Definitions, Values and Assumptions, Linking to Strategy and the Environment - Assignment Example

GSBS6040 Examination Questions Name: Institution: Date: TOPIC 1 – Definitions, Values and Assumptions Question 1 Human resource management is concerned among other things with employees’ conflicts resolution. As such, responsible stakeholders including organisational human resource departments and the employee unions are involved. In resolving employee relations conflicts, HRM has two major approaches namely the unitarist and pluralist approaches respectively. On one hand, the unitarist approach seeks to align employee interests with those of the organisation. A major organisational management source of conflict is increased discrepancies between organisational goals and those of its employees. Therefore, strategies establishing a convergence in these needs reduce overall industrial conflicts. The unitarist approach in HRM can be perceived in the American labour market that approaches employees individually reducing the relevance of activist groups. On the other hand, the pluralist approach seeks to not only align employees’ interests to those of the organisation, but also those of the organisation to fit into the employees interests. Under this conflicts resolution approach, there emerges the concept of collective responsibility in employee issues. As such, employees develop unions that champion their rights. A case of pluralist HRM approach is characterised by increased collective bargaining aspects in human resource conflicts resolution (Billsberry, Salaman & Storey, 2005). An example of the application of this approach is in the German labour market. Unlike the USA labour market, the German labour market is pluralist. As such, organisations in the economy are characterised by the presence of an employee’s council. The council is mandated with the task and responsibility of resolving labour relation conflicts as they emerge as well as developing proactive measures to counter these challenges. Question 2 The learning process is a complicated process with diversity in individual learning abilities. As such, it is imperative for the learning process adopted to be both incorporative and interesting. Such an approach is the problem based learning approach. This approach is a group learning strategy that seeks to utilise groups in enhancing not only individual, but also collective learning in the respective groups. This approach is majorly applied in learning institutions. In developing this approach, students are classified into respective group that are required to work as teams. Then they are exposed to the first step in the problem based learning approach that is scenario presentation. Under the scenario presentation, the groups are presented with the scenario facts. The group members are required to individually and collectively identify the issues arising in the case. Based on the established issues, the groups then move towards the second stage on problem identification. The members collectively through analysis and consultations identify the respective problem (s) in a presented scenario (Billsberry, Salaman & Storey, 2005). If the given scenario has the undertaken decision, the members are required to evaluate the decisions developed and examine their relevance. As such, they determine the appropriateness of the developed decisions on the scenario. If any of the members dispute the decision appropriateness, they are required to offer alternative course of action as well as substantiate their choice. In addition, if they support the scenario decision, reasons in support of this should be developed. The application of the PBL approach enhances creativity, critical analysis and the development and a consultative culture among learners. These elements allow for increased contents retention rates. Students adopting this learning procedure have registered increased understanding levels in schools. TOPIC 2 – Linking to Strategy and the Environment Question 3 The Harvard HRM model is a milestone in modern strategic management in HRM. In this case, the model develops a new perspective on the employees. Rather than viewing labour as an added production cost element, the model perceives the employees as part of the organisational resources. Consequently, the model perceives the employees as part of the organisational intangible assets. It argues that the actions of other stakeholders such as the management, shareholders and the customers have implications on the employees. Therefore, in order to enhance safeguarding and enhance the asset development, the model recommends four strategic HR policy areas that include the employee influence enhancement through increased responsibility delegation, human resource flows such as recruitment, and promotion strategic management, develop reward systems to motivate employees as well as work alignment to enhance interests’ convergence. The model argues that focusing on these human resource areas would enhance increased employee empowerenment, career development, and motivation as well as increased synergy between the workforce and organisational interests. Such achievements are a recipe for reduced labour relation conflicts in the market. In order to effectively focus on these established areas, the model recommends four strategic human resource policies for the organisations. They are famously known as the four HRM Cs. They are the commitment, congruence, competence and cost effectiveness. Merits of the application of this model in HRM, as already established, are reduced industrial conflicts and increased employee productivity that results to eventual organisational productivity, performance and competitiveness in the market increase (Billsberry, Salaman & Storey, 2005). Question 4 The concept of strategic HRM is a new and developing concept in human resource management. The concept presents a range of fundamental principal changes diverse from the traditional approach. Among the principle concepts developed include diversity, human resource planning as well as conflicts resolution approaches. Theoretically, human resource models, such as the Harvard HRM model, argue that the application of these principles would revolutionise human resource management. However, to date, organisations continue to experience HRM challenge. HRM studies establish that a majority of multinational organisations