1. Unitarism approach believes that each one in the organisation is part of the team with a common purpose. Unitarism embodies central concern of Human Resource Management, the people and management of the organisation must share the specific objectives so that they can work together harmoniously. As stated by Greenwood & Van Buren (2017), unitarism approach observes conflicting objectives as the negative and dysfunctional. Unitary perspective shares the assumption that the employees within the organisation are an integrated who shares the same interests and common values. The role of the HR within an organisation is to find the common purpose of the employees which can enable the organisation to meet the goals by accomplishing the business strategy.
2. Download news and current affairs app: The people who would like to be effective managers in the future must be updated with news and current affairs. The individuals can download news and current affairs based apps on their Smartphone and it is a good way to be up-to-date with news around the world within no time through mobile phones. World GK and BYJU are some of the best apps in the market.
Use social media in the right way: The people can use their social media to get in touch with current affairs and to read the new journals. There are so many groups and pages which share the knowledge, therefore, the users can like and join the pages to get the knowledge when they scroll down the news feed.
Keeping accountability of daily journals: The future managers need to use daily journals to check the development. In the daily journal, they can keep the daily reading, updated news and activities. It is an easier way to keep the reading and motivation on track. Journaling can clear emotion and journal increased focus also (Tenopir et al., 2016).
3. Harvard Model is called as the map of HRM territory and it is a soft model which stresses on the human aspect. Harvard Model of HRM is concerned with the employer-employee relationship. As stated by Beer, Boselie & Brewster (2015), the Harvard Model of HRM has five major components which are interests, stakeholders, situational factors, HRM policy and HRM outcomes and long-term consequences. Harvard Model of HRM provides an outline of the HR policy of human resource flow, reward system, employee influence and work system. Within an organisation, the Harvard Model of HRM provides the benefit of having 4C’s to achieve. The organisation will have benefits of commitment, congruence, competence and cost-effective. Another benefit of this model is to have long-term consequences of commitment on individuals, societal and organisation. On the other side, the Harvard Model of HRM fails to utilise the employees of the employees who have multiple skills. As explained by Armstrong & Taylor (2014), long-term approach of Harvard Model fails to assess the psychological rewards for the superior performance.
4. In the highly-educated, well-paid and professional world, HR management provides training to the employees through conference, lecture, seminar and panel so that the employees can develop themselves. In minimal formal qualification, union-negotiated collective agreement, the HRM policies mainly reflect the consideration of preferences of employees. The union tries to show strong preferences towards the voice of development (Bratton & Gold 2017).
In a highly-educated and well-paid organisation, the HR management ensures transparency through the various communication policies and plans. Union based HRM shares the policy of influencing power relations in the social system and to advance the welfare of people. Working environment shows the poor working condition and mandatory overtime.
In well-paid and highly educated organisation, the performance appraisal process is used to judge the job performance of the employees. In union-based HRM, the employees can expect arbitrary management using different decision-making style and the organisation continues to explore new sources of potential numbers.
In the highly-educated workplace, the psychological contract means to the relationship between employees and employers along with mutual expectation. In the union-based workplace, the psychological contract means only the employers’ expectations where unions can only put the inputs.
5. Human Resource Planning is the process of forecasting the future HR needs of the organisation and sharing as to how the existing HR capacity of the firm can be used to fulfil the requirements. As stated by Kerzner & Kerzner (2017), HR planning helps the organisation to meet future demands with the supply of appropriate people. HR planning is important for individual employees by taking appropriate steps to meet the needs of the individual employees. For the individual employee, HR planning can bring change and the employee must be flexible about the change. For the group of employees, HR planning focuses on motivation and satisfaction of the employees which help the organisation to endeavour for the financial success.
6. Job analysis is conducted so that the employees must have a set of competencies and skills to perform the duties. HR department allocates the employees to such department where they can perform their work well. Job analysis is a process which affects complete information pertaining to the job. Job analysis helps the HR manager to determine the responsibilities and duties along with the nature of the job. Job analysis assists to make out the tasks which are important and how these must be carried on. HR manager designs the training programme and selection of employees based on job analysis (Kispal-Vitai & Wood 2018).
7. Devolving the HR responsibilities to the line managers can enable decision-making which is line with the business reality. The line managers of the organisation occupy the position between the operating along with strategic apex. Devolvement may result in higher levels of motivation and it can be more effective to control which can sharpen line-managers’ decision-making (Jones, 2014). Line managers sometimes are keen to take the duties of HR responsibilities and deliver the values. The gap can be established between enacted HR practices and espoused.
8. Employment-related rules are very important to create employee handbook which protects the business. It is helpful to protect the company and it protects the company from lawsuits also. Company morale has a direct effect on the performance of employees. Employment-related rules set some boundaries for the employees and they cannot do certain things. Rules and regulations help the employees to understand what is expected of them.
Different types of rules are formal and informal rules, procedural and substantive. Labour law is associated with employment law and industrial law. Work health and safety law protects the health and safety along with the welfare of the people.
9. In the UK, Toyota follows its own recruitment and selection process. In the automobile sector, Toyota faces the issue of reaching talented candidates. In this candidate-driven market, the candidates have faced my multiple recruiters as it becomes very difficult for recruiters to attract talented candidates. This issue can be solved by doing extensive campus recruitment. As stated by Robinson (2018), Toyota also faces the issue of understanding inability in using data effectively. It is very important to employ the data to create a better recruitment decision. Toyota can spend money to deploy data storing equipment to enhance the process.
