The article from HRD, Australia which dated 10 August 2017 shows that businesses such as Australia Post realise that talent is difficult to be found and workers have more options to choose where they want to work (“How Australia Post is building a diverse workforce”, 2017). It is important for the businesses to invest in the employment value proposition’s development. The article shows that when the employees are highly informed and then they become happier and it is easy to retain them since they are aware of the kind of work, individuals, culture and location where they would be working. This article is focused to words the way Australia Post is creating diversified staff.
The business known as Australia Post Corporation is a government owned business that case postal services and operational retail stores in Australia. Its head office is in Melbourne and it is continuously expanding its range of goods and services for investment to words technology based infrastructure arrangements. There are three major areas in which this business well switcher letters and link services, retailing, agency services and parcelling.
The article discusses of the way in which gap among hr and other departments is bridged by information technology. The IT has brought these two different worlds at one place. The major changes which have been seen in this business and the business which is discussed in the project 4 i.e. application of e-commerce techniques which are brought in lots of transformations in ways of operation.
The article shows how there have been raising challenges because of shrinking departments and changes in the demographics which have to be dealt by the human resource professionals of the business. The human resource professionals have various issues, whatever may be the size of the business. The major issue faced by them is to attract and retain professional, skilful workers and make their staffs to be better. It is important for the human resource management to manage change. There is a constant change in the workforce and the ways of working there for the workers are generally looking for their subsequent move to words a corporate ladder even if it comes from the outside organisation. In past few years the corporate jobs have got moved from authoritative to proactive jobs. The way of working has totally changed due to usage of IT and e-commerce.
There are a wide range of sorts of individuals, and as anyone might expect, they respond diversely to the requirement for arrangements and practices in view of those distinctions. For instance, a few people incline toward there be a composed approach for everything, while others support having no arrangements at all and would leave everything open to understanding as circumstances emerge. Neither of these extremes adds to a workplace that is helpful for high profitability levels. The appropriate response is found in the middle of, with the correct number and sorts of arrangements and practices that are cantered around an essential objective – enhancing singular execution in the working environment.
References
How Australia Post is building a diverse workforce. (2017). HR Online. Retrieved 11 August
2017, from https://www.hcamag.com/hr-news/how-australia-post-is-building-a-diverse-workforce-239791.aspx
Theories linked with application of IT and ecommerce with HR
The banks adopted the e-commerce very early and also created a base for other businesses to shift to e-commerce through electronic financial infrastructure. The e-commerce in banking has: Processes that support the trade acts in an electronic way or by networking for application of bank–to–bank, bank– to – client or bank – to – seller (Trewin, 2011).
The banking sector has applied information technology and e-commerce in various decades. This has led to the development of work and the human resources have been impacted due to changes in their kind of jobs.
While reviewing the literature, there have been various theories and concepts for explaining technical changes like:
However there is no convincing to particular model that will be useful for doing human resource problems while documentation of E-commerce and business visitors.
There are three theories which can be utilised for studying the implication of e-commerce and IT on HR strategies in banking:
In 1985, Child made available for senior model which shows the structure of relationship between workers and managers (Child, 1985). He stated that management does not lay stress Labour procedures while making investment in latest technology rather there are effects that could be after ass and folding of strategies of Management the managers make justification of changes to label for teachers with respect to latest technologies and as a reaction for competition. These new technologies might bring removal of direct labour, automation of flexible production systems, removal of traditional kind of jobs, degradation of jobs where the knowledge, control and capabilities are taken away from employees and given to the management. This trend has been seen in the banking industry have Australia because they have been downsizing of the businesses by closure of branches and reduction in number of staff members by redundancy, attrition, are premature retirement. There has been a decline of the total disappearance of knots of traditional banking rules. This e-commerce revolution has brought in elimination of direct labour and it has impacted workers at different levels of the bank.
Amendments regarding employment and outsourcing have significantly affected the personnel in the banking business. Within Australia, jobs in banking sector increased until 1990, after which it initially dropped and afterward levelled-off. The work related profile from 1986 to 1994 changed altogether – the extent of administrative labourers fell, while expert and specialized labourers, or those amidst the pyramid, expanded. From the mid 1980s to the late 1990s low maintenance work in the banking and back segment ascended from 10.2% to 17.7%, generally filled by ladies (J. Phillips & P. Phillips, 2014). There is a rising pattern far from full-time administrative posts, which are simplest to robotize.
