The human resource acts as a vital department in bank A. This is because of the job description of the human resource management towards the success of the bank A activities. The human resource management function has played a critical role in ensuring that the change process in any organization is a success. The human resource management professionals have the sole responsibility of providing that the initiative of the change management process in the organization is a success. In the case study, the concern was on the Human resource management functions, the issues that impact the senior managers’ views of the validity and credibility of the human resource functions. The responsibility of the HRM function in the change process and their perspective on the ethics of the activities which are related to HRM during the times of organizational change process (Oke, AigbavboaI, and Thwala, 2016 pp.1651-1663).
The human resource management in bank A in the case study has a vital role in ensuring the effectiveness of the bank. A good system in human resource management provides better consistency and the betterment of human relations in the organization. The human relationship management is entrusted with the hiring, managing and guiding the staff working (Glaister, Karacay, Demirbag, and Tatoglu, 2018 pp.148-166).
The HRM ensures that the bottom line of the bank A in the case study is efficiently improved as the HRM is fully exposed to the information on the impact of human capital on the success of the bank. The professionals in the human resource strategic management usually take part in the decision making in the bank activities (Armstrong & Taylor, 2017). The expertise in human resource management is involved in the decisions which entail the current assessment of the issue of staff deployment and the overviews for the workforce expected in the bank regarding the current demand on the organizational demand. The HRM expertise facilitates the environment scanning. The knowledge also constructs the bank tables and charts, the levels of staff recruiting and the missions for the different elements of the competitors of the organization (Larsen, 2017 pp. 107-121).
Human resource management plays a vital role in the recruitment and onboarding. The HRM professionals in bank A in the case study are responsible for ensuring the employment process in the organization. The hiring of new staff is a technical staff and only done by the HR expertise. This is, however, a long process that is performed by the HR professionals. They are responsible for the organizing for going through the resumes of the recruits and organizing for the new employees. Thus the HR expertise usually finds the most significant and effective way of ensuring that the recruitment of new employers is a success. This entails the assessment of the most preferred tracking systems for the new employers which will align with the needs of the organization (Schenk, 2017pp.40-54).
Human resource management in bank A as per the case study is responsible for the training and development of the recruits in the bank. Initially, the bank A had traditional personnel management. However since the bank A is owned by the federal government of Malaysia, there was a need for the inception of modern resource management practices (Brewster and Hegewisch, 2017). The human resource training and development expertise play the critical role in ensuring that the new employees are oriented appropriately and a strong mutual relationship if forged between the employer and the employee. The area of training and development within the human resource also provides training to the employees. This leads into the acquisition of skills which are essential in the support the fair employment practices of the organization and develop the capabilities of the employees further to prepare the employees psychologically and morally to take up the management responsibilities in the organization.
The human resource management is responsible for ensuring that the people in Bank A as in the case study are aligned effectively to promote high performance and achieve the goals of the financial institution. The system of the HR in bank A links the organization’s strategies and its set goals together with the human resources (Chelladurai and Kerwin, 2017). All this is in essence of ensuring that the culture in bank A is nurtured, the bank A becomes flexible and more innovative in its performance. In bank A, the HR functions entail being the strategic component in the formulation and implementation of the goals and strategies which the bank A prospects to achieve. This is done through human resource activities such as rewarding the hardworking personnel whose effort has been identified towards improving the performance of the ban A, through the recruitment of new staff into the prohibition and the training and development of employees into the organization so as to maximize the productivity of the organization (Sani and Maharani, 2015 pp.185-188).
The HR function majorly emphasizes addressing and evaluating the problems which tend impact the people management plans in the long run. Thus the HR in charge of the strategic goals hence has the primary purpose of increasing the productivity of the employee and assess the central areas where the strategies can be fully implemented to improve the motivation of the employees in addition to the productivity increment in bank A. The strategic orientation of the HRM s significant to bank A as it just requires the HR function to align with the business strategies of the organization. It then coordinates for the relationship existing between the strategic management of bank A and the HRM. This leads the HRM to recapture its reputation to a strategic business partner from a cost center (Newell and Scarbrough, 2017).
The strategic human resource planning. This entails the professional and effective evaluation of the reason for and the availability of the human resource to ensure that the bank A can meet its objectives. The Human resource is thus tasked to be updated with the job market ideologies and the best way it can appropriately match to the recruitment needs since the bank A cannot just meet its business strategies and objectives if it does not have very talented employees. The hiring process is vital as the HR can choose the best employee who effectively fits the job description and will adapt to the culture and operations of the bank A (Armstrong and Taylor, 2014). Strategic human resource planning in bank A ensures succession planning is applied whereby the bank A can recruit the new staff, train and provide progress in their skills and prepare the employees for more duties and challenging roles in the bank. This procedure efficiently maintains the consistent development of the employees so as the parts that need staff are taken care of.
Strategic recruitment and selection in bank A., The primary role of this process, is to evaluate and identify the best talent pool which is significant to develop the required candidates. The human resource of bank A in the case study ensures that the right employee for the development of the strategic human resource planning (Sung, and Choi, 2014 pp.393-412). The bank A has realized the need for the incorporation of suitable training and development activities to ensure competitive benefit in bank A. This is essential towards improving the potentiality of the people. The strategic training and development ensure that the bank’s strategies are met. This is done through the training programs to the staff which identifies and deliver the applications to the team to enhance their deliverance in line with the business strategy (Brewster, Chung and Sparrow, 2016).
