Session 1
The paper will provide information on the ten Human Resource practices that helps a firm to increase their business in the market both locally and internationally. The primary purpose of the paper is to provide a brief view of HR Management procedure on the basis of an organization. The paper will also provide the guidance for individuals in concerning career as HRM profession and all these HR practices help the people to know about the working procedure of HR management of a firm. Furthermore, the paper will also provide a talent and performance management framework, employer branding, recruitment and selection, organizational culture as well as motivation procedure of a firm. Moreover, the paper will also provide the role of line managers, international HRM and issues of HRM in concerning to my knowledge.
From this session I have gained that talent refers to the perspectives of disciplines that help the employees to increases their business growth and revenue and reduce the operating costs. In other words, performance management is a type of this talent procedure. Performance management is a type of discipline that motivates the employees to achieve their goals, and thus it helps to drive the growth and revenue of the firm where they are working (Pisano, 2017). At the beginning of the session, I faced many problems in understanding the difference between the talent and performance management and remain confused with the two areas. So I started to read about the talent and performance management procedure of various organization to overcome my problem. Strong facilitation and observation skills help the leader to maintain a good relationship with their employees and also motivate them to do their best for the firm. Thus the firm faces challenges in developing new services to their consumers.
For diminishing many issues or problem, any firm develop many learning procedures for their employee that help them to innovate new features and services both for flight and also for holiday services. The HR team gives proper training to their employees so that they can know about the process and thus gives their best for the firm. I have noticed that after the recruiting of an employee the HR manager of the department provides all sorts of training that have needed for the employee in their working procedure. The main strategy of the HR management team is to provide a chance to the employees so that they can easily learn, develop and progress their effort over the firm (Melanthiou, Pavlou, & Constantinou, 2015). Hence this will enhance their ability, and they will do their best for the firm.
According to my view, employees are considered as the lifeline of an organization. So from selecting to recruiting an employee for the firm thus includes a very complex procedure. I have learned that employer branding is defined as the perception of employees about the firm where they are working. Thus for making positive attributes in front of the employee proper selection and recruitment strategy should be used by the organization. In other words, I can say that employee brand and employee experience are very closely related to one another as both of them depends on the culture as well as the environment of where they are working. Besides this, from this season I have gained knowledge about recruitment and selection procedure. I have seen that the right recruitment of employee enhances a business while wrong selection can cause a huge problem to the company business. Thus the HR management should be prudent while appointing an employee for the desired post (Russell, & Brannan, 2016).
Talent and Performance Management
From the session, I have learned that the organizational culture has become a crucial part of any firm or business. Culture, in other words, defines as the shares values as well as the pattern of behavior which is associated with a specific culture (Berkelaar, & Buzzanell, 2015). According to Hofstede theory of organizational culture, I have seen that the culture is divided into different aspects such as individualism vs. collectivism, power distance, uncertainty avoidance, and masculinity vs. femininity and long-term vs. short-term orientation (Jackson, Schuler, & Jiang, 2014). With the help of this theory, the firm can easily distinguish between national cultures as well as the organizational culture too.
In my view, employee motivation is divided into two parts: intrinsic and extrinsic (Sarvaiya, Eweje, & Arrowsmith, 2016). Intrinsic motivation refers to work motivation that occurs in the absence of external factors like pay, co-workers, and promotion. While extrinsic factors refer to a range of compensational factors such as career opportunities, financial rewards, and co-workers. The HR manager uses this motivational theory to motivate and also to encourage their junior level employees, and it helps the worker to do their best for the company (Kuo, Kremer, Phuong, & Hsu, 2016).
Sourcing of candidates mainly depends on the type of experience of job, title or position as well as on the academic certifications. After sourcing the HR department does proper screening of the resumes and selects some candidates from there for the interview procedure. I have noticed that the interview is held in three rounds among which the HR recruiters in the first round interact with the candidates through phone and know about their experience of job and verify their communicating behavior (Hardy et al., 2016). If they are satisfied with the candidate, then they call them for the personal interview and later for technical round. If a candidate passes all rounds, then the firm selected this candidate for the required position, and by this procedure, the firm selected an employee. According to me, a successful induction procedure sets the employee experience with the company and if the process somehow failed then it creates a lot of issue to the new employee and perhaps they can also resign from their job.