This theory shows the impact of information technology on job designing (Zuboff, 1988). This states that with automation cost by IT, there has been a removal of human aspects of the business for teachers but also Knowledge he has been providing with vast information which leads to stress of re-skilling because the job contacts app to b knowledge he has been providing with vast information which leads to stress of re-skilling because the job contents have to be rearranged (Reserve Bank of Australia, 2006). The impact of e-commerce on employment of this sector leads to lots of concerns for HRM. This involves management of recruiting, retaining of professionals in a competitive situation. There has been a rise in decline of jobs, relocations, more working hours and deskilling.
An alternate point of view is given by Zuboff (1985) who dissected the ramifications of data innovation for work outline. She contended that while IT based computerization is expelling the human component from the business procedure (or deskilling specialists), the “informating” (adding data and investigation to information) energy of innovation makes weight for “significant re-skilling” by expanding the unequivocal data substance of occupation errands consequently reconfiguring the idea of work. Zuboff battles that regardless of the possibility that the administrative reason in actualizing new innovation was to control or deskill, directors themselves have their own weights and issues to manage while executing new innovation which may nullify these expectations. In the “informated association”, she states, the unbending division of mental and difficult work is broken, qualifications amongst white and industrial specialists never again exist and there is an intellectualisation of work assignments which brings about the authoritative expertise base being more equivalent over the undertaking.
Preferably, the firm turns into a learning association, which means the extension of information by every individual from the undertaking. Authoritative structures turn out to be more adaptable, people are in a position to adjust themselves to occupations they are most appropriate to and supervisors should turn out to be more open and participative. In Zuboff’s “informated” association, workers turn out to be more intellectualized as they manage the new data innovation. The intellective expertise is connected by breaking down the issue, deciding the information required for examination and the use of the investigation to enhance execution. That is, representatives in this kind of association need to utilize higher request examination and conceptualisation with a view to enhance the path in which information are acclimatized, translated and reacted to. Administrators in this situation are in charge of errand related learning and teaching others. Staudenmaier & Zuboff (1990) bolster this view and fight that as specialists’ carefulness increments to meet the variable necessities of clients, control by innovation and bureaucratic control will be superseded by “information regularizing” control (which can be depicted as control in light of information typification or execution pointers; and worker settlement or sense of duty regarding execution measures). Data innovation empowers these patterns however does not definitely prompt the making of a culture in which representatives and subjects are engaged and satisfied through the use of that innovation.
Business changes in banking have taken after the patterns recommended by Zuboff in an assortment of ways. In the Australian banking part, for instance, from 1979 to 1993 there was a decrease in the extent of specialists without post-school capabilities, and after 1990 labourers with post-school capabilities dwarfed those without Zuboff (1985) which proposes that specialists are ending up more gifted. As the banking segment moves facilitate into the ecommerce time, specialists will be relied upon to wind up plainly still more adaptable and multi-talented. There is more noteworthy significance given to deals in bleeding edge parts managing specifically with clients. There is likewise a general expanding of skills for those in administration. These abilities incorporate change administration, change versatility, adaptability, mechanical mindfulness, an abnormal state of relational aptitudes, cooperation aptitudes and the sense of duty regarding consistent learning (Hanks, 2010). These new aptitude necessities will turn out to be more articulated as ecommerce turns out to be more settled. Zuboff’s ideas clarify these patterns (which Child’s does not) and supplements Child’s structure by distinguishing “informatising” parts of employment outline, in spite of the fact that the two methodologies originate from altogether diverse beginning stages.
The third perspective and assessment discusses the changes in Ways of operating. There are various assessments regarding the changes in the workplace relations. The new business can be shown as post-fordism model because there has been a flexible concern which can be a blessing to many. There are less secured and more fragmented careers however the people are able to work from home has brought employee satisfaction. It was also brought a capacity to offer 24 x 7 service support, personalised consumer profiles, outsourcing of work and many other benefits. There has been a removal of managing layers and redesigning of job. In contrast to traditional personal Management year is this theory in the register independence, responsiveness which is needed by the workers. It is particularly with respect to the banking sector where IT automation has brought for the routine job and the workers are more skilled and knowledgeable.
