy.

Companies that use HPWS are often associated with high performance and productivity, employee competence, lower employee turnover and overall improvement in performance (Bohlander and Snell, 2010). Greater involvement of employees in decision making is also a major aspect of HPWS, which is known to promote motivation, self drive, productivity and employee engagement. There is less power distance between the top management and employees and this makes the work environment collaborative and team-based; thus leading to employee satisfaction.

An example of a company that has derived value from the concept of HPWS is FedEx Courier; which has demonstrated that investing in employees and empowering them can create high value and promote company performance. The company invests greatly in employee motivation, training and skill development to create a high-performance work system and considers employees the most important asset in the organization. In order to motivate their employees, the company seeks to engage employees more through empowering them to participate in decision making and designing a HR policy that promotes employee satisfaction and high value productivity (FedEx, 2012). Their drivers for example are considered highly important because they are a direct link to the customer. Accordingly, they have been offered training on customer service in order to sell the company’s image during their errands. They are able to perform marketing roles and would thus pass for sales representatives. This HWPS approach has been beneficial to both employees and the company, who have acquired skills and profitability respectively.

 High Performance Work Systems Essay and Implementation

Transition to HPWS is a considerable organizational change and caution must be exercised to ensure that the intended benefits are derived without causing disarray in the organization. It is noteworthy that various aspects of organizational design may change; hence the need to revise the organizational design and effectively communicate changes employees. Examples of organizational design aspects that may change include the job design, the need for training, need for increased remuneration, the need for additional workers as well as the investment in supplies to facilitate efficiency.

Who is responsible?

Implementation of HPWS affects the whole organization and each employee would have a relevant role to play during the change. The line managers and HR managers are however considered as the main drivers of the strategy because they are responsible for ensuring that the new organizational design is adopted. Line managers play the role of implementation while the HR takes a supportive role to ensure that employees are comfortable in adopting the new changes. The most disconcerting question however would be, “why is the HR so important for organizations that are utilizing the HPWS?

The HR system can promote or jeopardize the process of implementing a HPWS. This is because the HR system is responsible for influencing the employees’ behaviors and attitudes through creating a more positive work environment (Boxall and Purcell, 2009). The HR should not only help employees transit through the change process but also ensure that investment in training, employee selection, information sharing, performance management and compensation processes are well streamlined. This brings forth the notion of job design, given that the organizational design affects the content of jobs. It is therefore imperative that the job design is revised to promote task identity, task significance, autonomy, skill variety and feedback mechanism (Armstrong, 2007). The HR should work towards ensuring job rotation, enrichment, enlargement, high performance work design and self-managing teams. Creating a rewarding work environment will avoid issues such as industrial relations which may result due to employee dissatisfaction with the work-versus benefits package. In its attempt to implement a HPWS for example, S.D. Warren, a Scotland-based company owned by Scott Paper Company failed to convince its largest union on why it needed to reorganize work to create a high performing organization. The union felt that the mill management could not be trusted to give the best for the workers as this meant greater responsibilities (Hillard, 2005). The management was deemed to be the one to benefit from the changes as opposed to the workers.

Line manager and HR manager collaboration

While the role of line managers and HR managers are different, it must be noted that their roles complement each other and they must therefore work in collaboration in order to ensure the efficiency of the HPWS. According to Boxall and Purcell (2008), HR practices are responsible for workplace participation, abilities and motivation; which lead to higher work performance. On the other hand, the line manager plays a significant role in promoting employee performance by executing HR practices. HR-line manager consensus is therefore imperative. Boxall and Purcell (2008) note that if workers are not motivated, they are unlikely to perform exceptionally. This means that for the line manager to successfully implement the process the employees would need to be motivated and this falls under the HR’s docket; which essentially means that they must work hand in hand (Frenkel, Sanders and Bednall, 2009). In order to implement a successful HPWS, the line managers can work together through promoting open communication of employee expectations, communication of job descriptions and clearly defined roles, such that the HR always ensures the availability of qualified staff and fairness in remuneration. Line managers on should be proactive in communicating employee issues that need to be addressed in order to enhance efficiency; which the HR should give priority (Frenkel, Sanders and Bednall, 2009). At the management level, the HR should be responsible for instilling people management skills among line managers to ensure they can manage employees effectively and thus promote job satisfaction. Furthermore, most line managers may be promoted on the basis of their knowledge and experience but may not necessarily be good people managers.

