The paper "Strategic Human Resource Management and Training at the Australian Property Institute" is a perfect example of a management case study. The paper aims at discussing strategic human resource management and training at the Australian Property Institute. The paper discusses the performance of employees and promotion with regard to human resource management. Human resource management is a key factor in ensuring the success of any business organization. The department in most organizations is always aiming at employing qualified staff, training them to be maximum producers, rewarding their efforts while building good economic and social relationships.
The main aim and roles of human resource management in any business is to search for new and recent ways of working and bringing changes to the companies. In Australia, human resource management has developed through the following four stages (Alan Mankervis, 2010); Stage 1 which started in 1900-1940 involved the evolution of welfare management and administration Stage 2 occurred during 1940-1970 and it involved welfare, administration, staffing and training personnel management in industrial relations. Stage 3 occurred during 1970-1990 and it involved human resource management and strategic human resource management. Stage 4 is the current model of strategic human resource management, which began in the year 2000 to date. The most important function of the human resource department at the Australian Property Institute is to ensure that workers are happy with effective rewards in order to deliver.
The motivation of workers involves training and constant evaluation and rewarding them. According to Peter (Purcell, 2000), two dominant normative models are used in human resource management. They include the model of best fit and model of best practice. The paper further considers the source-based views of firms as to whether they provide better development to human resource management.
The paper discusses the essentials of instilling management of core values, goals within the organization. The paper analyzes internal and external factors affecting the performance of their rational value with regard to Porter's model. The paper also provides solutions and recommendations to strategic human resource management and development through training. Managing performance The performance of individual value is a means of punishing or retaining employees within this organization. It is important for an organization to constantly keep stock of its workforce and evaluate its performance for the following three important reasons.
First, is to improve organizational performance through individual contribution. This should be an automatic process of HR management. Secondly is by identifying various potentials and existing talents, empowering them and transferring individuals into job places where they can better be suited and perform better. The managers should provide an equitable method of linking payment and assessment and this will help in reducing negative competition within the company. The human resource department should advise the top management on the principles and objectives of the evaluation system.
They should develop a consistent method of communication and consultation system with both the employees and top managing officials. They should also assist in the setting goals, objectives, standards, and evaluation by defining targets. They should assist in the explanation on how to quantify and agree on objectives (JF, 2002). Besides this, they should also help in eliminating complexity and duplication. The HR should also familiarize their employees on the various stages of evaluation to be carried place.
They should also bring to attention the various rewards attained by achieving the companies goals after the evaluation process. The evaluation and process should win the confidence of the employees in order to attain good performance.