Nature and characteristics of HRM
The proper management of the workforce of the organization helps in the maintenance of the proper functioning of the business as per the needs of the organizations to bring in improvements in the situation of the same. The key element of the change that is undertaken by the Human resource management of the business is to integrate and empower the employees to streamline their functions as per the objectives of the business firm. Motivation and having a concern for the welfare of the employees helps in maintaining and retaining a skilled workforce that helps in improving the performance of the business in the market.
The discussion outlines the key concepts of the HRM policies and the manner in which the policies and the strategies of the organization’s HRM practices helps in ensuring a smooth operating workforce. The discussion also delineates the strategies, patterns and tools that are utilized by the organizations to bring in continuous improvements in the systems. The enumeration of the various strategic survey data helps in the identification of the issues that are faced by the organizations helps in bringing forth improvements in the systems of the business.
Nature and characteristics of HRM
It is important to understand that an effective Human Resource Management system is banked upon a number of determinant factors, which can also feature the different characteristics of the HRM. In this regards, an important feature of the HRM is to function in both administrative and strategic field (Bannò and Sgobbi 2016). Therefore, Human Resource Management has a pivotal role in communicating with the top management. It can be asserted that in every business organisation, the higher authority keeps in touch with the HRM and in order to make any change or transformation, the opinion of the Human Resource Manager is highly important and respected.
Besides this, the Human Resource Management puts emphasis on the recruitment process for the company. It is the HR management, which estimates and measures the priority of the recruitment. At the same time, analysing the mode of test and the way to set up a recruitment process and interviews are also imposed on HR manager (Beer, Boselie and Brewster 2015). Hence, it can be argued that the Human Resource Management is solely responsible for setting up a plan and mechanism to get the best result in form of recruiting efficient employees (Edwards et al. 2016). In fact, while an employee decides to quit or leave the job it was the responsibility of the HR manager to arrange an exit interview. Through this interview the manager can assess the possible loopholes of the company’s internal structure and procure a change plan if needed.
People management strategies, procedures and tools
In this context, the talent management process is considered to be highly necessitated and important to be implemented. The talent management process is defined as the science or the method by which the strategic management planning render effectiveness and benefits to the company (Kang, Snell and Swart 2012). This holistic nature of the talent management tool implies the importance of Human Resource Management in present case scenario and it will help the business organisation to achieve well-being and sustainability. Integration of data, analytics and user experience are the key components of talent management process and a matter of HR managerial concern (Chiang, Lema?ski and Birtch 2017).
The Human Resource Management is primarily identified as a bridge among company authorities and the specific stakeholders like employees and other managers. In this regards, the wisdom of the organisation bestows on the communication that is carried out by the HR manager (Edwards et al. 2016). In addition to this, another characteristic feature of the Human Resource Management is related to cost effectiveness and reducing errors in company’s organisational behaviour (Jamali, El Dirani and Harwood 2015). Furthermore, calculating the company payrolls, making compliance report and managing employee data are also included in the job of the HR manager. Therefore, the more the Human Resource Management will effectively functioning the less the expenditure of the company will be.
People management strategies, procedures and tools
The management of human resource is based on the strategies and the functions that are undertaken by the management of the business to bring in improvements in the market situation. The proper management of the organization and the workforce helps in the improvements of the organizations as per the needs of the business to perform in the international competitive markets. There are different strategies that are considered by the organization while managing the human resources o retain the skilled workforce and get the work going (Antonioli, Mancinelli and Mazzanti 2013).
The strategies that are implemented by the organization while bringing in changes in the systems of the business is based on the identification of the needs of the workforce to function smoothly as per the objectives of the businesses. Motivation to the employees and empowering them through the provision of continuous training and other sessions helps in brushing up the skills of the employees to bring in changes in the systems of the business in the market.