 High Performance Work Systems Essay References

Armstrong M 2007, A Handbook of Employee Reward Management and Practice, London,

Kogan Page Publishers

Bohlander, G & Snell, S 2010, Managing human resources. Ohio: South-Western, London,

Cengage Learning

FedEx 2012, People and Workplace, Global citizenship and progress update.

Boxall, P & Purcell, J 2008, Strategy and Human Resource Management (2nd ed.), Basingstoke:

Palgrave Macmillan.

Frenkel, S, Sanders, K &  Bednall, T 2009, How to Do Employees Perceptions of Management and

HR-Line Relations Affect Employee Attitudes to Work,’ paper presented at International, HRM conference, Amsterdam, November 13–14.

Hillard, MG 2005, The Failure of Labor-Management Cooperation at Two Maine Paper Mills: A

Case Study, in David Lewin, Bruce E. Kaufman (ed.) Advances in Industrial & Labor Relations (Advances in Industrial & Labor Relations, Volume 14) Emerald Group Publishing Limited, pp.127 – 171

Kling, J 1995, High Performance Work Systems and Firm Performance, Monthly Labor Review,

118(May), 29-36.

Sanders, K & Frenkel, S 2011, HR-line management relations: characteristics and effects. The

International Journal of Human Resource Management, Vol. 22, No. 8, pp. 1611-1617.

Reflection on Human Resource Management Practices

Reflection on Human Resource Management Practices
Reflection on Human Resource Management Practices

Reflection on Human Resource Management Practices

Order Instructions:

Dear Admin,

I need an essay in the following subject:

Reflect on your experience with any HR practices described in the articles 4 articles that you found in organizations with which you are familiar.

Note : The 4 Articles are listed below in the references list :

References:

1) Koys, D. (2013).Using the Department of Labor’s O*NET Database in Teaching HRM -. Journal of Human Resources Education, 7(3/4), 1-21.

2) Caldwell, R (2001) Champions, adapters, consultants and synergists: the new change
agents in HRM, Human Resource Management Journal, 11(3), pp 39–52.

3) Caldwell, R (2004) Rhetoric, facts and self-fulfilling prophesies: exploring practitioners’perceptions of progress in implementing HRM, Industrial Relations Journal, 35(3), pp 196–215.

4) Mees, A. and Bonham, J. (2004). Corporate Social Responsibility Belongs with HR. Canadian HR Reporter, pp. 11 – 13, April 5, 2004.

The following conditions must meet in the essay:

1) I want a typical and a quality answer which should have about 1100 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Reflection on Human Resource Management Practices

How HRM Managers Act as Strategic Business Partners through Targeted Policies & Practices

There are numerous issues that have been identified in the provided model articles, as problems, and need to be addressed in case an organization needs to succeed in how it addresses issues that relate to HRM and to enhance its prosperity and service provision to the humankind. It is evident from the articles that the policies and practices of the Human Resource across several organizations have not been optimized to assist the organization succeed in its undertakings and achieve goals, and meet objectives. An organization can achieve this by means of creating the skills and the knowledge of workers or developing the knowledge and skills of the employees, or the ‘human capital pool’ the human resource factor affects the ability of the organization to adapt to vicissitudes that enhances the competitiveness of the workers. Koys (2013, p 18) argue that as the ability of the organization, competitiveness enhances and gains the shares of the market in its industry. He further argues that there are numerous factors, which are crucial for an organization to address.