This point of view gives an intense arrangement of ideas for understanding the issues associated with the presentation of ecommerce innovation and its belongings both inside a business association and with clients and exchanging accomplices. On the off chance that the scholars of post-Fordism are right, at that point the customary work force administration methodologies won’t support the self-governance, responsiveness and autonomy expected of representatives. This is particularly the case in enterprises, for example, banking where IT has computerized the more standard occupations and workers are presently more taught and talented. They are probably going to oppose Fordist administration administrations and the very idea of their work is not liable to fit those systems (Wells, Palmer, Sobel & Meurer, 1997). Yet, HR administration likewise needs to help authoritative methodologies that are focused in the post-Fordist condition. This requires a change in the authoritative ethos and additionally a development of particular HR acts.
Managers, especially in an industry, for example, banking, should know about exterior impacts, for example, globalization, market rivalry and government strategies while settling on choices about the usage of ecommerce innovations and the resulting impacts this has on stakeholders. Also, the usage of eCommerce advancements will affect the way occupations are arranged, the way workers are enrolled and held, the way training is directed and the way in which staffs are managed.
References
Child, J. (1985). ‘Managerial Strategies, New Technology and the Labour Process’, Job
Redesign Critical Perspectives on the Labour Process. D. Knights, H. Willmott and D.
Hanks, C. (2010). Technology and values. Chichester, U.K.: Wiley-Blackwell.
Hoque, K. (2000). Human resource management in the hotel industry. London: Routledge.
Reserve Bank of Australia, (2006). The Future of the Financial System. Reserve Bank of
Australia Bulletin: 9-13.
Trewin, D. (2011). Finance Australia. Canberra, Australian Bureau of Statistics: 94 pages.
Staudenmaier, J., & Zuboff, S. (1990). In the Age of the Smart Machine: The Future of Work
and Power. Technology And Culture, 31(1), 192.
Wells, D., Palmer, B., Sobel, D., & Meurer, S. (1997). From Fordist Worker Resistance to
Post-Fordist Capitalist Hegemony?. Labour / Le Travail, 39, 241.
Zuboff, S. (1985). An introduction to the special issue on information
technology. Organizational Dynamics, 14(2), 2-3.
Zuboff, S. (1985). Automatefin-fonnate: The two faces of intelligent
technology. Organizational Dynamics, 14(2), 5-18.
Zuboff, S. (1988). In the Age of the Smart Machine: The Future of Work and Power. Oxford,
UK, Heinemann Professional Publishing Ltd.
Source: Battellino, 2010
The above figure shows how different human resource strategies are linked with wider organisation. It is important for the banking sector to the defendant on economies of scale so that it remains competitive and also there has to flexibility because it works in a customer oriented environment. These economies of scale can be attained by using technologies like e-commerce for automating the jobs. It is recommended that this automation helps in eliminating redundant job and move the clients to a self-service delivering channel. There can be deskilling of particular job also (like in case of deskilling theory by post-Fordist approach). Also this technology can be utilised by the Bing for developing specialised and customers’ goods and services which need workers to be further knowledgeable and informed in changing environment.
It is recommended that the management, especially in the banking sector, must be aware of external impacts like globalising, market competition and government strategies while making decisions regarding application of e-commerce technologies and IT. They have to consider the impact of use of IT and e-commerce on the stakeholders. In the same manner this would also affect the manner in which jobs are designed, the way in which workers are recruited and attend, the way of conducting training and the way of supervising the workers
Consider together the above three theories suggest that the banking sector or other businesses experience computation and therefore they have to come up with competing strategies for retaining business goals. The change management strategies are required for dealing with IT application in the long run and there has to be stress on technical changes of labour procedure is and dynamic relation among IT application, industrial pressures and HRM policies.
The major challenge for banks is the means by which to shape powerful relations with clients without some sort of up close and personal cooperation. This effects how firms recruit and retain their personnel and the level and sort of abilities necessary for employments updated after the execution of online business applications. It is a vital aspect in satisfaction of staffs.