Wider organizational implications and contributions of HRM in practice
The identification of the needs of the employees and facilitating them with the same helps in enhancing the functions that are undertaken by the business (Keep 2014). Management of the people working in the organization involves tools like alluring the employees with benefits, compensation and the classification of resources helps in the achievement of the organizational goals through an enhancement in the productivity of the organization in the market. On the other hand, Rewards and recognition of the employees helps the management of the organization to empower and boost the employee’s capabilities to enhance the productivity of the business in the market. The different procedures that are undertaken by the organizations have helped in maintaining the different aspects of the change in the management of the Human resource.
Wider organizational implications and contributions of HRM in practice
The different implications of the HRM practices of organizations are dependent on the identification of the needs of the business to bring in changes in the systems. Job satisfaction for the employees is one of the primary concerns of the management of the human resources of the organization. Job satisfaction of the employees helps in enhancing the retention rate of the skills in the organization, which accounts to the smooth performance of the business in the international markets (Sandoff and Widell 2015). The dependence of the organization on the human workforce is basically due to the enhancement in the productivity.
The proper functioning of the workforce of the business helps in the maintenance of the standards and the goodwill of the organization in the market. On the other hand, the identification of the needs of the employees relating to healthcare and safety has helped in motivating the employees to enhance the functioning of the business in the market. The enhancement of the productivity of the organization is facilitated through the integrated and well motivated functions undertaken by the workforce (Bal, Kooij and De Jong 2013). The identification of the capabilities of the workforce and thereby assigning work as per the expertise of the workforce helps in the smooth functioning of the business in the market.
Varied ventures that are undertaken by the organizations are based on the understanding the needs of the workforce to bring in changes in the systems of the business. The cooperation of the employees is necessary for organizations to undertake changes in the processes of the business. Therefore, management of the human resource includes motivational activities that not only uplifts the needs of the employees but also empowers them to bring in the necessary change.
Current patterns and trends
Current patterns and trends
In order to understand the current trend and patterns of HRM in business organisations, the essay puts focus on the Mace Group Limited. The company is belonged to the global construction industry with a number of approximately 4,500 people with an annual turnover of £2 billion. The recent achievement of the company is to rebuilding the White Hart Lane stadium of the famous Tottenham Hotspur Club. Based on its large assignment it is imperative for the Mace Group Limited to install an efficient HR management (Macegroup.com 2018).
In this regards, the HR management of Mace Limited focuses on the integrated management system. In this system, every organ of the company such as the finance, IT, Tax and Legal are seemed to be amalgamated by the Human Resource Management. The reason behind utilising this management tool is to build up a transparent framework which will deliver a better understanding of the strength and weaknesses of the internal framework of the company (Brewster, Chung and Sparrow 2016). It requires the tech support from the IT department to procure separate payrolls and benefit system for the employees.
Besides this, the HR department puts a great deal of emphasis on improving the engagement of the employees in fostering better performance and yield more profit for the company. In case of the Mace group, the company is fully depending upon its construction business. Henceforth, it is important for the company to utilize the workers in a better way so that it can render quality with creativity. In this context, it can be asserted that due to its large size of business orientation it is impossible for the Mace limited to focus on each employees equally. The HR manager does the part on behalf of the company management.
Furthermore, sustainability and the human face of the company are very essential to maximize the market capitalisation for every business organisation. In this regards, the Mace Limited HRM department fully concentrates on the matters of sustainability in terms of social, economic and environmental aspects. This also encompasses a need to maintain transparency in the business activities both internally as well as in course of dealing with the clients. The advantages of following a good sustainable image are that in one hand it can reduce the employee turnover and will foster stability and on the other help Mace limited to maximize its business occupation globally (Albrecht et al. 2015).
The recent case of the organization Amazon and their failure to retain the workforce can be taken as an example to identify the issues that are faced by the company relating to the HRM practices (Rossman 2016). The different issues that were faced by the employees while working in the organization is due to the long and hefty working hours and the poor remuneration that affected the interests of the employees. On the other hand, the lack of motivation of the employees working in the organization is dependent on the typical behaviour of the bosses who failed to understand the issues that are faced by the employees while working for the organization. The lack of empathy has created a gap between the management of the organization and the employees. The different factors that affected the proper functioning of the organization is based on the lack of motivation of the employees and the empowerment that affected the retention rate of the skilled workforce (Mohyin, Dainty and Carrillo 2012).