In the first place, an organization necessitates hitting the satisfactory of its shareholders by ensuring the profit and produce high quality goods as well as services to its clients at the same time. Therefore, the company has to reflect on its role to the people around them in the community by observing good environmental friendliness. Additionally, a firm should involve itself in the activities present in the community. The organization must also ensure that it offers an environment of work, which is admirable for the betterment of the workers (Caldwell, 2001, p. 43)

Additionally, an organization’s HR office plays an important role for the posting of the jobs, hiring, administration welfare along with counseling, the training of the employees in the campuses and promotion, hiring, wages and salaries. The HR office collects a fitting data of statistics, puts it in order and analyzes the information with the personnel transactions respect like the transfers, terminations, hires and the promotions. Another arising problem is that a firm may have neglected the emphasis on gender balance, thus women and men can access the advertisements and the position posting except for the occasions where there is an occupational qualification of a bona fide. To make sure that a tag line is pinned to all the advertisements; giving the affirmative action plan to all the employees and the policies of the sexual harassment along with other information, which is related to this (Donaldson, 2004). In addition to this, it creates job description as well as establishing it for all places within the campuses and review as well as updating as expected. The Human Resource offices also centralize the clerical staff’s initial interviewing. In summation, there will be the performance of all testing regarding the clerical positions in the Human Resource office so that to make sure that all people gets the same treatment. The discipline of benefit handles different forms of the employers who are not direct. Compensation, which people refer to as benefit, the managers uses it to identify, attract, and retain the employees. This contains the designation and the administration of compensations like the insurance, the income of retirement or the pension, pay leaves, and different services of the workers along with different compensation that the federal state and the laws authorize.

There is also a very poor business leadership that should be handling activities and processes, which the company uses in many ways. For example, to formulate the objectives, aiming at the short and long meetings, the policies, and the practices requires the opportunity of the organization and gears particularly on the issues of the capital of the human kind (Caldwell, 2004, p. 206). This comprises of the planned process of planning and the procedure of well arranging the plan management of the capital of human kind in a planned strategy.

Proper compensation equally remains a challenge for most organizations. Compensation handles numerous forms of compensations, which are direct. This is the payment of the workers. The managers utilize this amazing strategy to identify, to attract, and to retain the workers. This comprises of the system of designation and administration of the compensation. It can also be recognized that a firm needs to embrace consultation when handling the practices of conveying features of the human resource management like the provider, which is external along the professional, and the issues of the business. While operating this kind of practices, one should consider the development of the customer, the management of the customer, the like, and the contrast (Foss & Foss, 2005, p. 550).

Diversity management handles the similarities and the differences that create uniqueness in the individuals of the firm. Those kinds of the difference and the similarities of the uniqueness are like individuals and the traits of the organization, experiences, beliefs, values, behaviors, and preferences, background, and not forgetting how the organization can transform those useful qualities sustenance of the objective of the business (John, 1998, p. 306).  There is also need for proper employee relations to enhance a positive, fruitful, and cohesive environment of work. This comprises of the analyzing process implementing, developing, and administering the relationship of the employers and the employees; managing the performance of the workers; making sure that the workers relation matches with the authorized laws and regulation of the firm and resolving disputes in the workplace.

Sometimes a firm may have a poor enhancement of its Corporate Social Responsibility and Ethic with regard to HRM to handle the personal and the organizational qualities in addition to its expression of behavior and decision making in the business (Marianne & Gunther, 2004, p. 340) Therefore, it strongly considers the code of the organization of the ethic but then contain the requirement, which are legal. This ethic and corporate social responsibility discipline handles the effect of the decision of the business in the region of the practices of employment, sustainability and philanthropy, the corporate governance and the responsibility of the profession of the human resource in advancing the value of the workers life together with its families.

In addition, an organization may lack proper organizational and employee development programs. The program associates with the performance of an organization and its means of human developmental resource. The resources negotiate on advancing the efficiency of an organization as well as training the workers to be able to meet the demands of the present jobs and other jobs in future. Other resources negotiate on the management of transformation, the development of leadership, coaching, the systems of measurement and outsourcing the development of the workers.