face increased diversity challenges with a majority of them failing to incorporate workforce diversity both in terms of gender as well as culture. Moreover, those applying these diversities, experience management challenges. In addition, organisations persistently experience increased employee conflicts due to lack of appropriate human resource planning application despite its emphasis in strategic HRM. Therefore, it is apparent that despite the increased potential merits for the application of strategic HRM, the concept remains rhetoric rather than a reality in business HR management. However, it is imperative to realize that a number of organisations, especially the multinational organisations such as Coca-Cola have applied this HR practice. As a result, the merits of its application have emerged as a reality in these organisations, as evidenced b their increased human resource quality and productivity in the global beverage industry (Billsberry, Salaman & Storey, 2005). Thus, it is recommended that organisations, both local and multinational, should employ strategic HRM practices in order to make the approach merits a reality in their operations. TOPIC 3 – HRM Rules, Roles and Functions Question 5 Organizational management is a strategic function that has a range of complications. This emanates from the need to interconnect organizational processes and operations into one. Arguments have been developed that organizational success is based on the efficiency in which the management interconnects the overall organizational operations into one seamlessly. As such, the interconnection and eventual supplemental nature of the respective organizational structure is based on the nature and extent of relationship between the specialist organizational staff as well as the line managers. On one hand, the organizational specialized staff in human resource management is charged with the responsibility of developing sound HR practices. Such policies and strategies based on strategic HR management principles enhance increased HR productivity. Upon developing the policies and strategies, it is the responsibility of the organizational line managers to ensure their conformance and implementation. HR line managers are responsible for the daily running and functioning of the organizational HR workforce. Therefore, the line managers control the HR assets and ensure their conformance to developed policies. Further, they identify emerging issues affecting the human resource in organization. Upon such identification, the line managers articulate the issues into policy needs and forward them to the HR specialist staffs. The specialist staffs in turn evaluate the raised issues and develop appropriate management framework for HR management. Therefore, based on this working arrangement, it is apparent that the existence of relationships and efficient communication systems between organizational HR specialist staffs and the line managers is an imperative tool for increased HRM success (Billsberry, Salaman & Storey, 2005). Question 6 Organisational success is based on the nature and extent and nature of seamless working relationships between managers and the employees. In this case, both categories have increased powers on their respective organisations. However, duties come with responsibilities. It is imperative for organisations to establish regulatory framework that controls the implementation f powers buy both the managers and employee groups. On one hand, the rules enhance reduced power misuse. Individuals are regulated against overuse of their power and influence. Misuse of power and subsequent attained influence in organisations lead to increased cases of industrial conflicts. On the other hand, the enactment of regulations enhances the development of a uniformity culture. Internal organisational stakeholders are subjected to similar contexts regardless of the respective divisions or organisational businesses. As such, there emerges consistency in their operations. Such a consistency is an imperative tool in enhancing the development and retainment of organisational market competitiveness Managers Rules Should consult with respective organisational specialist staffs Decisions should be within the strategic organisational plan Strategic issues should be referred to the organisational executive unit The enactment of these rules governing decision making by managers enhances efficiency as well as consistency in the organisational decision making framework. Employee Rules Should report work progress to supervisors Abide by the organisational rules The established rules enhance ease of employees’ supervision and performance evaluation in an organisation. Therefore, based on the above examples, it is apparent that the development of rules for both the managers and employees is an imperative strategic tool promoting organisational performance and management efficiency. TOPIC 4 – HR Planning, Work and Job Design Question 7 HRM is increasingly growing in its significance in the overall organisational operations. This occurs in recognition of the fact that organisations have realised the role played by efficient human resource management factors. In this case, strategic HRM management has increased its utilization. On one hand, a major component of the approach is the strategic human resource planning model. The planning model is classified into four respective sections namely the organisational objectives, human resource requirements, human resource programs and feasibility analysis stages. On one hand, the four stages in the planning model incorporate the identification of the organisational objective. Such an analysis establishes the respective organisational human resource demand. The organisational objectives determine the kind and nature of HR qualities demanded. In addition, the planning model focuses on the third stage that is the development of appropriate human resource programs (Billsberry, Salaman & Storey, 2005). Such programs are designed for the acquisition, retention and development of the relevant human resource. As such, the programs include the recruitment, career development and motivation programs. A major strategy in this case is to balance and eliminate any existing workforce imbalances in terms of organisational demand and labour supply. At times, the organisational HR demand, fails to acquire any suitable matches in the