The different aspects of the change that is undertaken by the organization is related to the technological improvements whereas the company totally compromised the concern for the skilled workforce. It affected the functioning of the organization to bring in improvements in their systems. According to a former employee of the organization, the business concentrated mainly on the attributes of scale, automation and efficiency. However, the organization lacked the efficiency due to the overstressed situations of the skilled workforce. It affected the functioning of the organization as per the needs of the same to excel in the market.
The company must have taken steps to empower the employees of the business to enhance the functioning of the same in the market. On the other hand, holding proper communication with the employees and identifying the issues that are faced by the employees might have helped the organization to break the barrier between the management and the employees (Thite, Wilkinson and Shah 2012). It could have helped the organization in undertaking integrated functioning of the businesses in the market. Formulation of policies to safeguard the interests of the employees and providing them with proper remuneration bands will be helping in keeping the workforce motivated and focused.
Conclusion
Therefore, it can be stated from the above discussion that the identification of the framework of the HRM practices of organizations helps the same in enhancing the performance of the workforce. The identification of the needs of the employees and thereby bringing in changes in the system of the business helps in making improvements in the market situation. The formulation of the strategies and the utilization of the HRM tools help the organization in bringing in changes in the performance of the business in the market.
Reference
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and 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), pp.7-35.
Antonioli, D., Mancinelli, S. and Mazzanti, M., 2013. Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies. Research Policy, 42(4), pp.975-988.
Bal, P.M., Kooij, D.T. and De Jong, S.B., 2013. How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50(4), pp.545-572.
Bannò, M. and Sgobbi, F., 2016. Family business characteristics and the approach to HRM in overseas ventures. Journal of Small Business Management, 54(2), pp.640-658.
Beer, M., Boselie, P. and Brewster, C., 2015. Back to the future: Implications for the field of HRM of the multistakeholder perspective proposed 30 years ago. Human Resource Management, 54(3), pp.427-438.
Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource management. Routledge.
Chiang, F.F., Lema?ski, M.K. and Birtch, T.A., 2017. The transfer and diffusion of HRM practices within MNCs: lessons learned and future research directions. The International Journal of Human Resource Management, 28(1), pp.234-258.
Edwards, T., Sánchez-Mangas, R., Jalette, P., Lavelle, J. and Minbaeva, D., 2016. Global standardization or national differentiation of HRM practices in multinational companies? A comparison of multinationals in five countries. Journal of International Business Studies, 47(8), pp.997-1021.
Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management roles in corporate social responsibility: the CSR?HRM co?creation model. Business Ethics: A European Review, 24(2), pp.125-143.
Kang, S.C., Snell, S.A. and Swart, J., 2012. Options?based HRM, intellectual capital, and exploratory and exploitative learning in law firms’ practice groups. Human Resource Management, 51(4), pp.461-485.
Keep, E., 2014. Corporate training strategies: the vital component?. New Perspectives, pp.109-125.
Macegroup.com. 2018. Home.
Mohyin, N., Dainty, A.R.J. and Carrillo, P., 2012, July. HRM strategies for managing employee commitment: A case study of small construction professional services firms. In Proceeding of the Engineering Project Organizations Conference (pp. 2-22).
Rossman, J., 2016. The Amazon Way: 14 Leadership Principles Behind the World’s Most Disruptive Company (Vol. 1). Clyde Hill Publishing.
Sandoff, M. and Widell, G., 2015. Translating as response to paradoxes–when implementing HRM strategies in service organisations. German Journal of Human Resource Management, 29(3-4), pp.303-321.
Thite, M., Wilkinson, A. and Shah, D., 2012. Internationalization and HRM strategies across subsidiaries in multinational corporations from emerging economies—A conceptual framework. Journal of World Business, 47(2), pp.251-258.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
