Leading and Managing People or Employer Branding - Assignment Example

Leading and Managing People Name Institution Name Date Q1. The changing role and objectives of strategic human resource management function The nature of the worker is continuously changing because of the needs and requirements of the employee. The private and government sector has to initiate and implement creative solutions to retain, integrate, and educate a diverse and rapidly changing work population (Iles, Chuai & Preece, 2010). The human resource management has to integrate the changing population in which women continue to increase in the corporate structure and also the increase in part-time or temporary workers (Arachchige & Robertson, 2011). The problem is worsened by the changing needs of the employees. The human resource has to deal with the dynamics associated with retaining a new and challenging workforce (Kryger, Esmann & Thomsen, 2011). Recruitment of the new workforce is a problem and retaining the same workforce is an additional challenge. Therefore, addressing the recruitment and retaining of changing employment force is a major issue to the workforce. Globalization has also brought additional challenges. Employees have to work with international partners, and also the business operates in a multinational environment. The movement and engagement of the employees also mean that diversity should be integrated into the strategic management of the employees (Arachchige & Robertson, 2011). For example, cultural diversity needs to ensure the needs and requirements of different employees are addressed (Iles, Chuai & Preece, 2010). The culture of individuals is based on symbols, norms, and ethics, which sometimes conflicts with the working organization (Kryger, Esmann & Thomsen, 2011). Balancing the requirements of a diverse workforce and the needs of multinational companies worsens the entire situation of human resource. The human resource should understand the requirements and operating environments of the organizations to determine the appropriate strategy to manage the workforce. For example, an employee from an Asian country may need different motivational requirements compared to a western based employee. The modern HR management should understand the changing and evolving needs of the employees (Iles, Chuai & Preece, 2010). The needs and requirements of the employees are different but teamwork is expected in accomplish numerous strategic requirements of the company (Kryger, Esmann & Thomsen, 2011). For example, motivation is important to the advancement of an organization and different motivational factors influence the employees differently. For instances, some of the employees are motivated by remunerations while others appreciate social lifestyle. In addition, the promotion and benefits frameworks influence the employees differently (Iles, Chuai & Preece, 2010). Therefore, the human resource has to embrace the changing needs and requirements of the employees and other stakeholders (Kryger, Esmann & Thomsen, 2011). The business environment is changing and it is becoming more competitive (Iles, Chuai & Preece, 2010). The dynamics associated with the workplace and the environment needs to be reflected on the workforce (Kryger, Esmann & Thomsen, 2011). The HR management has to align the strategic objectives of the organization with the human resource requirements. A balance has to exist between the organization strategies and the needs and the requirements of the employees (Iles, Chuai & Preece, 2010). Therefore, the HR management should not only concentrate on the employees but the larger picture of advancing the requirements of both the organization and employees (Kryger, Esmann & Thomsen, 2011). Q2. Part 1: “Content validity” and country civil service Content validity is the extent in which variables in a measurement procedure are representative and relevant to the purpose of the measurement. Establishment of content validity is integral in determining the measurements of the current processes (Iles, Chuai & Preece, 2010). It is imperative to note the limits of the content validity before utilizing the measurement (Mandhanya & Shah, 2010). The appraiser and human resource management should understand the benefits of numerous methods and frameworks, which can be used to accomplish performance requirements, selection requirements and recruit needs to ensure the staff with credible credentials, can be employed. The quality of the human resource determines the success and capability of the national workforce. The content validity is important because the qualifications and experiences can be used in filling important positions. The needs and requirements of different positions are different meaning that the civil services management should reflect the stated requirement. Numerous people have experiences and qualifications but positioning the employee to a specific position within the workforce of a country is challenging (Arachchige & Robertson, 2011). However, understanding the requirements of the position makes it easier to position an individual (Iles, Chuai & Preece, 2010). For example, human resource professionals are numerous but the degrees associated with the human resource are different (Kryger, Esmann & Thomsen, 2011). Therefore, understanding the specific areas of human resource that a professional has specialized increases the capability of the individual to accomplish the assigned duties effectively. Thus, understanding the content validity during the selection process is important in employing the right personnel. Other selection tools and processes exist that targets specific requirements at the workplace (Kryger, Esmann & Thomsen, 