The paper "Managing Human Resources " Is a great example of a Management Case Study. In an international economy, organizations ought to enroll and retain their most creative, talented, and knowledgeable individuals. Therefore, the workforce is the greatest organizational asset, and therefore without them, activities such as handling customers, communication, taking care of cash flows as well as ascertaining business transactions cannot be completed (Gangani, McLean and Branden, 2006). His entirely because individuals are ones that drive the organization. Changes within the organization affect both the business and its employees therefore with the purpose of maximizing the effectiveness of the organization, aspects such as time, talent as well as individual’ s capabilities ought to be well managed (Martin and Woldring, 2001).
In other words, human resource management aims at ascertaining that staff members within an organization are able to conform to the goals of the organization. In addition, human resource management is accountable for the treatment of individuals within an organization. It is responsible for inducing individuals into the organization, assisting them in executing their tasks, rewarding them for their work, and also solving matters that come up (Gangani, McLean and Branden, 2006).
Therefore, human resource management has derived quick and far-flung acceptance as a new word form managing employment. This case study will identify the corporate strategies in BBD Inc. linked with human resource functions. Furthermore, it will discuss various strategies that can be used to enhance employer branding. Finally, the case study will highlight how corporate culture can make an attractive workplace citing relevant examples from BBD Inc. BBD Inc. Corporate Strategies For corporate strategies to be integrated well with the human resource functions, it is obvious that the top-level management of BBD Inc, the departmental heads, and the human resource professionals need to work in harmony with one another.
In the company above, the philosophy and the lead stem from the vision and the beliefs of the management and the human resource practitioners in a crucial but essentially complementary role (Krishnan, 2005). The company needs to spend more of their time and effort in understanding the corporate environment and the strategic issues faced by the company before integrating the corporate strategies and the human resource functions in the company’ s subsidiaries (Krishnan, 2005).
The HR department needs to have the ability to anticipate issues that are of great concern to the management before they actually carry out the integration. With the dynamic nature of the business environment and the volatile nature of the Australian market, the organization has to make decisions at short notice (Krishnan, 2005). The human resource professionals within the organization need to move towards having an integrated look at the individuals in the company and going ahead to bridge the gap between the human resource function and the industrial relations (Krishnan, 2005).
This presents the human resource managers with an opportunity to have a single human resource perspective to the company and doing away with the frequent confrontational mentality that often characterizes the human resource functions in an organization. In many companies, line managers have taken over the responsibilities of the human resource managers, and reports have indicated that they are doing a good job. Human resource practitioners need to be encouraged to venture into the other functions within the organization and get an understanding of the operational issues.
A good understanding of the operational roles will assist the human resource function and its professionals in integrating well with the goals and the aspirations of the organization both in the short term and in the long run (Krishnan, 2005).
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