Implications for managers in the Essential Function Order Instructions:
Implications for managers
The essential function of 21st-century human resource management personnel is to work in partnership with the management and staff of the organisation to develop the collective employee capability to a point at which it is optimally equipped to meet future environmental demands. This objective requires the creation of a positive organisational culture that reflects a unitary perspective on the management-staff relationship within the firm, and in turn mandates a strategic approach to all change initiatives of any significance.
This essay requires you to reflect on the extent to which the management of your current employing firm, or an alternative firm with which you are familiar, is effective in progressing towards achievement of that status.
In short, how well does the organisational culture at that firm align with the demands of a unitary perspective on the workplace environment?
Please follow all these instructions:
• Read the Required Learning Resources which have been uploaded.
• Reflect on the ideas presented in the Week 7 Key Concept Overview and the assigned journal articles in the light of your own practical experiences in the workplace.( ALL THESE FILES HAVE BEEN UPLOADED)
• Recent changes in the business environment have not been accompanied by similar changes in human resource management processes.
• It is the HR department’s responsibility to correct this failing.
• This responsibility requires the HR department staff to develop a range of new skills that will support a unitary perspective on employment relationships.
• HR department staff needs to develop a broader understanding of the firm, its markets and its business model.
• The most effective response to those demands, for any firm, is to implement the principles of strategic human resource management (SHRM).
• The character of the individual firm, its markets and its business model will influence the applicability of a strategic HRM approach.
• Use those six propositions as the basis for an assessment of the organisational culture in place at your own employing firm, or another firm with which you are familiar. The post should include:
(1) an identification of areas in which the firm is especially effective,
(2) areas in which an improvement would be desirable and
(3) a brief comment on specific actions that the firm could take that would assist in improving its alignment with the six propositions above.
• All the references must be in the HARVARD STYLE only.
Implications for managers in the Essential Function Sample Answer
(1) An identification of areas in which the firm is especially effective,
The firm should be effective on the requirements for modern human resource department. In this case, the firm’s HR should constantly work to develop human ability. This is in line with related requirements to not just facilitate but also initiate change, which allows individuals to interpret their roles as organisational workers. Another area that the firm is effect is leadership, which is done through the adoption of strategic human resource management (SHRM). This has helped the firm to pursue a culture to take advantage of the gap in the market. This advantage also allows the firm to benefit from underutilised opportunities and in turn achieve competitive edge. The firm is also effect in the management of culture. In fact, culture management is a continuous process within the organisation, an important aspect in fulfilling clients’ demands and remains competitive (Naude, Dickie & Butler 2012).
Areas for improvement in Implications for managers in the Essential Function
Change presents important insights for HRM. Experts believe that competitiveness in technology-driven era is effectively accepted by implementing strategically concentrating on individuals working for the firm (Malik & Aminu 2011). Therefore, the organisation should improve some of its major processes including change the way of selecting and recruiting its workers; the procedure of inducting employees in the company; and acculturation. Additionally, the organisation should adjust to ensure there is a balance between technological as well as human solutions to issues of development.
(3) A brief comment on specific actions that the firm could take that would assist in improving its alignment with the six propositions above.
Based on research, improved alignment requires not just the integration of the role of change agents as a controlling factor that is embedded between a need for enhanced corporate performance and a resultant need for enhanced staff competence (Malik & Aminu, 2011). The HRM plays an integral role in facilitating corporate change on many fronts, hence the need for a proximal alignment with employee development to undertake these responsibilities. At that point, it becomes imperative that the HR in such a firm should be fully competent when it comes to employee-oriented competences that the HRM has always highlighted but also that there is need for creating high-level expertise in different areas that are interpreted as the general management competences (Naude, Dickie & Butler 2012).
To enhance the firm’s alignment appropriately, it is imperative to incorporate a set of skills and competences that demarcates the obligations of the HRM professional. This is to say that while acting a transformational agent, the HRM is expected to exhibit high levels of competences in both of those skill sets. When firms are restructured to underpin the development of a unitarist culture, important modifications with regards to the way people think, act and react is paramount if the expected culture is to be attained and continued. However, this would be the single most challenge that faces the 21st century transformational facilitators, and this may also be a challenge that is usually designated to the HRM professionals that populate these particular firms (Marchington, Waddington & Timming 2011).
In a nutshell, the HR professional can only be effective change players if they have a deep comprehension of the business or industry of the firm they serve. Dobson, 2013) contends that critical areas of knowledge consist of applied understanding of how the firm integrates horizontally. Moreover, they should also understand business processes in terms of the firm’s strategy, how the firm makes money or attains its main purposes, its technological processes, corporate capabilities and so forth. In this respect, the HR professional have the obligation to enhance their information base in areas to do with finance, marketing, operations and general management (Long, Ismail & Amin 2013). The HR professional should also be able to manage corporate culture with the clientele focus; they have a significant effect on their firm’s fiscal performance. It is equally pertinent for the HR experts to deliver not just results but demonstrate a track record. So, relationship skills are necessary. In the end, to ensure effective change, human resource development is required to help employees enhance not just individual and corporate knowledge but skills and competences as well.
Implications for managers in the Essential Function Bibliography
Dobson, John R. “The theory and practice of people management: A critical review of the British experience.” Journal of Business Management 7 (2013): 152-164.
Long, C.S., Wan Ismail, W.K. and Amin, S.M., 2013. The role of change agent as mediator in the relationship between HR competencies and organizational performance. The International Journal of Human Resource Management, 24(10), pp.2019-2033.
Marchington, M., Waddington, J., & Timming, A. 2011. ‘Employment Relations in Britiain’, ch 2 in G. Bamber, R.D. Lansbury and N. Wailes, International and Comparative Employment Relations, 5th Edition, London: Sage.
Malik, N. & Aminu, M. 2011.‘The role of human resources in new globalised world’, Interdisciplinary Journal of Contemporary Research in Business, 2 (11), pp.318-330.
Naude, M., Dickie, C. & Butler, B. 2012. ‘Global Economic Crisis: employee responses and practical implications for organizations’ Organizational Development Journal, 30 (4), pp.9-24.