The incorporation of technology and automation services to the finance sector should be welcomed by the CEO of bank A. The CEO should incorporate digital technology into the organization operations. This is efficient to adapt to the current varying market conditions. This will thus help the redefinition of the responsibilities that are played by the staff in charge of finance from carrying out tasks that are berated into participating in more complex strategically decision making in the organization (Armstrong & Taylor, 2017).
The CEO should apply the automation tools in the finance sector in bank A since the devices are usually used in the advancement and enhancement of organizational results while all the requirements of the bank regarding operations are all met. The CEO should ensure that the automation of financial sector is done by professionals to maximize the profit margins. This will lead to a more integrated efficiency in the operations (Lussier and Hendon, 2017).
Restructuring of the Finance sector. Human resource management will be profoundly affected by the incorporation of automation tools into the financial industry. It will restructure the financial industry in that the experts who have gained many years of experience that had to spend time in the analysis of the performance won’t do the work but instead be done using the automated algorithm in the shortest time possible. This would result in the layoffs in bank A (Lussier, and Hendon, 2017).
Recent statistics show that the employees in the bank A were leaving their job descriptions since they felt that decrease was more felt in the bank A. This is because the employees saw that career opportunities in bank A were not growing. This incorporation of automation tools brings in the opportunities to be there but not invisible in the career development in the organization. The automation of these financial sectors in bank A by the generation of an internal job search engine. This brings about the loss of job opportunities in human resource management (Bratton and Gold, 2017).
The prevailing concerns of senior managers effectively reflect on the responsibility that the Human Resource Management should practice professionally. The managerial perceptions of the HRM events when carrying out the bank’s change in a strategic manner reflects on the roles which the Human Resource Management should carry out. The HRM is thus responsible for ensuring that the change process is useful in bank A. The Human Resource Management function in bank A is perceived to have contributed to the bank operational change strategically as per the view of senior management. The HRM focuses more on the change process from a more perspective view of the senior management. This perspective usually aligns the people’s administration in the ban A with the significant implementation of the business strategies (Wilkinson, Redman, and Dundon, 2016).
The senior management perceptive of the HRM function in bank A is that it leads to the effectiveness of the operations of the bank when in primates its bank’s needs. The Human Resource Management is compound towards the strategic planning of the regulatory processes. The support of the HRM thus emphasizes the integration of the organizational needs. The human resource, therefore, is responsible for the strategic planning in the bank. This reflects on the strategic recruitment of the employees into the bank. The training and development of the skills and abilities of the employees are also detrimental towards ensuring that the performance of bank A is enhanced (Rees and Johari, 2010 pp.517-536).
Conclusion
Human resource management is a crucial department in bank A. As per the case study, the bank A had failed but since the incorporation of modern human resource management into the organization, there have been drastic changes made in the bank as the performance of the bank A has steadily increased over time. This is due to the roles played by the Human Resource management function towards ensuring that there is effectiveness in the organization. The HRM is responsible for the hiring of the appropriate personnel who will meet the bank’s needs effectively
References
Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Armstrong, M., & Taylor, S. (2017). Armstrong’s Handbook of Human Resource Management Practice, 14th Edition. https://www.books24x7.com/marc.asp?bookid=125514.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and practice in European human resource management: The Price Waterhouse Cranfield survey. Taylor & Francis.
Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource management. Routledge.
Chelladurai, P. and Kerwin, S., 2017. Human resource management in sport and recreation. Human Kinetics.
Glaister, A.J., Karacay, G., Demirbag, M. and Tatoglu, E., 2018. HRM and performance—The role of talent management as a transmission mechanism in an emerging market context. Human Resource Management Journal, 28(1), pp.148-166.
Larsen, H.H., 2017. Critical issues in training and development. In Policy and practice in European human resource management (pp. 107-121). Routledge.
Lussier, R.N. and Hendon, J.R., 2017. Fundamentals of Human Resource Management: Functions, Applications, Skill Development. Sage.
Newell, H. and Scarbrough, H., 2017. Human resource management in context: A case study approach. Macmillan International Higher Education.
Oke, A., AigbavboaI, C. and Thwala, W., 2016. Personnel management practices in Nigerian quantity surveying firms. Journal of Construction Project Management and Innovation, 6(Supplement 1), pp.1651-1663.s
Rees, C.J. and Johari, H., 2010. Senior managers’ perceptions of the HRM function during times of strategic organizational change: Case study evidence from a public sector banking institution in Malaysia. Journal of Organizational Change Management, 23(5), pp.517-536.
Sani, A., and Maharani, V., 2015. The relationship between Human Resource Management (HRM) Practices and Organizational Performance Moderated by Organizational Commitment. Australian Journal of Basic and Applied Sciences, 9(7), pp.185-188.
Schenk, H.W.E., 2017. The prevalence and focus of formalized Human Resource Management Practices in a sample of SMEs in the Marketing and Retail sector of South Africa. The Retail and Marketing Review, 13(2), pp.40-54.
Sung, S.Y. and Choi, J.N., 2014. Do organizations spend wisely on employees? Effects of training and development investments in learning and innovation in organizations. Journal of organizational behavior, 35(3), pp.393-412.
Wilkinson, A., Redman, T., and Dundon, T., 2016. Contemporary human resource management: text and cases. Pearson Higher Ed.
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