It was seen that the application of IT and ecommerce to centralize works had the impact of redesigning the employments, because bank staffs were not any more ready to depend on their local information regarding their clients. That is, the applicable local information was ‘caught in the machine’. Recruitment, that is recognizing and pulling in potential staffs, is especially imperative as the manner in which a firm undertakes this role will influence the kind of individuals it pulls in to the firm. HR strategies, for example, if to recruit staffs from inside or remotely, if to pay more than the market and the most suitable approach to promote (e.g. daily paper, by machine) all add to pulling in skilled and talented workers. For Lawson Central, it is recommended that the workers of branch are trained for getting higher level of skills which are needed for carrying out their jobs there for more job satisfaction can be achieved.
References
Battellino, R. (2000). ‘Australian Financial Markets: Looking Back and Looking Ahead’,
Reserve Bank of Australia Bulletin: 16-25.
The application of ecommerce methodologies has significantly transformed the way in which staffs of banking industry associate with clients. For instance, a few clients utilize electronic banking tools, to such a point that they have practically zero need to go into a branch. This change has significantly affected how occupations are planned and how staffs are being managed. Looking at the contextual analysis of an expansive bank in Australia show that shifting clients out of the division to an online domain has made unanticipated problems for the manner staffs collaborate with clients and so, this has transformed the manner that they carry out their occupations.
Lawson Central is a kind of Australia’s four noteworthy banks. It has more than 20,000 workers and more than 50% of procedures in Australia, the Pacific and New Zealand. The banking business of Lawson Central works over more than 1200 purposes of portrayal, together with branches, and in addition operators linked to independent companies in provincial and nation ranges in Australia. It keeps up workplaces in major monetary bases on the world. The bank presently has more than seven million clients. All through most of the 1990’s, the bank was lessening the expenses by shutting divisions, diminishing personnel and moving clients to correspondence and dispersion channels other than the branch. The usage of internet business innovations was a key board in that system. Three years back, the concentration in the bank’s offices was on keeping the line moving, serving clients rapidly, and moving onto the following one. The division configuration energized a physical detachment amongst clients and staffs. The emphasis was on giving services however not really on sale of the bank’s items and services. There was a reasonable technique to move clients to the latest innovations, with the target of cutting expenses by using the innovation and justifying the high expenditure of the branch system and work expenses. This system was, all in all, exceptionally fruitful and the bank.
It figured out how to shift a huge extent of their client base to online business distributing channels. Lawson Central has experienced a noteworthy rebuilding in the previous decade. A great part of the rebuilding, in the same manner as the three other real banks in Australia, included shutting divisions (especially in country and rural territories), with a subsequent lessening of staff. The bank’s rebuilding is presently done and no further diminishment in ways of presentation is expected. To be sure, the bank asserts that it is hoping to start with latest branches later on. One noteworthy impact of the rebuild is that more than 90 percent of exchanges now happening exterior to the branch – by direct entry, ATM’s, EFTPOS, phone and web banking. In spite of the clear accomplishment of the system to move clients to less expensive administration conveyance channels, the bank has discovered that it is expected to re-evaluate its techniques as of late. Clients moved so well that they were never again coming into the branch by any stretch of the imagination. Those clients who came into the branch were, on adjust, the slightest productive gatherings – regulars, for example, independent venture individuals who expected to pull back money and to do their banking, welfare beneficiaries, workers with minimal English, or the elderly who thought that it was hard to grapple with the new innovation. There is just so much strategically pitching accessible for clients with restricted way and divisional staffs never again observe by far most of their clients to have the capacity to strategically pitch items and administrations (Buller & McEvoy, 2012). The bank is facing an issue of strategic management of HRM for framing a successful link with clients without up close and personal contact. This concern is as yet uncertain and is the key test for what’s to come. The bank is endeavouring to deal with this problem by altering the way representatives interface with clients. This involves a few activities including changing the branch configuration, changing representatives’ occupation plan and actualizing a preparation program to encourage these progressions and adjusting the standards of profession movement (Aligning Human Resources and Business Strategy, 2009). The bank is additionally spending impressive assets to help these activities with latest HRM approaches.