I have evaluated that organizational learning means the scope and mechanisms of learning that enhances the organization growth. In other words, it is also describes as a learning procedure that help the organization to enhance their business in the market (Berkelaar, & Buzzanell, 2015). The HR management of the firm enhances the learning procedure of the employees so that they perform their best for the firm. Besides this activity refers to the product and services that the organization sell for their consumers. It simply refers to the products or goods offered by the organization to their customers (Jackson, Schuler, & Jiang, 2014). According to Hofstede theory of organizational culture, the culture is divided into different aspects such as individualism vs. collectivism, power distance, uncertainty avoidance, and masculinity vs. femininity and long-term vs. short-term orientation (Sarvaiya, Eweje, & Arrowsmith, 2016).
Learning and Development Procedure
From the session, I have gained knowledge about the role of line managers in HR management, and I have learned that line managers play an important role in the management of people and operations procedures of an organization. Along with this the HR policies, as well as the activities of the organization, are controlled with the help of this line managers. The main responsibility of the line managers is to explore the relationship between line management and HR including opportunities to work as well as to support the business strategy (Flemming, 2017). In other words, I can say that line managers hold the roles and responsibilities of the function in concerning to a specific line with the organizational activities. I have noticed that the line managers of this company are considered as a bridge between top-level management and the ground workforce of the firm. Besides this, issues related to the HRM of the ground workforce are communicated to the top level management with the help of this manager (Sheehan, 2014).
According to my view, international HRM can be defined as the set of activities aimed to manage functions of human resource at an international level. In other words, I can also say that International HRM is mainly concerned with the human resource problems that occur in a multinational firm in foreign subsidiaries. International HRM includes all the HRM functions such as training, recruitment, selection, development, and dismissal and performance appraisal done at international level and also it includes the expatriate management and global skills management (Townsend, & Dundon, 2015).
The International HRM follows the HR theories of performance that stated that employees function more efficiently when the HR manager is more efficient. According to the theorist, Henry Fayol, HR theories mainly aimed to achieve two outcomes; one is more effective and efficient job performance and influences employees commitment as well as motivation. This theory helps the IHRM to maintain all functions of the firm concerning the international market.
HR management encounters many challenges in running their departmental operations and functions. The various HR challenges are:
Diversified Workforce: According to Kramer, (2014) sometimes conflict arises among the diversified workers due to their difference in values, attitudes, racism, and prejudice. Due to these differences, the HR manager faces many challenges in the organization. The problem even sometimes causes due to poor teamwork and it leads to the high level of turnover losses for the company (Shen et al., 2015).
Retention: The HR department though gives many compensation and benefits to their employees but they are not effective retention tools, and hence they do not overcome the challenges of employee retention through this strategy (Albrecht, Bakker, Gruman, Macey, & Saks, 2015). In other words, the HR department mainly faces problems with the contingent workforce because they are less attached to the organization. Retaining of the old skilled candidates as well as hiring new potentially skilled candidates will help in providing the desired evaluation in the growth of the organization.
Employer Branding, Recruitment and Selection Procedure
Quality management: With the globalization, the demands, as well as the expectation of the consumers, are increasing day by day and this creates an issue to the HR management team to maintain the employees and encourage them to manufacture those product and services needed by the customers (Shen et al., 2015)
Change management: As the company business grows, the structures, internal process as well as the strategies of the HR management also start to grow with it (Albrecht, Bakker, Gruman, Macey, & Saks, 2015). Some employees become familiar with the management changing procedure while some workers face issues with the management process. Hence this causes the problem to the HR management to manage these employees, and for this issue sometimes many workers also leave their job.
Recruiting: I have noticed that the major issue faced by the HR management team is the recruitment process. Most of the HR departments create short as well as long-term recruitment plans to attract the best candidates for their firm (Kramar, 2014). Recruiting a wrong employee can causes not only problem to the HR management team but the person also faces problem on working in the firm.
Conclusion
In other words, I have gained immense knowledge of talent and performance management and their role in this firm. The paper also concludes that employer branding is important for the organization and for influencing the workers proper strategy should be used by the management team. Furthermore, the paper provides the roles of line managers and IHRM and also about the HRM issues of the organization. Moreover, I have seen that this HR issues are occur in most of the organization that wanted to grow their business in the market.
Virgin Atlantic or Virgin Atlantic International Limited or Virgin Atlantic Airways Limited was founded on 22nd June 1984 as British Atlantic Airways, and its co-founders were Randolph Fields and Alan Hellary (Abubakar, & Dogoji, 2015). The company was owned by Sir Richard Branson and Singapore Airlines both, and currently, the founder of this company is Sir Richard Branson. Virgin Atlantic is considered the second largest commercial airline. From the organizational study, I have noticed that the airline company along with Virgin Holidays is controlled by Virgin Atlantic Limited of which 49% owned by the Delta Air Lines and 51% owned by the Virgin Group. The company motivates all their employees to perform best for the organization and it will describe briefly in this paper. In other words, the paper will also provide information on the emerging HR issues of the organization.