2011). The civil service of a country needs skills and experiences, which can be balanced through the sectors. Instances exist in which some positions within the country’s workforce overlaps (Iles, Chuai & Preece, 2010). For example, the work of treasury may overlap with the ministry of health meaning that an individual in such position should be able to understand the requirements of the different ministries. The individual should balance and acknowledge the specific requirements so that customization can be done to reflect the requirements of the position (Iles, Chuai & Preece, 2010). It can be achieved through an effective selection process that reflects the dynamics of the workplaces. Part 2: Employer branding and the psychological contract in recruiting and selection process Employer branding is the positioning of a company to attract specific workforce or employees (Iles, Chuai & Preece, 2010). The psychological contract is the unwritten set of expectations that defines the employment relationship, which is different from the codified, formal employment contract (Arachchige & Robertson, 2011). The employer branding and psychological contract define the relationship between the employer and employee (Mandhanya & Shah, 2010). In the recruitment and selection process, the employer branding and psychological contract play an important role. A prospective employer uses these variables to determine the soundness of a company and the benefits obtained from working in the company. Employer branding is important because it helps an organization to stand out (Iles, Chuai & Preece, 2010). If an organization has consistent employer brand, the rate of recruitment and retaining the employees, the organization will not need to adjust the finances to address the employee turnover. The brand makes the employees continue to work in an organization even though the salaries and remuneration do not reflect the roles and responsibilities (Arachchige & Robertson, 2011). Some employees prefer values more than salaries and branding an organization in value based means that more employees will be attracted to the company (Kryger, Esmann & Thomsen, 2011). Employer branding also streamlines the recruitment process because an employee has a clear understanding of organization’s culture, goals, and values. These variables are important in ensuring the organization continues to obtain the valuable employees. Employer branding also reflects the psychological contract. Some variables are important to the employees such as goals, values, and family (Iles, Chuai & Preece, 2010). The assurance that the family will be considered during the working period, or there are policies advocating for families makes people appreciate an organization (Mandhanya & Shah, 2010). Similar to employer branding, employees will be interested in those organizations that consider their psychological understanding. Different factors influence the psychological process of an individual and targeting the psychological position of an individual is important in achieving operational requirements. Part 3: Effective selection process Job design is a common problem that affects the way activities are accomplished in an organization (Kryger, Esmann & Thomsen, 2011). Job design is the specification of relationship, methods and contents of jobs to satisfy the organizational and technological requirements as well as the personal and social requirements of the holder of the job (Arachchige & Robertson, 2011). During the recruitment and selection process, it is important to understand the limits and requirements of the position. Understanding the extent of job design regarding the position important since the right individuals’ will be given the position. Availability of the right resources may affect the effectiveness of the selection process (Iles, Chuai & Preece, 2010). The right and credible employees can be recruited, but their effectiveness can be affected by limited resources. The recruitment process should reflect the resources availability and the fundamentals associated with the position (Arachchige & Robertson, 2011). The absence of enough resource may result in the creation of conflicts and misunderstandings among the employees. Conflict at the workplace is a major problem because it prevents teamwork and collaboration towards the achievement of organizational goals and objectives (Kryger, Esmann & Thomsen, 2011). Therefore, availability of resources is important to the success of the selection process. Understanding the content and capability of an individual is sometimes a challenge. The selection and recruitment process may not be effective meaning that there are some requirements that the recruitment team may have missed (Arachchige & Robertson, 2011). Some of the information, which can easily be missed include appropriate cognitive requirements, job knowledge, work samples, psychomotor abilities, personality tests, honesty and integrity tests and vocational interests tests (Iles, Chuai & Preece, 2010). Numerous tests have to be conducted to accomplish the requirements of the recruitment process. An effective selection process should reflect the divergent requirements of the workforce and the needs of the position (Kryger, Esmann & Thomsen, 2011). The right employee can be obtained through conducting numerous tests based on the requirements of the position. The tests should also reflect the nature of the position and the circumstances associated with the position. Q3. Performance Management Part 1: Usefulness of Performance Management over Performance Appraisal. Performance management is a flexible, continuous and comprehensive approach to the management of individuals, teams and