Human resource management deals with managing people who are associated with the business organization. It does not only deal with hiring people it also deals with handling crisis situations that deals with the people related to the organization. This report deals with three types of case studies and accordingly recommendations have been stated.
Case one: The human resource of any organization plays the key role in growth development as well as daily operation of the business hence the efficiency of the work force is very important for a business organization. It helps the company achieve the goals and objectives. Hence Human resources, has a significant place in the improvement of the productivity of the employees it is also important because in a mining company health and safety of the employees is also very crucial. Performance management is a way to access the efficiency of the resources of the organization. Every company has its own method and procedure it follows to evaluate and monitor the preference delivered by the employees. This may be dependent on the nature of the work, nature of the business, scale of operation etc. Managing the performance of the employees ensure that the resource is working on high efficiency level and the production of the employee is optimum in terms of the circumstance and the capability of the person. Performance management has various types of benefits for the organization: every company has aims and objective and the performance management of the employees have a direct effect and impact on keeping up with the alignment of goals that the company has set. Motivation on the other hand depends on the intrinsic as well as extrinsic environment of the employees (Deci & Ryan, 2014). Motivation is very important for an employee to ensure high productivity and performance hence it is interrelated. Monitoring of the performance helps the resource to understand the sections he or she has to improve because feedback is a significant part of performance management. It provides assistance to both the employer and employee in understanding the gaps in performance as well as the gaps in the administration of the organization. There are several factors that affect the motivation level o the employees, one of the important factor is the work culture and work environment along with the transparency in performance evaluation. Most of the time the feedback from performance management by the higher authorities reflects the increment and monetary allowance that the employees receive, hence this directly impacts the motivation level of the person who is being evaluated. Appreciations of performance is recognized and rewarded only when performance management initiatives are taken and people will be motivated if they find that their efforts are being recognized by the organization. In an organization motivation can be of two types one is to perform and the other is to be in the job and both these aspects need to be balanced by the management of the enterprise. According to the Herzberg’s two-factor theory of motivation there are two set of factors which causes satisfaction and there are factors that stops dissatisfaction for a person towards working in an organization (Alshmemri et al., 2017).
As a mining company there are many people who are working on the field, inspecting and monitoring their performance, grievances and challenges is key to motivate as well as drive the person to improve the work. As there are rotational staff in the organization the managing of their performance should be weekly based by the immediate mentor or senior under whom a person has been hired. Leave scheduled and hours of working are the two factors that will be given maximum attention in order to evaluate the performance of the people who are working on the field. To motivate the people the feedback from the immediate mentor in terms of appreciation or bonus for people who are exceptional in their job.
And for people who are permanent employee should e analyzed and sent a report of productivity on a four months basis. This evaluation can be followed by an increment at the end of the last quarter. The increment of the employees should depend on the performance that has been evaluated by the seniors. The rate of increase in the salary will be directly dependent on the productivity of the employee (Ashkanasy et al., 2016).
Case two: Communication in an organization has a significant role to play in the development and growth of the company in the industry. Especially for companies who have operation sites located geographically away from the head quarters. For a mining company the daily operations take place in the sites and on the field the people who work in the field are the ones who are responsible for the developing the company. This communication should not only be with the senior management level employees but also the people who work on the ground level. The higher management of the organization should be well communicated with all the sites of operation so as to understand the barriers in the process as well as monitor the efficiency and performance of the employees (Kew & Stredwick, 2017). According to the Pestel analysis of the organization is used to determine the external environment of the organization. The crisis that has been discussed is all the factors that impact the organization and are not under the control of the business. The issue in the case study deals with the political. In order to mitigate the situation of executives leaving form site location the organization can be take a one on one motivational and discussion session understanding the problems faced by the person and the company y should try to come to a decision where both the organization as well as the employee id in a situation of satisfaction. Since the employees concerned in this matter are higher level associates the company should also understand that these people will not leave the company for small grievances, the situation that has been discussed has serious threats associated with it. The company can offer a change in the position or transfer to stop the person from resigning (Thomas, 2013).