Michelson and Kramar (2003) characterize strategic human asset management as ‘the model of planned human asset arrangements and acts proposed to allow a firm to accomplish its aims’. The two segments of this approach are: strategy planning and strategy execution. For a firm to have an effective corporate strategy, it is contended that the HR role has to be a key segment. Despite the fact, that the meaning of HRM is complicated (to some extent), it presents a superior approach to ‘comprehend and manage workers, with regards to major worldwide and mechanical alteration’ (Gardner and Palmer, 1997). HRM can be utilized to deal with the management problems and strategies linked to the fascination, advancement, utilization, reimbursement and control of workers’ (Gardner and Palmer, 1997). This report discusses the HRM as the strategic management of the personnel to encourage general organizational strategy. This incorporates changing HR forces, for example, work designing, training and development, and professional arrangement to connect the HR and business strategies.
In the past 10 to 20 years this job of corporate exercise has shifted from an essentially authoritative to a further practical and strategic job (Michelson and Kramar, 2003). The literature and researches by Gardner and Palmer (1997) propose emphatically that powerful HRM management is the duty of the HR division as well as of administrators all through the firm and a more noteworthy strategic stress is given to how employees are managed. The usage of IT and ecommerce has been appeared to transform how occupations are designed. It has suggestions for need of fundamental abilities and job roles. For instance, Scott and Walsham (1998) stated that the application of the IT and ecommerce to the loans, got both positive and negative viewpoints. The workers discovered that the latest framework gave them access to centralized information, made an authoritative memory, a broadened support to records’ maintenance, what-if analysis and electronic transmission of files. In any case, the loss of independence, longer operational hours and the loss of adaptability were the drawbacks. One more illustration is the increase in call centres in past few years which have brought elevated amounts of staff turnover because of the way in which employments are outlined and managed. These sorts of employments are described by redundant work, communication with clients and unremitting execution (Gardener & Palmer, 1997).
The satisfaction from job has been seen to be a significant aspect for retaining the staff members (those are to be retained by the business). The retention rates of staff members have seen to be linked with the retention rates of clients and investments. Nowadays the retention of employees is turning out to be an important aspect because the cost linked with employed turnover is increasing. The job dissatisfaction is linked to the job designing which means there is a link among complication of job and job satisfaction. In case there is boredom linked with the repetitive, which are less skilled jobs then there is an increased level of boredom among other workers. The redesigning of jobs would be useful for changing the way in which training is carried out (Hoque, 2000). Like Boxall, Purcell & Wright, (2008) undertook a case study with a few big banks and found out that there has been redesigning of jobs for giving preference to client servicing skills rather than the banking skills. For this there had been a provision of formalised which were replacement for informal trainings. The formalised training is brought in some improvements in pay scales of the banking employees. The issue is that the banking business will not be able to make full utilisation of the ecommerce facilities until the strategic HRM is linked with the whole of business strategies. This paper considers the way in which one bank has changed its HRM with respect to e-commerce advancements in the consumer banking and how it has been effective. Goal of this paper is to look into the way in which Australian retail banks are dealing with their staff relations in an e-commerce-based environment. It also shows how the client relations can be strengthened for better dealing with highly sophisticated clients who utilise e-commerce servicing delivery channels (Michelson and Kramar, 2003).
The multiple case study approach has been chosen where the Lawson central bank has been compared with other prominent banks of Australia. It will allow making comparison of banks having different market positions and differing strategies. Since the Lawson central bank is a large retailing bank therefore the other bank that has been chosen is the Australian Union Bank. It is a small bank which operates all over various states of Australia. This comparison of a small bank with a one off the phone major banks of Australia has been done to get the perspective of banking sector with different set up of acts. Australian union is highly focused around the retail segment and is rapidly extending with expansion in number of branches. There is a great public profile with this bank as it is applying the ecommerce path (Garcia-Carbonell, Martin-Alcazar & Sanchez-Gardey, 2014). In contrast, Lawson central bank has to make use of the e-commerce because it has a major hold on the corporate market place along with its key retail operations. The bank manages lots of competitive pressures together with criticism and appreciation from public. This bank has to be an innovator for e-commerce facilities and improvement of technology which is to be provided to clients and the application of strategic human resource strategies for the development of staff members.