Key Components to Business Success from a Human Resources Standpoint

Technology favorably affects the performance of the organization. Therefore, since the management policy and practices of the Human Resource widely includes the majorly studied policies and practices of an organization, it can give support to the decision making of the managers and a suitable problem solving concerning the identification of the location of a firm that requires special enhancement to improve the performance of the organization (Mees & Bonham, 2004, p. 12).

Improving the Business through Strategic Human Resources Business Plan

In this case, three issues arise out of contextual factors. These factors include the new technology, the trend of workforce, and transforming the values of the employees. The technology that enhances the boundaries of the organization, both inside and outside is currently an organizational critical issue. The difference in the specialization flexibility and the production of the mass has insinuation in managing the workers. The alteration in the technologies consistently changes the firm’s products. The industrial technologies linked with the higher productive as well as the lower rate accidents particularly outcomes to the poor performance of the overall manufacturing. In addition to this, Koys (2013, p. 18) claims that the shortfall of the labor supply is most likely to be spread widely in the future. This claim is associated to the labor force retiring generation.

Conclusion

With regard to the current trends seen across most organizations globally, it is obvious that the HRM assists the organization to achieve a very modest advantage. The Human Resource Management can achieve this by advancing the employees skills and the knowledge. The practices of Human Resource are strategic when there are targets towards its activities like diversity management, recruitment, and the training and development to achieve the goal of the organization. In the organization, the strategy of the recruitment promotes the growth through the attraction of the candidates who are highly skilled. One should see the training and development as an asset, which is important to the performance of the work. The organization gives the surrounding which the workers can appreciate and experience individual growth through the understanding of the diversity in the place of work hence contributing to the welfare of the organization.

Reference List

Caldwell, R. (2001) Champions, adapters, consultants and synergists: the new change agents in HRM, Human Resource Management Journal, 11(3), pp 39–52.

Caldwell, R (2004) Rhetoric, facts and self-fulfilling prophesies: exploring practitioners’ perceptions of progress in implementing HRM, Industrial Relations Journal, 35(3), pp 196–215.

Foss, N. & Foss K. (2005). Resources and transaction costs: how property rights economics           furthers the resource-based view. Strategic Management Journal 26(6): 541-553.

John E. Delery. (1998). Issues of fit in strategic human resource management: Implications for   research. Human Resource Management Review. 8 (3), 289-309.

Koys, D. (2013).Using the Department of Labor’s O*NET Database in Teaching HRM -. Journal     of Human Resources Education, 7(3/4), 1-21.

Marianne J. Koch , Gunther McGrath. (2004). Improving Labor Productivity: Human Resource     Management Policies Do Matter. Strategic Management Journal. 17 (5), 335–354.

Mees, A. and Bonham, J. (2004). Corporate Social Responsibility Belongs with HR. Canadian HR Reporter, pp. 11 – 13, April 5, 2004.

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Strategic Human Resource Management

Strategic Human Resource Management Order Instructions: Locate two peer-reviewed journal articles in the online library that address a current trend in human resource management practice that interests you.

Strategic Human Resource Management
Strategic Human Resource Management

Focus on the categories of practice identified in Armstrong’s (2003) chapter on strategic HRM that that is in the attachment file below: resourcing, development and rewards (p.118). Examples might include trends in talent management, ‘total rewards,’ outsourcing, the use of social media, the mobile-friendly workplace and so forth.

•Briefly summarise each article, citing one or two key ideas from each.

•Provide a properly formatted references list that includes your two articles.

The following conditions must meet in the paper

1) I want a typical and a quality answer which should have about 830 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

Appreciate each single moment you spend in writing my paper

Best regards

Strategic Human Resource Management Sample Answer

Strategic Human Resource Management

Introduction

From the model journal articles provided, it is evident that the success of human resource management within an organization does not come on a silver platter; several factors are at play. These factors may include the technology, the physical resources quality, and the people along with its skills. A firm’s HRM constitute the practices, policies and the systems, which influence the attitude, manners, and the performance of the workers. Based on the articles, this essay is going to discuss on various aspects of HRM and provide a modest exploration of the organizations mainly in the recruitment areas, development and training and above all the diversity management. It will analyze the strategy of the HRM, a viewpoint of global of human resource and the strategic functional views.