I have seen that the company run a huge business in all over the nation and constitutes several destinations of the world such as Africa, Mexico, The United States, Asia, and also in the Middle East. Apart from the United Kingdom, the firm is operated in West Indies, Hong Kong, China, India, South Africa, the United States and also internationally (Cui, & Li, 2017). For increasing their business in the international market the firm maintain proper job design that help the employee to work flexibly for the firm (Stone, Deadrick, Lukaszewski, & Johnson, 2015). For maintaining a high job design the revenue of the company is 2,689 million pound, and the operating income is about 153.6 million pound till the year 2016.
Organizational Culture
I have noticed that Alex Merrylees, Head of the Human Resource Department of Virgin Atlantic Airways always motivate their employees and also encourages them to provide their best for the firm (Reina, Rogers, Peterson, Byron, & Hom, 2018). This strategy of the HR head of Virgin Atlantic influences the employees to give their best effort on making the services, and thereby it influences the people, brand as well as the social media content about the services they offered. In other words, the Virgin Atlantic has low power cultural dimension, and thus the management team motivates their employees and always consider their feedback report which helps the team to innovate their working process. On the other hand, the firm possesses high uncertainty avoidance, and they adopt the various innovative approaches that should be useful for the flexibility of this airline industry. Various theories of motivation are used by the organization to motivate their employees, and among all theories,
Virgin Atlantic uses Maslow’s Hierarchy of Needs theory that depends on need-based perspective on motivation (Brendel, & Chou, 2016). The theory states that the employees are satisfied with their leader motivate as well as encourage them for their work. Hence this theory is followed by the Virgin Atlantic to motivate their employees or workforce at all levels, and it depends on the nature of their immediate needs. It is important to note that financial incentives are the most effective motivational tools for workers at all levels and this tool has been used by the Virgin Atlantic HR management. Moreover, employee involvement and communication is another powerful motivational tools used by the HR manager of Virgin Atlantic. Hence I can say that motivation help the employees of Virgin Atlantic to give their best efforts over the firm services. For recruiting process, proper sourcing is used by the firm, and they give notice about the vacancy in their company website also in the social media, so I can say that they use online media for sourcing the candidates.
Various HR challenges are faced by the firm Virgin Atlantic. The strategic development helps the management team to reduce their challenges. The main challenges face by Virgin Atlantic firm in concerning HR issues is as follows:
Diversified Workforce: The workforce of Virgin Atlantic is made up of employees of distinct generations as well as they have a distinct culture also. This diversified workforce has a variation not only in their age group or nature but also they differ from personality, work culture, and profession (Mosson, Hasson, Wallin, & von Thiele Schwarz, 2014). For reducing the issues of the diversified workforce the HR manager of the individual department of Virgin Atlantic arrange meetings with the employees in every month where the individual employee describe their issues. In this meeting, the manager can easily help them to solve their issue, and hence to diminish their problem but the issues does not decrease at all
Retention: Employee retention being a major challenge of the HR management and they failed to satisfy all the talented employees working in their organization (Lundmark, von Thiele Schwarz, Hasson, Stenling, & Tafvelin, 2018). Hence the firm failed to provide proper retention to their employees and thus HR issues generated. I have seen that the HR manager maintain a good and friendly relationship with the employees to build their trust, so that somehow it decreases the employee retention problem but the employee does not satisfied with this strategy. Hence the problem not reduces at all and many employees leave the job
Organizational Motivation, Job-Design and Flexibility
Quality management: According to me the HR management of Virgin Atlantic unable to make a proper strategy by which they can control their workforce easily and thus it creates a problem for them for managing the employees. Thus many issues have been generated to the HR team. In other words, HR management always motivate and encourage their employees, and this enhances them to reduce the issues as well as they give their best for the firm but it decreases some effect of the issue but overall it causes problem to the HR department
Recruiting: Sometimes the HR recruitment teams of this firm select the appropriate candidate for the position, but sometimes they choose the wrong candidate and suffer many challenges with these employees. Thus I can say that right candidate enhance the growth of the firm while wrong selection can causes problem not only to the HR management team but also the firm also faces many problems with these employees. The HR department will appoint a core team that helps the firm to select the right candidate for the desired position so that their problems with choosing the wrong employees should be minimalized
Conclusion
The paper concludes that the HR management of Virgin Atlantic always motivates and encourages their employees for their work and this enhances their trust over the firm. For this reason the company Virgin Atlantic has followed Maslow’s Hierarchy of Needs theory. With the help of this theory they motive as well as encourage their employees to perform their best for the firm. In other words, it is also seen that the HR manager always encourage their employee for small work and thus it enhances their trust over the firm and they give their best for the firm. The paper gives a view of the motivation strategy and emerging HR issues of Virgin Atlantic, and it can be seen that the firm follow two theories Maslow Hierarchy of Needs of motivation to motivate their employees.