Case three: A situation of emergency which is caused by an unexpected and sudden occurrence within the internal or external business environment can be termed as crisis. Human resource is an internal business factor but external environment has a lot of impact on the employee turnover of the company. If the employee turnover of the organization is high then the situation becomes a crisis. To understand the gap that has been created in the organization in terms of employee satisfaction, work culture in the organization, motivation etc should be analyzed. But the crisis that has been discussed in the case study is substantial talent gap that has risen in the company which has resulted in the low performance of the overall operations of the business (Glendon et al., 2016) the industry is skill driven and hence the gap in the skills is a huge issue for the organization. According to the society of human resource management, the people who are associated with the industries such as mining manufacturing as well as construction etc have the greatest gap are those of heavily skilled workers. The issues that have been understood in the organization lack of available applicants, a shortage of experience and a lack of technical competencies or hard skills. These gaps are difficult to monitor by a person as these have been observed in several sites of operation hence a crisis management team is required to identify the problems and solve them accordingly. Bridging the talent gap is an increasingly significant issue that is being faced by many originations (Albrecht et al., 2015). Based on the Tuckman’s theory of team development, the crisis management team will be formed. The five stages in this process is forming, storming, norming, performing and adjourning. The team is being formed and hence the focus is on the first stage where people of similar skill set are brought together in the process to handle the crisis that has been created. Further on the group can be viewed to develop in the process as in the theory (Natvig & Stark 2016).
Selection criteria: The selection criteria while hiring people for a specific vacancy should have proper guidelines. According to the job role and the position that is available for vacancy the criteria should be made. The skills and qualification of the applicant should be paid most importance followed by the work experience, if the person concerned has a significantly high amount of experience then that should counter balance the qualification. The nature of the person should also be evaluated by have a one on one discussion with the person who is responsible for the hire.
The company can hire people who are retired to join the organization in higher management with flexible work arrangement this is a good option for the company as people who are retired will have a good amount of skill set.
Another criteria that the company should keep in mind while hiring a person is the urge to learn, it is most common that a person will be unaware of the proceedings of the organization in the first few weeks of joining but the urge to learn is the key to high performance.
The format: A person before getting a job should go through a three steps of interviews first is a skill test to understand the persons understanding of the job role and the work that he or she is going to perform. , if the person qualifies for the next round a general interview has to be conducted by the human resource manager of the organization who is conducting the interview, if the person goes to the next round the manger or the higher authority of the respective division should take a face to face interview and only then the person should be chosen to join the organization. This format should be followed for both permanent as well as temporary employment.
Function of the team: The function of the crisis management team is to first of all monitor the format and the selection criteria while hiring anyone in the organization. If the board agrees to the recommendation then it should be kept in mind that the hiring process will not be different for any employee be it a junior associate or a field worker or a high level manger. The terms and conditions of the policies of the company should be explained in details to the employees who are new recruits so that there is a transparency maintained in between the employer and the employee. The team will also come up with a performance evaluation criterion list for various job profiles in the organization.
Rewards: The performance management initiative aforementioned will help the organization in understand the capability of a persona and reward him or her accordingly. An annual increment for permanent employees are fixed in the organization where is the people who are under a contract does not have any extra reward or award associated with the service they are offering, rather if the company finds that the person under contract is underperforming he or she can be asked to discontinue.
Conclusion
Human resource is an integral part of a business entity the people related to a business is the key in the operations on a daily basis. Team management is a significant attribute on the other hand as the business always runs on team efforts, the recommendations to the board are all based on the importance the company gives to the staff and resources. Skill development and expertise has to be kept in mind while hiring.
Reference list:
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.
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s Two-Factor Theory. Life Science Journal, 14(5).
Ashkanasy, N. M., Bennett, R. J., & Martinko, M. J. (Eds.). (2016). Understanding the High Performance Workplace: The Line Between Motivation and Abuse. Routledge.
Deci, E. L., & Ryan, R. M. (2014). The importance of universal psychological needs for understanding motivation in the workplace. The Oxford handbook of work engagement, motivation, and self-determination theory, 13-32.
Glendon, A. I., Clarke, S., & McKenna, E. (2016). Human safety and risk management. Crc Press.
Kew, J., & Stredwick, J. (2017). Business environment: managing in a strategic context. Kogan Page Publishers.
Thomas, R. (2013). The business environment of human resource management. In Human resource management. Oxford University Press.
Natvig, D., & Stark, N. L. (2016). A Project Team Analysis Using Tuckman’s Model of Small-Group Development. Journal of Nursing Education, 55(12), 675-681.
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