波士顿assignment代写 Growth Of Interest Within Organizations Today Commerce Essay

Factors of growth in HRM within organizations today

Gilmore and Williams (2009) explained that HRM involves a wide range of activities and issues, with responsibility for their enactment lying with different people. Respective organizations will have a dedicated HRM function, which will work in conjunction with departmental and functional heads as well as with line managers. Where this function exists, HR often has responsibility for developing HRM policies and procedures, but the responsibility for enacting them often lies with others. In outlining some of the main HRM tasks, it might be helpful to see HR activity as being involved in a cycle of interrelated tasks starting with those actions concerned with assessing organizational needs for staff. Although all organisations engage in recruitment and selection of employees, the ways in which this will be carried out will be highly contingent and depend on the nature of the post, the size of the organization, and the company's business.

However some core factors required for the growth of HRM in organisations today are discussed in the subtopics below.

Recruiting & Selecting

Recruitment and selection is the base of a successful organization today. Successful organisations avoid poor and uncommitted employees to be hired and strive for the most productive employees.

Google: A Paradigm in the Recruitment Culture

Google was the first to redefine the "recruiting culture." Google proved that a "recruiting culture" is not just recruiting people but identifying the need for it in the entire organization hierarchy, from the key leaders to the entry-level employees. As a result of this culture, Google funds recruiting to the point where the function is in a league by itself and they have also gone to the extraordinary step of changing the way employees work in order to attract and retain the very best (2012, 01).

Developing HRM

French and Bell (1990) explained development as "a planned systematic process in which applied behavioral science principles and practices are introduced into an ongoing organization towards the goal of effecting organizational improvement, competence and effectiveness. The orientation is on achieving desired results for planned activities.

Following are methods of developing HRM in a modern organization, Armstrong (2006):-

Team building aims to improve and develop the effectiveness of a group of people who work temporarily or permanently together. The activities in team-building programmes can:

Increase awareness of the social processes that take place within teams

Develop the interactive or interpersonal skills that enable individuals to function effectively as team members

Increase the overall effectiveness with which teams operate in the organization.

Total quality management is an intensive, long-term effort directed at the creation and maintenance of the high stands of product quality and services expected by customers. As such it can operate as a major influence in developing the culture and processes of the organization.

Continuous improvement is a management philosophy that contends that things can be done better. Bessant et al (1994) explained continuous improvement as a specific issue where the effectiveness of operations and processes needs to be improved. For example as time goes by policies and procedures of a certain way of doing things needs to be amended. If looked 10 years back many companies did not consider discriminations towards homosexuals in their company policies, but today it is essential. Companies need to keep their policies updated and improve them from time to time.

Performance management can be described as a continuous self-renewing cycle, which will be further explained as the next factor of HRM growth in 3.1.3.

3.1.2.1 British Airways HRM development

According to a case study by Lundy & Cowling (1996) mentioned that British Airways (BA) was dealing with massive losses and a very poor service reputation in 1980. However after developing a completely new HRM strategy when a new chairman, Colin Marshall was appointed, BA were transformed back into a successful company by the late 1980s.

Performance management

Another factor of HR activity is achieving high performance by developing the skills and knowledge of staff and aligning staff development to the needs of the organization, Gilmore & Williams (2009).

Figure 3.2 Performance Management Cycle

Source: http://www.love2reward.co.uk/rewards/info-centre/performance-management-cycle.jsp

Armstrong (2006) illustrates the 5 stages in the performance management cycle which are:-

Planning involves getting together with an employee and evaluating expectations for a set period of time. This is done by evaluating an employee's current role and performance; this will gain an initial idea about areas of improvement and realistic targets.

Managing provides support to an employee at all times and ensuring that the appropriate systems and tools are available to maximise performance expectations.

Review is making sure that the plan is being implemented. This is to ensure that barriers in the performance are identified and solved.

Rewards are given to the employees who contribute in meeting the organization objectives. Methods of rewards can vary from an annual bonus to share scheme options.

Renew involves analysing the previous objectives and looking at ways to improve on them and how to plan for the next cycle.

KPMG

A case study by Armstrong, Brown & Reilly (2009) from the Institute of Employment Studies states that KPMG, one of the largest professional services companies in the world has a clear performance management strategy that has underpinned its growth in recent years, focused on two objectives of strongly rewarding performance and meeting the needs of a large, diverse workforce with a comparatively young average age profile through a sophisticated performance management cycle. The firm monitors 13 key performance indicators based on each of their reward strategy principles, using a traffic light system of assessment for each indicator. For each measure targets are set and results compared with previous year's performance.

Rewarding people at work

Reward management is concerned with the formulation and implementation of strategies and policies, the purposes of which are to reward people fairly in accordance with their value to the organization to achieve its strategic goals, Armstrong (2006).

McDonalds

A case study by Armstrong, Brown & Reilly (2009) from the Institute of Employment Studies shows that McDonalds is a good example on how a company with a strong culture of measurement has produced impressive evidence to demonstrate how rewards can enhance employee engagement and thereby business performance. The operational and cost focus in the business means that reward arrangements are reviewed regularly and changed if they are not found to be delivering. But subtler processes of consultation and change management are equally vital in maintaining and strengthening reward effectiveness.

Health & Safety

Health and safety policies and programmes are concerned with protecting employees and other people affected by the company procedures and does - against the hazards arising from their employment or their links with the company.

Occupational health programmes deal with the prevention of ill-health arising from working conditions

Safety programmes deal with the prevention of accidents and with minimizing the resulting loss and damage to persons and property.

Companies like Exxonmobil with high priority to health and safety procedure had only one recorded lost-time injury throughout the entire UK workforce of 7,600 employees and 1,600 contractors in 2009, Forecourt Trader (2009).

Employment relations

Armstrong (2006) employment relationship is concerned with fundamental aspects of an organisation's HR policies and procedures. They should take account of requirements of relevant legislation and case law according to the country respective employees' work in, however it is beyond the scope of this assessment to cover that in detail.

Equality & Diversity

Gandz (2001) stated that equality and diversity helps organisations to identify and capitalize on opportunities to improve products and services; attract, retain, motivate, and utilize HR effectively and being reap the benefits from being perceived as a socially conscious and progressive organization.

DuPont's diverse workforce

DuPont has benefited from the diversity of its workforce to the tune of at least $45 million. A multicultural team increased their business by that amount world-wide when they changed the way DuPont develops and markets decorating materials like Korean countertops. Another group of African-American workers recently opened up promising new markets for DuPont's agricultural products by focusing on an untapped market of black farmers (Fortune September 9, 1996).

Conclusion

Theatrically if all the factors mentioned in this assessment are applied carefully in an organisation's HRM practices it will account for the growth of interest in HRM today. The assessment has backed up all the factors with real life company examples which achieved success, however all the factors have not been practiced in every company. Therefore it can be assumed that a particular company that will practice all the factors above will redefine the HRM practice.