Strategic Human Resource Management in Staffing and Recruitment

In a HR firm context, recruitment among the essential HRM aspects. It is significant because it has the strategy of recruiting hence being a smart sense of how they entice the professional who are talented. In human resource, one can use numerous altered approaches in the stage of recruiting.  A firm is in a position to hire external and internal candidates, temporary stuffing, or intern workers. The process of recruiting is crucial to the success of the companies and the approaches of recruiting should be associated with the ultimate goals and objectives of the company (Koys, 2013, p. 15).  The recruiting strategy contains three main sources, which are to hire external candidate, internal candidates, and the candidates who alternate stuffing. Every opinion comes up at least with its benefits. The candidates employed by the company and are well identified are those referred to as the internal candidates. They show its capability as good workers and its readiness to get promotion in the company. This environment therefore develops a competitive environment to all workers for the individual and company benefit.

Strategic Human Resource Management for Training and Talent Management

The organization demands the training of the new workers so that they can ensure that they can take over the work from the older members as soon as they leave the organization. The program of training comprise of both the informal strategy and formal like e-learning. Alternatively, the candidates who are externally employed can provide a large pool of talents that can gives a firm an option to select the future workers. The alternative staffing which refers to hiring the workers partly rather than the full time may act as a suitable strategy of recruiting. The firm views this as the best strategy of employment to the needed worker occasionally (Caldwell, 2004, p. 208). By the use of this strategy, the company saves most of its time and money because the workers are cheaply paid since they are unqualified.  Another recruiting strategy aspect, which is significant, is to attract the capable workers by the internet. The employers use this as the major method to attract the capable worker by utilizing the online jobs boards. The firm views this job boards as its best choice because they reach many workers by posting the job openings freely. Furthermore, the company links most of the jobs it posts online directly to its web site. This way of recruiting the worker is great to the companies in increment of site traffic and public awareness (Mees & Bonham, 2004, p. 12).

Strategic Human Resource Management in Compensation and Benefits

The benefit and compensation, deals with different forms of indirect managers. Compensation, which people refer to as benefit, the managers uses it to identify, attract, and retain the employees in the firm. This contains the designation and the administration of compensations like the insurance, the income of retirement or the pension, pay leaves, and different services of the workers along with different compensation that the federal state and the laws authorize in line with this, compensation deals with numerous forms secondary compensations (Caldwell, 2001, p. 48). This is the payment of the well performing workers in the firm. The managers utilize this amazing strategy to identify, to attract, and to retain the workers in order to improve the firm’s growth rate. This comprises of the system of designation and administration of the compensation. Comprising of the overtime, base pay and the differential and inducement pay.

Strategic Human Resource Management Employment and Labour Law Regulations

Any firm is bound to miss the fundamental employment and labour laws and regulations. It should view the training and development as investment that benefits it and adds value to it by increasing the skill and the motivation of its worker. The advanced technology transforms the role of the employers and the workers and the way they perform the work. In the system of the work, there is a high demand of increasing the skills of solving the problems and personal skills. These interpersonal skills are better rather than the physical power. Through the law, the program of development of the employees should “build the firm’s agility over the long run” its system tries to ensure that the organization performs the changes efficiently (Koys, 2013, p. 16). The emphasis seems to be revitalizing the organization subsequently the dismantle seventy years of its existence in a legalized manner. Its strategy comprises of the program of development and training the workers in addition to the management hence the necessary skills for the organization in the new direction should be observed.

Strategic Human Resource Management Reference List

Koys, D. (2013).Using the Department of Labor’s O*NET Database in Teaching HRM -. Journal     of Human Resources Education, 7(3/4), 1-21.

Caldwell, R (2001) Champions, adapters, consultants and synergists: the new change

agents in HRM, Human Resource Management Journal, 11(3), pp 39–52.

