HRM2001S Human Resource Management- MicroTek Electronics

Answers

1. Microtask has been given an extremely uplifting and unique opportunity to implement effective and strong changes into their enterprise agreement for the overall betterment of the organization.

Firstly, after doing a good amount of research I would like to suggest that to get rid of the current Unitarist approach which the organization has been favoring until now and instead try adopting the Pluralist framework. If the organization adopts the Pluralist approach, the management would be able to better cater their multiple employee sections within the organization and adopt tailor made solutions for each group further resulting in satisfied and content employees.

Secondly, I would further suggest that the adoption of strong engagement strategy:

Most companies have an organizational level engagement strategy, carved out with road-shows, kick-off meetings, values programs and recognition programs. They all have an important role to play in building engagement through increased understanding and some degree of emotional commitment but, by themselves, are simply not able to influence engagement in ways that sustain exceptional performance.

Companies must make a fundamental shift in the way engagement is approached and invested in because the real task of making engagement happen s in the hands of managers and leaders. Sustained engagement comes from mangers and leaders as engagers, actively building the deeper, more purposeful levels of engagement that fuels long-term, high performance.

The five roles of managers-as-engager

HR have an incredible opportunity to generate sustained engagement by supporting mangers to be exceptional engagers. To do this, they need to be proficient in the following give key roles as manager-as-engager:

i. The Prophet is all about passion, vision and inspiration. Prophets paint a visual picture of the future in a highly emotive way that others can get hold of and want to be part of.

ii. The Storyteller uses an emotional and logical mix to bring the story to life about how we will achieve the vision and live our purpose.

iii. The Strategist has a plan to engage every person under his influence or in his team. He knows who his talent is and he has a retention and development plan for each one of them.

iv. The coach understands what makes the individuals heartbeat. She works with that knowledge and helps them grow and deliver more value.

v. The pilot, whose goal is to be the respected role model - the “parental” adult with one hand on the tiller. The Pilot is the measured, calm component of being manager.

The pluralist was initiated during the period of 1918 when there was shift in the techniques of managing employee relationship. This policy mainly focuses on Strategies and integrated framework that are based on improving the work environment within an organization. The major nations of the world including UK and USA started to apply the principles of human resource where they focused on improving the quality of life of the employees.    

The importance of the pluralist and unitarist frameworks is to incorporate and enhance the role of the leaders of an organization. With the help of this Framework it is possible to have a single source of authority in the organization. The opposition leader in this type of Framework is usually absent. The main objective of the management leader is to ensure that loyalty and commitment level is promoted within every individual workers. The organization also has to work together as a team to achieve a mutual goal and there must not be any conflict between two employees or manager. It is also important to ensure that the employer and employee can use their individual strengths, to fulfill the long-term objective of the organization. By implying strong leadership, the organization should not allow any conflict and unethical act of an employee.

One of the major strength of this Framework is that it can effectively integrate the interest of both employee and employer and thereby enhance the level of loyalty and commitment within the organization. It is the duty of the HR manager to look after the needs of employees and also ensure that every company policy is can benefit both groups of the organization. The managers are also expected to go beyond the traditional style of leadership in order to establish healthy relationship with all the workers of the organization.

2. It is recommended that Microtek implement the following changes to the Human Resource strategy and practices within the organization to overcome high turnover by key employees within the organization.

Adopt a pluralistic approach to industrial relations. It is extremely important to realize and accept that employees within a large and contemporary organization in Microtek require individual tools and strategies to cater for the hurdles faced in the work environment effectively so that they do not arise or convert into covert manifestation.

Unlike the unitarist approach, the pluralist theory emphasizes that effective IR intervention can resolve conflicts (Dzimbiri 2008:3). A consultative approach can be used by the management in responding to the conflicts. Furthermore, it also considers other alternative decision-making processes (Dzimbiri 2008: 3 and Giles 1989:131).

Conflict is not overlooked, but managed effectively through stakeholder participation (Hunter 1998:560). Conflict can then be used to understand underling tensions, so that they can be identified and properly addressed (Kessler and Purcell 2003: 315, and Bacon and Blyton 2007). The pluralist perspective makes use of conflict management strategies to engage groups that are in conflict, so that resolutions can be discussed and implemented (Kessler and Purcell 2003: 315).

Adopt a strong engagement strategy. Whilst organizational level engagement strategies play a key role in building understanding and awareness for employees, this is rarely enough to secure deeper and more meaningful levels of engagement that endure.

Managers are the missing link in building cultures of performance but they cannot do so alone. HR must support their managers and leaders as engagers with the practical skills and personal development they need to ensure the can deliver.

Integration of employee engagement and human resource strategy needs to be incorporated by Microtek electronics, which will help to look after the needs and benefit of all the workers at different levels. The initial step of integrating employee engagement in the strategies of human resource is to involve all HR functions as one of the key gaining element within the organization and include the process from the very beginning of strategy making. The strategies that are implemented needs to be resource based, where the priorities of both internal and external clients should be handled carefully. The HR policies also need to be in terms of the mission statement of the organization which will help the senior managers to direct the employees incorrect past of achieving target.

Employee satisfaction is one of the key factors that help in organizational growth and hence it is the duty of HR management to ensure that all the needs of employees are fulfilled and they are properly motivated in the workplace. This can encourage the workers to provide full potential in the workplace and improve upon the productivity of the organization and also allow the workers to improve upon their working skills.  

Bibliography

Moody, Harry R. Abundance of life: Human development policies for an aging society. Columbia University Press, 2013.

Van Berkel, Rik, and Peter Leisink. "Both sides now: theoretical perspectives on the link between social and HR policies in promoting labour market participation." Managing Social Issues: A Public Value Perspective, Cheltenham: Edward Elgar (2013): 143-62.

Armstrong, Michael, and Stephen Taylor. Armstrong's handbook of human resource management practice. Kogan Page Publishers, 2014.

Maamari, Bassem E., and Kayan Alameh. "Talent Management Moderating the Relationship between Recruitment for the Highly Skilled and HR Policies." Contemporary Management Research 12.1 (2016): 121.