Essays on ANZ Bank HRM Policies and Practices Case Study

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The paper "ANZ Bank HRM Policies and Practices" is a great example of a management case study.   The turmoil growth of Human resources has been witnessed in the world both in public life and business. Managers are surrounded by challenging and complex situations as a result of the turbulent climates in the business sector brought within the aspects of globalization, liberation, transforming technologies as well as advancement in the information technology (Storey, 2007). Human resource management has emerged as one of the most significant section of organization science and practice.

This area has developed in segregation, however, in an industrial transformation and economic growth context. The unique approach of human resources needs the adverse type of attention form managers and leaders. This implies that it has some features that offer a great challenge and opportunity. According to Wright, McMahan and Smart 1995, the important inputs in an organization remains its human resource. Employees bring along their job diversity, goals, skills, needs, and expectations to an organization. As a result, they get to be socialized into the organization through hiring and their ongoing functionality in the organization.

It is clear that there is a need to make sure that the human resource requirements in an organization are identified, followed with plans on how to satisfy them adequately (Armstrong, and Taylor, 2014). General, HRM has been referred to as the strategic and broad managerial personnel involvement, employees concern as an organization most crucial assets, proactive in its responsibility and contains the goal to enhance organization performance and meeting employee needs. In order to get an in-depth understanding and operative context of HRM this paper seeks to explore the ANZ bank in this context Background The operations of ANZ bank has been underway for 180 years.

It offers banking services in 34 markets globally such as Australia which hosts its headquarters. The bank is among the top bans in Australia and also holds a topmost rank worldwide. The business operates in the banking sector where there is increased competition from other players such as the commonwealth bank. However, despite the big banks smaller banks and financial institutions that offer banking services are also key competitors in the industry (Joshi, Cahill, and Sidhu, 2010). The areas of corporate strategies.

Workforce forms the philosophy of ANZ’ s HRM and the features of HRM practice in ANZ. The bank has a strong command and believes that motivated knowledgeable workforce will help the bank offer the n=best services to its customers and contribute a lot to the long term success of the company. As a result through its HRM section, the company conducts employee engagement survey annually and this move enables it to come up with an action plan in addressing the survey feedback.

The HRM in the banks is aimed at offering employees a terms and conditions employment where there are fairness and reasonable and line up with the business values and human rights. ANZ runs a group diversity policy that helps to recognize the inclusive and diverse workforce as strategic assets and essential tools towards attained growth objectives (Cuganesan, 2006). The policy is focused on gender age, cultural background disability as well as sexual orientation. This indicates that the company has had progressive improvements in making an all-encompassing workforce.

Reference

List

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Barney, J.B. and Wright, P.M., 1998. On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management (1986-1998), 37(1), p.31.

Becker, B.E., Huselid, M.A., Pickus, P.S. and Spratt, M.F., 1997. HR as a source of shareholder value: Research and recommendations. Human resource management, 36(1), pp.39-47.

Bowen, D.E. and Ostroff, C., 2004. Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of management review, 29(2), pp.203-221.

Cuganesan, S., 2006. Reporting organisational performance in managing human resources: Intellectual capital or stakeholder perspectives?. Journal of Human Resource Costing & Accounting, 10(3), pp.164-188.

Jackson, S.E. and Schuler, R.S., 1995. Understanding human resource management in the context of organizations and their environments. Human Resource Management: Critical Perspectives on Business and Management,2, pp.45-74.

Joshi, M., Cahill, D. and Sidhu, J., 2010. Intellectual capital performance in the banking sector: An assessment of Australian owned banks. Journal of Human Resource Costing & Accounting, 14(2), pp.151-170.

Miles, R.E. and Snow, C.C., 1984. Designing strategic human resources systems. Organizational dynamics, 13(1), pp.36-52.

Roberts, K., Kossek, E.E. and Ozeki, C., 1998. Managing the global workforce: Challenges and strategies. The Academy of Management Executive, 12(4), pp.93-106.

Storey, J., 2007. Human resource management: A critical text. Cengage Learning EMEA.

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