organizations with the aim of maximum dialogue to advance the requirements of the different stakeholders. On the other hand, performance appraisal involves rating and assessment that managers have to make at a periodic time (Kryger, Esmann & Thomsen, 2011). Performance management encourages joint dialogue between the management and employees (Arachchige & Robertson, 2011). It ensures that the management and employee present their views because arriving at a decision. The review in performance management is continuous, and the entire process is flexible to reflect the requirements of the position. Performance appraisal is premised on focusing on quantified objectives, but performance management focuses on behaviors and values as well as objectives (Iles, Chuai & Preece, 2010). The line managers play an important role in performance management while performance appraisal, the HR department determines the direction of appraisal. Furthermore, documentation is not important to performance management but in the case of performance appraisals, numerous documents are required. Performance management is an important approach to ensuring the human resource management is effective (Iles, Chuai & Preece, 2010). Utilization of human resource department as the determining entity to appraisal an employee results in numerous challenges (Arachchige & Robertson, 2011). Appraisal may even mean the employees cannot cooperate and create effective teamwork because each employee work is reviewed differently rather than the contribution of an individual to a team. Performance appraisal creates or encourages individualism, which is inappropriate in the changing dynamics of the workplace. Therefore, performance management is important to the success of any organization, team or individual. It integrates the different requirements of an organization in achieving predetermined goals and objectives. 2. Critically discuss some of the common appraisal problems encountered by human resources professionals Appraisals are important because an organization offers employees constructive feedback (Kryger, Esmann & Thomsen, 2011). It sometimes contributes to the determination of remuneration and other forms of compensation. However, challenges and problems exist in the implementation of appraisal. The common challenge is the experience of the appraiser. The appraiser may be inexperienced meaning that awkwardness may occur during the review (Arachchige & Robertson, 2011). Even if an appraiser employs a standardized approach, the challenge of collecting appropriate data is demanding and also depends on the approach, the appraiser employs. For example, facial expression may influence the entire process, and the employee may give skewed information (Mandhanya & Shah, 2010). The second problem is the employee resistance (Iles, Chuai & Preece, 2010). The employees may view the entire process as a negative endeavor or procedure meaning that the employees become uncomfortable. Explanation of the procedure and giving guidelines are not enough to address the challenge (Wilden, Gudergan & Lings, 2010). The perception of appraisal may negate the moral and capacity of the employees. The employees may feel that trust and integrity do not exist in the workplace. Thirdly, the appraiser may be biased (Sokro, 2012). The information collected from an employee should reflect the accomplishments of the employee. The employer may be swayed by recent employee operations and completion of duties (Arachchige & Robertson, 2011). Appraisal is done annually meaning that conclusive information or absence of some of the information may negate the entire requirements of the appraisal (Iles, Chuai & Preece, 2010). The employees may make notes to reflect the appraisal process, but the information may be misplaced meaning that the entire accomplishments of the employees are not integrated into the performance appraisal. The accomplishments and excellence of the employee may need certain forms of rewards (Iles, Chuai & Preece, 2010). However, the reward system may become ineffective because of financial and other forms of challenges that the organization faces (Arachchige & Robertson, 2011). The appraisals are not focused on development since the shortcomings are not based on successes and also other variables such as encouragement and given direction may not exist (Kucherov & Zavyalova, 2012). In successful organizations, continuous research and development are important but basing the appraisal on other variables apart from giving guidance on development negates the purpose of performance appraisals. References Arachchige, B. J., & Robertson, A. (2011). Business student perceptions of a preferred employer: A study identifying determinants of employer branding. The IUP Journal of Brand Management, 8(3), 25-46. Iles, P., Chuai, X., & Preece, D. (2010). Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers. Journal of World Business, 45(2), 179-189. Kryger Aggerholm, H., Esmann Andersen, S., & Thomsen, C. (2011). Conceptualising employer branding in sustainable organisations. Corporate Communications: An International Journal, 16(2), 105-123. Kucherov, D., & Zavyalova, E. (2012). HRD practices and talent management in the companies with the employer brand. European Journal of Training and Development, 36(1), 86-104. Mandhanya, Y., & Shah, M. (2010). Employer branding-a tool for talent management. Global Management Review, 4(2). Sokro, E. (2012). Impact of employer branding on employee attraction and retention. European Journal of Business and Management, 4(18), 164-173. Wilden, R., Gudergan, S., & Lings, I. (2010). Employer branding: strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), 56-73. Read More