References
Abubakar, S. G., & Dogoji, B. A. (2015). An Investigation Into The Management Of Organisational Culture And Its Impact On Employee Performance In The Context Of The Aviation Industry: A Case Study Of Some Legacy And Low-Cost Airlines In The United Kingdom. International Journal Of Advanced Academic Research, 1-19.
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
Berkelaar, B. L., & Buzzanell, P. M. (2015). Online employment screening and digital career capital: Exploring employers’ use of online information for personnel selection. Management Communication Quarterly, 29(1), 84-113.
Brendel, W. T., & Chou, C. C. (2016). Transforming organizational change through collaborative digital storytelling. Journal of Educational Technology Development and Exchange (JETDE), 9(1), 2.
Cui, Q., & Li, Y. (2017). Airline efficiency measures under CNG2020 strategy: An application of a Dynamic By-production model. Transportation Research Part A: Policy and Practice, 106, 130-143.
Flemming, P. L. (2017). Building a Climate of Change with a link through Transformational Leadership and Corporate Culture: A Management key to a Global Environment. International Journal of Business and Social Research, 7(01), 44-55.
Hardy, L. J., Hughes, A., Hulen, E., Figueroa, A., Evans, C., & Begay, R. C. (2016). Hiring the experts: best practices for community-engaged research. Qualitative Research, 16(5), 592-600.
Hodges, V. E., & Mo, J. P. (2018). Transitioning defense aerospace support solution to service commercial sector maintenance repair and overhaul. International Journal of Production Research, 56(6), 2199-2217.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.
Jiang, J. Y., & Liu, C. W. (2015). High-performance work systems and organizational effectiveness: The mediating role of social capital. Human Resource Management Review, 25(1), 126-137.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.
Kuo, T. C., Kremer, G. E. O., Phuong, N. T., & Hsu, C. W. (2016). Motivations and barriers for corporate social responsibility reporting: Evidence from the airline industry. Journal of Air Transport Management, 57, 184-195.
Lundmark, R., von Thiele Schwarz, U., Hasson, H., Stenling, A., & Tafvelin, S. (2018). Making it fit: Associations of line managers’ behaviours with the outcomes of an organizational?level intervention. Stress and Health, 34(1), 163-174.
Melanthiou, Y., Pavlou, F., & Constantinou, E. (2015). The use of social network sites as an e-recruitment tool. Journal of Transnational Management, 20(1), 31-49.
Mosson, R., Hasson, H., Wallin, L., & von Thiele Schwarz, U. (2014). Towards evidence-based practice in the social services and older people care: from the line managers’ perspective. BMC health services research, 14(2), P82.
Pisano, G. P. (2017). Toward a prescriptive theory of dynamic capabilities: connecting strategic choice, learning, and competition. Industrial and Corporate Change, 26(5), 747-762.
Reina, C. S., Rogers, K. M., Peterson, S. J., Byron, K., & Hom, P. W. (2018). Quitting the boss? The role of manager influence tactics and employee emotional engagement in voluntary turnover. Journal of Leadership & Organizational Studies, 25(1), 5-18.
Russell, S., & Brannan, M. J. (2016). “Getting the Right People on the Bus”: Recruitment, selection and integration for the branded organization. European Management Journal, 34(2), 114-124.
Sarvaiya, H., Eweje, G., & Arrowsmith, J. (2016). The Roles of HRM in CSR: Strategic Partnership or Operational Support?. Journal of Business Ethics, 1-13.
Sheehan, M. (2014). Human resource management and performance: Evidence from small and medium-sized firms. International Small Business Journal, 32(5), 545-570.
Shen, Y., Demel, B., Unite, J., Briscoe, J. P., Hall, D. T., Chudzikowski, K., … & Fei, Z. (2015). Career success across 11 countries: Implications for international human resource management. The International Journal of Human Resource Management, 26(13), 1753-1778.
Stone, D. L., & Deadrick, D. L. (2015). Challenges and opportunities affecting the future of human resource management. Human Resource Management Review, 25(2), 139-145.
Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of technology on the future of human resource management. Human Resource Management Review, 25(2), 216-231.
Townsend, K., & Dundon, T. (2015). Understanding the role of line managers in employment relations in the modern organisation. Employee Relations, 37(4), 1-10.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
