Discussion Board Assignment 1
There are several factors to consider in ascertaining if an organization uses the strategic or traditional approach in managing the HR. Some of the vital factors to evaluate include accountability, the responsibility of HR, control, key investments, and role of HR. In some organizations, the HR can be of strategic partnership or administrative function. It is, therefore, important to assess the function of the HR. An important question in understanding whether the HR is using a traditional or strategic approach is to understand whether the HR is managing the employees or not. The partnership between the customers and the management also determines if the organization uses the traditional or strategic approach in managing the HR. Lastly, the question of how the strategy and mission and how they are interrelated with the personnel management would help me understand the approach used.
Transactional HR in an organization has functions similar to the administrative in that the some of the functions are similar as handled by the personnel department. Some of the transactional matters in an organization include investigating workplace issues, publishing and revising the workplace policies. If the HR is involved in any of these activities, then the organization portrays transactional approach. The human resources specialists’ managers are involved in the process of recruitment of the employees, conducting interviews and processing new employees. On the contrary, the HR leaders are involved in giving the organization the strategic direction. Through giving of long-term goals and implementing the functional steps, the HR strategy complements the strategy of the organization.
The accountability system in an organization is a system that enables the organization to develop accountability on the work done. In human resource management, HRM serves the purpose of establishing measures, goals and measuring the performance. Accountability in human resource management starts with identifying the strategic goals of the human resource manager. After that, the strategic ambitions of the HR are defined.
Analyzing whether the goals are met by the HR is important in defining the approach embraced by the organization in managing the HR. To understand whether the HR is interested in long-term relationship with the organization which is portrayed in strategic approach. The approaches may vary after sometime thus it is important to keep a track and evaluate the HR measures. Moreover, the human resource management accountability process need to be frequently evaluated to ensure that it serves the purpose of what it was established to. With the different changing goals of the HR such as a shift from long-term relationship strategy with the organization to being effective with the transactional matters of the organization, the approach of managing the HR keeps changing.
The human resources play a vital function in running an organization as not only a business partner but also takes the control over the leadership and the management of the organization. As such, HR is entitled with the role of introducing practices and policies that maintain and increases the performance of the employees.
Referencing
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Basingstoke: Palgrave Macmillan.
Gavino, M. C., Wayne, S. J., & Erdogan, B. (2012). Discretionary and transactional human resource practices and employee outcomes: The role of perceived organizational support. Human Resource Management, 51(5), 665-686
Discussion Board Assignment 2
Different business has varying opinions on the definition of the term competitive advantage. However, doing things better than what the competitor does lies as a common definition of the term. Having a competitive advantage entails gaining more profits than the competitors and developing distinct competencies that are only in the organization and not portrayed in other organizations. As such, an organization should maintain the profitability by using key competencies that other organizations cannot easily replicate. Competitive advantage is categorized to be from two sources which include possessing a better ability to differentiate and having a favorable cost position. As such, the human assets are manipulated in most of the organizations to bring a competitive advantage. Therefore, it is the people who determine the effectiveness of an organization.
Competitive advantage can be categorized into one coming from a better ability to differentiate and another from a more favorable cost position. People determine how efficient a firm is in its operations, thus determine a firm’s cost base, which gives it a competitive advantage through the profitability gained. Not only does human assets give a competitive advantage but also sustain the competitive advantage for long unlike investing in other types of assets. The main reason why people ensure the development and sustainment of the competitive advantage are that it is the workers of the organization who come up with innovative ways of making the firm differentiate its services and products from those of the competitors.
Unlike investing in other types of assets, heavy investment in the human resource sustains the competitive advantage in that the people are involved in developing the intellectual and product property. In addition to this, it is the people who create a customer base that leads to sustaining the business and giving it increased profitability. Most of the reputable companies have their reputation coming from the quality of services sold and the ability of the customers to serve the clients. This portrays how then human resource gives long term competitive advantage unlike investing in other types of assets. Whatsoever, the people have a knowhow of differentiating the services and products sold by their firm from those of their competitors. It is through this differentiation and developing of unique ways of delivering the products and services that give the firm a competitive advantage. All the operations in a company cannot be done without the human resource thus the people form the best assets that the organization should heavily invest on for sustained competitive advantage.
The building of expectations, tactic rules and giving of contracts are mandatory when investing in human resource assets to ensure sustainability. Unlike other assets, people may change and move on to other enterprises hence leading to a loss of the competitive advantage. Therefore, it is mandatory to have contracts in employment which lead to sustained competitive advantage. Disciplinary procedures and details of solving the grievances of the workers are necessary for ensuring sustainable competitive advantage.
References
Campbell, B. A., Coff, R., & Kryscynski, D. (2012). Rethinking sustained competitive advantage from human capital. Academy of Management Review, 37(3), 376-395.