Caldwell, R (2004) Rhetoric, facts and self-fulfilling prophesies: exploring practitioners’

perceptions of progress in implementing HRM, Industrial Relations Journal,

35(3), pp 196–215.

Mees, A. and Bonham, J. (2004). Corporate Social Responsibility Belongs with HR. Canadian        HR Reporter, pp. 11 – 13, April 5, 2004.

Aligning HRM with business strategy Essay

Aligning HRM with business strategy
Aligning HRM with business strategy

Aligning HRM with business strategy

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I need an essay in the following subject:

Now that you have given some initial critical thought to the notion of aligning HRM with business strategy. Be sure to discuss ways in which your experiences and differing perspectives can help you understand what you have read and, in turn, how your readings can help you expand your thinking about strategic HRM within an organisation.

Exploring similarities and differences in your perspectives on the potential for alignment between business strategy and HRM practices

Sharing alternative perspectives on the notion of ‘best practice’ vs. ‘best fit’ as a means to alignment

Deepening your understanding of what it means to take a critical stance on management practice, particularly strategic HRM

Asking insightful questions about the experiences of your colleagues and about their interpretations of ideas from the Learning Resources

Extending the discussion into new but relevant areas

In your essay, bring in examples of how traditional aspects of the HR function, such as recruitment, selection, succession planning, performance management, reward management, talent development, and disciplinary practices, might become better aligned with business strategy, and how this might benefit or present challenges to an organisation.

The following conditions must meet in the essay:

1) I want a typical and a quality answer which should have about 1100 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

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SAMPLE ANSWER

Aligning HRM with business strategy

Introduction

The term strategy refers to the general or specific elements of a business’ plan which have been formulated to ensure it achieves a certain goal in the near or distant future. The employees of an organization play an important role in ensuring that it meets its commercial objectives to the market which demands products as well as to its investors who demand profits and growth. Business strategy therefore has a lot to do with the achievement of these objectives with special attention being given to a specific set of parameters such as monetary value, volumes moved, market share realized among others. The work force of the organization should therefore be appropriately aligned to these goals as this plays a critical role in the achievement of corporate strategy for the business organization. A good understanding of the dynamics that exist between Human Resource Management strategies and the achievement of these objectives (Martin and Fellenz, 2010).

Similarities between Strategic HRM practices

In this exercise, strategic HRM practices that will be analyzed include the manner in which strategic HRM is applied in the processes of recruitment, selection, succession planning and also performance management (Allen et al, 2010). In Strategic HRM the differences and similarities of these activities need to be carefully considered as this knowledge will help in the planning process. These will be briefly illustrated below.

Similarities in the Strategic Human Resource Management Processes

The main similarity that strategic HRM processes have is the fact that almost all of the decisions made are based on a reverse analysis of the objectives whereby a path is drawn from the end result towards the initial action. This is done in with the aim of ensuring that plans being formulated will lead towards a desired result rather than going for an experimental approach. This is very much in line with the strategy component of this process (Armstrong, 2002). If an organization will for instance want to develop a new type of housing for its market they first have to be in possession of a relatively solid idea of all the defining characteristics of these houses such as the materials, the costing and the sizes. Based on this definition, the human resource manager can work backwards by analyzing the number of workers needed, the possible time-frame, the available budget, the skill level required, how to best inform prospective employees about the opportunity and other factors (Baker et al, 2014). After this is done the process of recruitment will take place in such a manner that will attract a caliber of employees whose attributes are aligned to those of this firm.

Another similarity of strategic HRM is the fact that the procedures that are laid out are geared at ensuring the employee is continually progressing in terms of his or her skills and responsibilities in the organization. The degree of progress will obviously vary but it is important to note that there is no single stage where the employee is considered to be stagnant. Following the recruitment phase, the employees begin to go through a series of trainings and probation to find out if they are capable of adding value to the employing organization (Chen et al, 2014). Those who pass the probation are given more responsibilities and during this period it is expected that their skills and output will improve over time. The HRM department also organizes for seminars and trainings that are designed to ensure the employees are aligned with the strategic plan of the organization. Many organizations also offer to sponsor their employees to courses that help in upgrading their skills such as masters programs. There are several motivation strategies that are put in place to ensure the progression of these improvements.