10. In resource-based-view, the management has to recognise the HR function as the key strategic player which helps to develop a sustainable competitive advantage. Existing employees in new jobs are the best as it helps to increase the employee morale and they would be able to bring new and innovative ideas. As stated by Braendle (2015), the advantage of internal recruitment is about utilising the institutional knowledge along with the cost of recruitment is cheaper for the organisation. The management can easily get the specialised people who can be best suited for the post and recruiting externally can prove to be more difficult.
11. HR manager and HR professionals are responsible for the learning and development of the employees. Employee training is the basic responsibility of the firm and employee development is shared responsibility of the management. The HR department tries to provide learning and development to the employees and the HR department should get the right resources along with an environment to support the growth and development needs of an individual employee (Stachova et al., 2015). HR department is responsible for recognising the staff training along with development needs. HR manager plans, organises and oversees the appropriate training which also provides the financial assistance to enable the employees to gain approval.
12. Within the organisation, the performance management system faces the issue of combating inconsistent engagement levels of different managers. The system cannot be applied consistently; therefore, the employees do not get benefit from others. This problem can be solved through training of the managers to ensure the programme.
In a performance management system, the management cannot understand the implementation of effective performance metrics. First of all, the metrics should be measurable and the metric must be tied up with a strategic business plan. The management needs to address the issue with coming up the special performance metrics for the employees.
The performance management system needs to tie up the rewards to key compensation objectives to drive the motor. Motivated employees are engaged in the performance. Therefore, the management should provide external motivation to achieve the common goal.
13. In Australia, Accenture is a well-known company. Accenture uses extrinsic rewards and remuneration strategy to motivate the employees to work. Accenture provides non-cash recognition to the employees to reinforce the agency’s values. Accenture provides benefits like a day off with pay, provide tickets to sports, take out an advertisement and provide a donation in an employee’s name. Accenture is planning to take the strategy of profit sharing with the employees as the organisation establishes a bonus plan based on the profitability of the business.
14. Procedural justice is the concept of fairness in the processes which resolve disputes and allocate resources. As stated by Rennigner et al., (2014), distributive justice concerns the nature of socially just allocation of goods. In organisation inequality in result do not arise and it would be considered as a society guided by the principles of distributive justice. Distributional justice means to the extent to which an employee feels positive or negative to the outcomes and it is the result pay review o bonus award. The employees tend to be mostly exercised when the employees draw the comparison between their circumstances and immediate peers.
15. In the workplace, HR department plays a vital role in ensuring the employees’ health and safety. HR function must establish an open communication to maintain employees’ trust which would encourage open communication on health and safety issue. As opined by Van Dooren et al., (2015), the HR department needs to implement strict safety policies to make the workplace hazard free. Employees need to spread awareness by labelling unsafe environments. Within an organisation, the HR department can coordinate facility management which carries out safety policies for the organisation. HR department harmonises OSH goal which can better protect employees.
16. Diversity management means to organisational actions which aim to develop and promote greater inclusion of employees from the different ethnic background into the organisational structure through programmes and policies (Wrench, 2016).
IGA, an Australia based supermarket, works in the groceries and supermarket industry of Australia. This organisation focuses on recruiting different types of employees who belong from the multiethnic background. Diversity within the organisation can bring innovation to the organisation to employ diverse in the workforce. Diversity management helps to attract diverse talent within the organisation. IGA is able to manage different types of customers within the organisation which is basically authentically diverse. According to Harvey & Allard (2015), diversity management improves the cultural intelligence of the organisation and it provides an opportunity to appreciate the values of other cultures.
17. When employees share their voice, the employees’ skills and knowledge can be used n better way which leads to higher productivity, solutions to problems and greater innovation. Employees also feel valued so they are more likely to stay and to contribute more. When the employees will see that their opinions are heard, they will also feel motivated and valued. According to Wright (2008), when the employees share their opinion, it would foster mutual respect among the employees. Sharing the opinion of the employees would also work as conflict resolution.
Employee input in collectively can create an issue as it may lead to conflict when all the employees will have a different perspective. Goal setting is common in formal evaluation; however, more employees’ voice would decrease the productivity and morale of the employees.
18. Engage people: The employees can contribute to engaging more to perform the work. Organisational performance can be improved by engaging more employees in work. In an organisation, the team leader can engage more team members to bring the performance of set goal (Nankervis et al., 2016).
High-impact of leadership: A leader can take the democratic leadership strategy to improve the organisational performance. The leaders need to set the objectives and high-impact leadership helps to improve the issue of the business.
Motivation: The employees need motivation when the employees need improved organisational performance. It is needed to identify the high-impact motivation so that extrinsic and intrinsic motivation can be boosted.
Reference:
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Beer, M., Boselie, P., & 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), 427-438.
Braendle, T. (2015). Does remuneration affect the discipline and the selection of politicians? Evidence from pay harmonization in the European Parliament. Public Choice, 162(1-2), 1-24.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. London: Palgrave.
Greenwood, M., & Van Buren, H. J. (2017). Ideology in HRM scholarship: Interrogating the ideological performativity of ‘New Unitarian’. Journal of Business Ethics, 142(4), 663-678.
Harvey, C. P., & Allard, M. (2015). Understanding and managing diversity: Readings, cases, and exercises. Sydney: Pearson.
Hollnagel, E. (2018). Safety-I and Safety-II: the past and future of safety management. Florida: CRC Press.
Howard, L. W., Turban, D. B., & Hurley, S. K. (2016). Cooperating teams and competing reward strategies: Incentives for team performance and firm productivity. Journal of Behavioral and Applied Management, 3(3), 1054.
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