Wagner III, J. A., & Hollenbeck, J. R. (2014). Organizational behavior: Securing competitive advantage. New York: Routledge.
Discussion Board Assignment 3
Human Resource Management System (HRMS) is a software that combines several systems and processes with the aim of ensuring effective management of the data of the company and the employees. The system could include dealing with evaluating the performance of the employees or analyzing the activities of the entire business. Additionally, the HR system can be used in keeping track of the attendance records of the employees, storage of the employee’s information, managing the payrolls, and in the recruitment process. Therefore, the HR system serves as a program that merges the human resources which include the HR activities with the information technology. HRS is utilized in the firm through Angus who make a decision of hiring consultants that will help in the appraising the system of the firm on its good performance.
The relevance of line managers as a bridge in the HRM-performance relationship cannot be underestimated. As such, the different leadership styles should be aligned with strategies of the leaders to suit the nature of contract held with employees. The line managers have greater influence over the other workers as compared to the middle-managers. Besides, they act as gatekeepers who ensure crossing the gap between the top management and the junior staff through giving clear and consistent messages. The biggest influence of line managers in any firm is to support engagement and high performance. Glenys acts as a line manager who crosses the gap between Angus who is at the senior managerial position with the subordinate staff. Since the line manager is more close to the subordinate staff, Angus has to consult Glenys and other managers of division X on salary increment which directly affects the productivity of the workers.
The HRM utilizes a proactive approach to managing the people and puts emphasis on the relationship between the method of managing the employees and the outcome achieved by the firm regarding the performance. The transformational process that exists in the HRM-performance relationship is one of the phenomenon that remains indefinable. This phenomenon is termed as the “black box”, which is the input of the bests HRM practices and subsequent output of good firm performances. The shared value system is a significant element of the “black box”. The key links in the HRM-performance chain include the relationship between the practices, integrated and coherent relationship of the HR practices and a link between the HR and the responses received by the employees from the performance of the organization. Some of the important links in the IT firm in the case study include the relationship between Angus the CEO and Glenys who is a member of the senior management. Glenys closes the gap between the 700 employees of the firm to understand their grievances hence informing the CEO on the same for improvement. Glenys appointed a team of three people to work in the small HR department. This department serves as another link that has led to the historical development of the firm.
References
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Basingstoke: Palgrave Macmillan.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.
Discussion Board Assignment 4
The ‘best fit’ perspective in human resource management explains that the HR strategy is more effective when closely linked with the environment of the business. As such, it explores the relationship between the HRM and strategic management. The result of ‘Best Practice’ in an organization also includes lowering the level of absenteeism, increasing efficiency and quality, improving the employee attitude, and increasing the skills that result in higher productivity. Sue who appointed to be in charge of HR is the ‘best fit’ in the organization. She has a first class degree from an elite university and has prior experience in the public domain. Moreover, her ambitions of becoming the leading manager in the top 100 companies made her the best fit for the need of the organization at that moment. Among some of the ‘best practices’ embraced by this firm include hiring only of students with first class and from elite universities. Sue introduced a new strategy which is the workers pursuing education while still working with an essence of their skills and efficacy. reviously, the company upheld ‘best practices’ through giving expectant women three moths paid rest.
As per the case study, there are various criticisms attached to the situation of the ‘best practices’ as portrayed in the meeting where a few employees point their concern on the same. Sam, the managing partner of the firm, raises concern on the incorporation of a new practice where the company pays for fees for its employees to further their studies. The company has never done this before hence the managing team feels that this practice leads to extravagant spending which can lead to its financial decline since it is a small business. Besides, there is fear among other managers that the firm may not benefit from the new practice of furthering the studies for its workers since most of them quit the job within a time span of three years. Sue could have consulted other managers with experience in the firm to come up with a new strategy that would not be a burden on the finances allocated for such purposes. Besides, she would evaluate the performance of the employees effectively before deciding on picking the employees based on other reasons rather than education. In essence, if Sue had considered on making decisions based on the advice, comments, and complements of other workers, she would have come up with more effective strategies acceptable by most workers.
The partners should have picked on a person who had knowledge of private sectors rather than Sue. As such, the person would be acquainted with the budget of the firm hence would not make decisions that would imply spending more on making fewer profits. The partners would also set a group of experience HR managers to work with Sue before she became familiar with the operations of the firm. The team would help her on decision making based on the general situation of the firm.
References
Bal, P. M., Kooij, D. T., & De Jong, S. B. (2013). How does developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50(4), 545-572.
Boxall, P. (2012). High‐performance work systems: what, why, how and for whom?. Asia Pacific Journal of Human Resources, 50(2), 169-186.
De Bussy, N. M., & Suprawan, L. (2012). Most valuable stakeholders: The impact of employee orientation on corporate financial performance. Public Relations Review, 38(2), 280-287.