market supply. As such, the HR programs are charged with the responsibility of ensuring that such imbalances are significantly reduced through employee development and training to fit into the organisational HR requirement qualities. Finally, the HR planning model has the feasibility test stage. At this stage, the HR function evaluates the viability and possible success levels for the respective HR strategies in the market. Question 8 The Taylor scientific management principles have received increased application in a majority of business today across the industries. The management theory was based on four basic principles. One was the simplification of organisational roles into common practices and the monitoring of the easiest and appropriate practice of them all. The second principle advocated for employee skills matching with the assigned tasks to enhance productivity and efficiency. In addition, the third theory principles advocated for work performance evaluation in order to advocate for increased performance management as well continuous improvement process application. Finally, the theory advocated for work division between managers to allow the managers increased focus on strategic issues. One such industry applying this management theory and the principles is the fast food industry. In its operations, the industry seeks to develop the easiest and quickest food preparation mechanisms. In this case, the industry has subsequently developed structures through which consumers await as their fast foods are prepared. Through this approach, the industry has acquired increased consumer satisfaction due to increased products customization strategies in the market. In addition, the industry has developed and employed a pool of experts in its operations. Key services in the industry include food production, customer services and marketing. As such, organisations, such as McDonalds, have employed specialist professionals in the respective fields in order to enhance increased market efficiency and success. Moreover, the industry tracks employee and organisational performances through management tracking systems. Finally, organisations in the industry have well established management structures and policy guidelines that stipulate respective internal stakeholders’ responsibilities in the market. TOPIC 5 – Recruitment and Selection Question 9 In order to attain and retain a qualified HR workforce, organisations develop strategic recruitment processes. The process seeks out at establishing appropriate and qualified individuals in the market. In recruitment, there are two strategic approaches namely the external and internal sourcing approaches. On one hand, the former approach seeks for individuals in the external labour market. On the other hand, the latter, in sourcing sources employees form the existing organisational workforce. Internal employees’ sources enhance increased staff motivation. In this regard, the organisational management acquires an opportunity to promote employees. Employees’ promotion is part of the overall employees’ career development strategy. Such career development approaches provide increased employee motivation. In addition, internal sourcing offers the management an opportunity to recruit employees conversant with the organisational policies, framework and culture. Consequently, minimal time is required and invested in orienting such employees in the organisation. As such, this reduces the overall employee recruitment costs for the respective organisations. Further, the adoption of an internal sourcing approach leads to the retention of established talents in the organisational workforce (Billsberry, Salaman & Storey, 2005). Such a strategy enables the organisation utilise employee established talents both in management and technical skills in the industry. Despite the outlined merits of internal sourcing, the approach faces a range of challenges. On one hand, the approach leads to increased employees rivalry. Employee politicking and conflicts emerge when some of their peers are promoted. Such a trend would lead to increased conflicts, employee demotivation and the eventual productivity levels decrease. Further, the approach leads to organisational inbreeding of the labour force. Consequently, this reduces the merits of workforce perception diversity in the organisation. Question 10 The external business environment has greatly changed in the recent past necessitating the need for a change in the existing organisational practices such as the HR function. HR is a relatively vulnerable organisational practice easily implicated on by both internal and external market changes. Among the external factors affection organisational HR recruitment policies include competition, legislation as well as globalisation. On one hand, globalisation has revolutionised the labour market. In its influence, globalisation has facilitated increased labour supply in the market. However, it has led to the emergence of workforce diversity. As such, organisations are required to recruit a workforce that represents diversity in terms of culture and gender. Therefore, this has increased the organisational needs to change their recruitment process to allow for workforce diversity incorporation. An additional external factor implicating on recruitment is legislation. The emergence of employee activist groups, international labour lobby organisations and employee unions has in the recent past, through their increased advocacy, resulted to increased employee welfare awareness. Therefore, in order for organisations to attract a qualified and experienced workforce, the development of attractive employment packages is imperative. In this case, organisations have resulted to the increased change of their employment packages and the recruitment approaches in a bid to increase their overall attractiveness in the expansive global labour industry. Finally, competition structures have changed in the market (Billsberry, Salaman & Storey, 2005). Globalisation and increased technology changes have led to increased competition levels in the industry. As a result, organisations have to change their recruitment strategies to attract qualified workforce in order to oust their competitors from the industry. Reference Billsberry, J., Salaman, G., & Storey, J. (2005). Strategic Human Resource Management: Theory and Practice. London : SAGE. Read More