Differences

One key difference in the application of SHRM strategies is the type of focus applied to the human resource of the organization (Torrington et al, 2011). There are two main approaches namely the shotgun approach and the rifle approach and these are used to differentiate between widespread application of strategy and subjective focus of strategy. During the stages of recruitment as well as team building the strategy is applied subjectively across the entire population of prospective workers and employees respectively. This approach is employed when the desired result is a uniform action by the group being targeted. This could be for them to fill out applications for a vacancy or for them to improve their communication for prospective employees and current employees respectively. This takes places at the pace set by the organization.

The rifle approach refers to a scenario where a SHRM strategy is applied to an individual based on attributes he or she has been found to have (Downs and Swailes, 2013). This may be charisma or creativity which is much needed in improving the performance of the marketing department of an organization. The HRM department may sponsor such an individual for a given course that will better define his or her skills. Such a person may also be given more responsibilities and challenges with the aim of preparing them for a given management position. Apprenticeship is a rudimentary form of subjective application of SHRM policies in an organization. The pace of such initiatives is often dependent on the rate at which the target employee is gaining skills. It is often hoped that such an individual will play a leadership role in furthering the strategic plan of an organization (Wei et al, 2014).

Critical Question: Are today’s Human Resource Managers able to distinguish the relevance of these two approaches to strategy?

Best Practices and Best Fit

Best practices are strategies that have been proven to be effective in the achievement of Strategic Human resource Management. They key strength which also makes them attractive is the fact that they are applied by industry leaders whose products are used as benchmarks in the different industries. It is believed that this approach promises benefits for any firm that incorporates them into its day to day operations. The Best fit approach on the other hand advocates for the implementation of HRM policies that have been formulated to correspond with parameters pertaining to a specific organization. This makes it significantly more subjective than the best practices approach.

The key advantage of the best practices approach is the fact that it is a ready-made strategy that can be applied as soon as it is acquired. The main advantage of best fit on the other hand is the fact that it can be easily adjusted to unique aspects of a business strategy.

The main disadvantage of the best practices approach is the fact that it is limited to strategies that are generic within a given industry and offers no real help in product differentiation. The challenge of the best fit method is that it takes a lot of resources to develop and this does not guarantee its working as it may still not function.

Evidence from the field indicates that many HRM professionals employ both of these strategies with best practices being used for generic aspects of management and best fit being applied to the differentiation strategies. Best fit method has a more profound impact in the alignment strategies since they are more flexible.

Critical Question: Is it possible for an organization to rely purely on Best Fit or Best Practice exclusively in its HRM alignment strategy?

References

Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining talent: Replacing misconceptions with evidence-based strategies. The Academy of Management Perspectives, 24(2), 48-64.

Armstrong, M., & Baron, A. (2002). Strategic HRM: The key to improved business performance. CIPD Publishing.

Baker, T. (2014) Attracting and Retaining Talent: Becoming an Employer of Choice. Palgrave Macmillan.

Chen, S., Han, M., & Zheng, Y. (2014). The Talent Training Model Construction and Implementation Strategy of Collaborative Innovation. Education Research Frontier, 4(3).

Downs, Y., & Swailes, S. (2013). A capability approach to organizational talent management. Human Resource Development International, 16(3), 267-281.

Martin, J and Fellenz, M (2010)  Organizational Behaviour and Management, 4th ed.

Torrington, D., Hall, L. and Taylor, S. (2011) Human Resources Management.  Eighth Edition. Prentice Hall.

Wei, Y., Zheng, Z., Wu, Y., & Yin, X. (2014). Talent cultivation of Excellent Engineer Training Plan in Henan Polytechnic University. Science, 2(4), 96-100.

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