Managers and HR professionals have the important job of organizing people so that they can effectively perform organisational activities. The goal of HRM is to maximise the productivity of an organsiation by maximising the effectiveness of its employees while simultaneously improving the work life of employees and treating employees as valuable resources. In relation to this write a REPORT covering the followings:
a) Discuss any FOUR primary HRM functions.
You can choose any FOUR functions from the followings;
1) Recruitment and selection
2) Training and development
3) Performance management
4) Reward management
5) Disciplinary and grievance management
5) Compliance function
6) Administrative function and
7) Employee wellbeing
b) Describe how organisational structure and management style influence HRM activities in organsiation.
HRM is the first point of contact for all employee related problems and queries. HRM acts as a bridge between the management and the employees. The role of management starts with recruiting and selecting the right set of employees. The management ensures that they are given the right set of trainings so that the employees are motivated to perform. The employees should be given appropriate rewards so that they are motivated to perform better. The organizational structure and also the management style can create an impact on the performance of the employee. The HR should look for ways to improve.
It is important for the management to understand the performance expected from the employee at the time of recruitment and selection. If an employee doesn’t have the capability to perform the tasks that is expected from him then his performance will not be up to the mark in the organization. It is important for the recruitment team to understand the employees’ performance in the previous organization, the eagerness to learn and also the performance that he can display in his new job. If these things are considered at the time of recruitment, the right employee would be hired and his performance would be as expected and also he would be satisfied in the organization (Elena 2013).
Training and development can improve the performance of the employee if the training programs are in sync with the organizational goals. Similarly, appropriate training techniques should also be used by the organization. The training objectives and also the employee performance should be in sync with that of each other so that the results of training can reflect on the performance at workplace. If the employees are nominated for the training program then they may develop a sense of fulfilment with the organization as they feel that the organization is concerned about their betterment (Ferrais 2014).
Performance management allows the employees to understand the employee where they are moving. It is very important for the manager to meet the team member as a part of performance management meetings so that the manager can share the feedback of the employee. This will help the employee to move in the right direction constantly, even slight deviation should be pointed by the manager immediately. This will also allow the employee to build a good relationship with the manager and hence, they will be willing to express their thoughts with the manager (Gong 2014).
It is very important on the part of human resource professionals to set an appropriate reward management system so that the employees are rewarded for their contribution towards the work. If an employee is appreciated for the exceptional performance that he has displayed then the employee will be driven to perform better. On the other end, the other team members will also be motivated to perform better so that they can be rewarded and appreciated. The reward system should be such that it allows the manager to recognize the immediate efforts, short-term efforts and the long-term efforts of the employee. These rewards should be based on the efforts that they put in (Grant 2014).
Different organizational structure will have different impact. It is important for the management to understand the impact so that they can plan their people management activities accordingly. Few of the organizational structure and its impact on people in the organization are discussed below.
If the organization has a functional structure then the employees will be doing the same repetitive job and at the same time, the decision making authority would be there in the hands of the top management. This kind of structure offers security to employees in the organization as their responsibility doesn’t change from time to time. On the other end, few employees may dislike this kind of structure because they may feel that their career is getting stagnated. This is a centralized structure and hence, creative employees may leave the system (Hunseok 2013).
Decentralized organizational structure can be considered to be perfect wherein the organization is involved in multiple products. The management will share the authority and responsibility with the heads of each unit and this allows employees to grow and learn. People who love monotonous work may not love to work in this organization but this would be loved by people who are very passionate about learning new things.
The tall and flat organizational structure can also create an impact on the people who are associated with the organization. If the organizational structure is tall then the interaction with the management would be low and in flat structure, the employees can directly communicate about their problem with the management. The flat organizational structure can be considered to be the best for suitable organization and hence, the organization may find it complicated to grow. In tall structure, there would be plenty of people who will serve as the bridge between the management and the junior level employees and hence, the real message doesn’t reach the management (Hemphill 2013).
The management style can create an impact on the people’s performance and behaviour at workplace. It is important for the management to adopt right style so that the employees can be satisfied at the workplace. Few of the management styles and also its impact on the employees at the workplace are discussed below.
If autocratic leadership is used by the management then the employees will not share their suggestions and experience. The employees will come, do their regular work and leave for the day rather than that of trying to implement something new in the workplace.
Democratic management style allows the employees to explore and try new things. The employees are happy to work in this environment. The employees will have to be active at all point of time so that they can be competitive. Under this management, the employees will perform as the management will pay special attention to all the employees (Herciu 2013).
Few of the recommendations that can be implemented in any organization for the betterment of human resources are as follows: –
Conclusion
Human resource function takes care of various functions in the organization. They are very much concerned about employee satisfaction and employee performance. They put in efforts to improve the work environment. The HR professionals try to understand the expectations of the employees and also the management so that a balance can be stroke between both of them. The role of human resource starts with recruitment and selection. While selecting, they try to understand if the concerned employee will be able accommodate in the organizational culture. They also train the employees so that the performance of the employee can be improved. HRM continuously improves the performance management and reward management strategies so that the employees are motivated to perform better (Hiziroglu 2013).
References
Elena, N, 2013, Determinants of the national competitive advantage (NCA), International journal of academic research in business and social sciences, vol. 3, no. 2, pp. 444-454
Ferrais, A, 2014, Rethinking the literature on “multiple embeddedness” and subsidiary-specific advantages, Multinational Business Review, vol. 22, no. 1, pp. 15-33
Gong, C, 2014, Economic Advantage and disadvantage among older Australians: Producing national and small area profiles, Australasian Journal of Regional studies, vol. 20, no. 3, pp. 512-518
Grant, R, 2014, Porter’s’ competitive advantage of nations’: An assessment, Strategic management journal, vol. 12, no. 7, pp. 535-548
Hunseok, O, 2013, How can we assess and evaluate the competitive advantage of a country’s human resource development system? Asia Pacific Education Review, vol. 14, no. 2, pp. 151-159
Herciu, M, 2013, Measuring international competitiveness of Romania by using porter’s diamond and revealed comparative advantage, Procedia Economics and Finance, vol. 6, pp. 273-279
Hemphill, T, 2013, China’s National Champions: The evolution of a National industrial policy – or a new era of economic protectionism? Thunderbird International Business Review, vol. 55, no. 2, pp. 193-212
Hiziroglu, M, 2013, An investigation on competitiveness in services: Turkey versus European Union, Journal of Economic studies, vol. 40, no. 6, pp. 775-793
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