The job designing with the prospects for growth in the business is an asset for recruiting and it acts as an incentive for great performances. It has been seen that 10 or 15 years back it was extraordinary to see anybody in a senior forced who had not begun working with the bank as a teenager and had struggled to become the general manager. Lawson central has to be for the strategy and its judgements regarding promotions and development. Nowadays a job in the banking sector cannot be termed as a “job for life nowadays a job in the banking sector cannot be termed as “job for life “, what it had been 20 years back (Awad, 2010). The bank must promote its self as a great employer and for this strategy is have to be made like motivating women towards the part-time job after they have their kids from my job hearing and diversity strategies. The bank applies HRM strategies as the way of encouraging different kinds of behaviours and performances which are necessary for satisfying the client expectations (Campos e Cunha & Cunha, n.d.). Looking at the way of Australia, the disadvantage of this strategy is that it needs a lot of time management and effort management. One of the huge changes brought in by the latest technologies has been The shift of clients from walking into the branch and talking to the staff members, to the call centre executive as the first point of contact. Issue is that Lawson Central has huge staff turnover for these call centres. In the year 1999 Australian call centre industry was seen to have a huge turnover rate which was more than 75%. Australian Union Bank and other similar small banks had responded to this by making the conditions better with the call centres and application of traditional CRM strategy. In this the customer transactions were scripted with my new details therefore the huge rate of employee turnovers would not affect the banking operations. This strategy does not add to the job satisfaction level of staff even though it ensures that the clients have dependable experience. The high automation in any job brings lower empowerment of workers and therefore higher boredom and stressed for them (Rod & Ashill, 2013). A different communication Centre strategy to call centre management has to be designed for empowering the workers and clients. Although Australia and union bank had adopted these rather Lawson Central bank has to still adopt the same.
It is important that effective HR strategies are applied in the businesses that have to face higher competition, globalisation and constant changes in the technology. Since there has been a shift in the way clients interact with the businesses therefore online environment is important (Dewan and Seidmann, 2001). The other industries can also get learning from the banking industry. The banks have to look forward to optimisation of using each off the client channels, both physical and electronic. This will help the bank to make the branch as further customer friendly. The amendments in the strategy would bring redesigning of jobs for the workers of branches and for the staff members who are situated in the head offices of the bank. It will also impact the manner in which workers are trained and developed. The job design and career structure will also be changed in a better way. For Lawson Central, it is recommended that the workers of branch are trained for getting higher level of skills which are needed for carrying out their jobs there for more job satisfaction can be achieved. This job contentment is directly linked with banks having a great performance culture where workers are dedicated and devoted to the clients and to the Business.
References
Aligning Human Resources and Business Strategy. (2009).
Awad, E. M. (2010). The Structure of E-Commerce in the Banking Industry: An Empirical
Investigation. Proceedings of the 2000 ACM SIGCPR conference on The 2000 ACM SIGCPR conference, 2000, Illinois USA.
Battellino, R. (2000). ‘Australian Financial Markets: Looking Back and Looking Ahead’,
Reserve Bank of Australia Bulletin: 16-25.
Boxall, P., Purcell, J., & Wright, P. (2008). The Oxford handbook of human resource
management. Oxford: Oxford University Press.
Buller, P., & McEvoy, G. (2012). Strategy, human resource management and performance:
Sharpening line of sight. Human Resource Management Review, 22(1), 43-56.
Campos e Cunha, R., & Cunha, M. Impact of Strategy, HRM Strength and HRM Bundles on
Dewan, R. and A. Seidmann (2001). ‘Current Issues in E-Banking.’ Communications of the
ACM Vol. 44(No. 6): pp31-32.
Garcia-Carbonell, N., Martin-Alcazar, F., & Sanchez-Gardey, G. (2014). Understanding the
HRM-Performance Link: A Literature Review on the HRM Strategy Formulation Process. International Journal Of Business Administration, 5(2).
Gardner, M. and G. Palmer (1997). Employment Relations Industrial Relations and Human
Resource Management in Australia. South Melbourne, Macmillan Education Australia Pty Ltd.
Rod, M., & Ashill, N. (2013). The impact of call centre stressors on inbound and outbound
call?centre agent burnout. Managing Service Quality: An International Journal, 23(3), 245-264.
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