Pm202 Human Resources Management- Employee Assessment Answers

Answers

Introduction

Human Resource (HR) can also be defined as using of skills of a human in a constructive process for gaining capita. Human Resource Management (HRM) is a process of achieving a set goal by working for it efficiently and effectively (Fee, 2014). In other words, human resource management is very similar to personal management and it is based on all management functions like planning, organizing, directing and controlling.

HRM is to use the available resource in a very useful manner, to reach to the fullest of the self actualization to and job satisfaction of the employee, to maintain the quality of work life, to implement the ethical policies in and outside the organization. Acquisition, development, maintenance, and control of human resources in the management are the scopes in HRM.

Many factors affect the motivation in a business organization; this can be intrinsic and extrinsic both at the same time. Employees feel highly motivated if they are treated with good wages and complete job security, increased job responsibility and good working conditions can work as add on to their motivation level. And sometimes this can also become the alienation to the workplace. (Avouch, and Black., 2014)

1. Strategies for employee engagement

The CIPD plays an important role in helping members and their entire HR teams are the best they can be they work with varies pockets of the world to enhance their channels and to serve the best to their employee. And the key of success in CIPD is commitment, and encourages members to think strategically about their CPD (Hendry, 2012).

Sense of purpose is critical to the creating the emotional bond between your employees and your employees should be equipped with this. This will boost up their engagement towards their work dedication. As CPID designed the framework for them, in varies zones like decision making, planning and execution (Weber et al., 2012).

Measuring the employees engagement efforts

Priority becomes to track down the interest of the employee, to assess the strategies you have implemented there. For example in CPID, workshop and conference on science of Human Behavior took place, that is from where they acknowledged to reward and encourage certain types of behavior and can have a corrosive effect on employee productivity and motivation (Armstrong and Taylor, 2014).

Performance planning

This can be defined as systematic outlines to achieve the organizational goals; the employees should be clear about the goal they have to achieve in the allotted span of time (Greenwood, 2013). This involves: time frame, activity targets, tasks to be coordinated, etc. this covers the entire set of employee and the individual contribution to achieve the target. The various aspects of performance management system are: Results and output, input dimensions, time dimensions, focus dimensions, input-output relationship, role clarity and performance facilitation.

Leadership building

There are two approaches to build a successful leadership, either the leadership should emerge on its own in an organization or the organization should make a conscious attempt to build leaders for its future growth (Welch, 2011). As when we look at the successful enterprises, such as CPID, it is observed that the growth and the development of the organization is mainly because of the leadership capabilities of their founders, i.e., Peter Cheese. The key issues in building the emergence of leadership are: Knowledge, experience, action-oriented, people management capability, foresight and acumen.

HR strategy to build a strong leader will include:

• Recruitment of the policies which attract the best talent
• Challenging and learning assignment prospective for organizational leaders


Organizational leadership project should include the growth of youngsters
Attracting helpers and alliance
Punishing the wrong and rewarding the good
Keeping what they have gained
Change management

 Organizations are faced with various challenges in today’s scenario, like changes in technology, competition, etc., and mostly challenges are faced on the account of change (Daley, 2012) Challenges for HR personnel as regard to change management are: Preparation of career plans, management of attritions, Management of cultural diversity, Sustaining improvement of productivity and creativity, facilitation of work life balance for employees, facilitation of cultural change for employees, competence mapping and building.

Value- based human resource strategy

Practices which facilitates on value creation are in huge necessity. The key role in the entire process is:

• Development of competitive advantage of the organization by developing the business strategy.
• Creation of strategies to facilitate cash generation, catering stakeholders and contributing to creation, integral part of the strategy should be developed for developing the HR strategy.
• Priorities and reorientation of the skills of the HR department to facilitate the HR strategy

Success of the strategy, professionals must create acceptance and credibility for it by taking inputs from the various functional departments (Ramsbotham, et al., 2011).

Holistic facet of HRM

Professionals are expected to involve themselves in the business planning and execution to understand the business requirements. Approach would include: Participation in the business strategy planning, to bring in the cultural transformation, it is necessary to undertake the change management programmed, implementation of the HR strategies and policies calls for the coordination with the business heads.

Strategic planning is useful in directing the way of the organization, and to see its future scope. It helps in determine the goals and the right solution to achieve those goals. It enables the department to go beyond and see the larger purpose and function within the organization (Gardner et al., 2011). The plans define that the HR must help the organization achieve to its goals by planning for meeting of those goals. Following are the key to successful implementation of strategic planning: Setting up measurable goal, Involvement of the right people in the planning process.

2. Conflict management in strategy planning

• Problems of accuracy: changing trends is a good example of such factors, which involves a complete shift in the nature of work plans.
• Emphasis on quantitative aspects: the methods are highly dependent on quantitative methods, and the work related human aspects such as motivation, moral, career goals, etc. are ignored.
• It is very important to identify the conflict in the professional setting and it should be resolved quickly on a positive note. Giving it a positive turn will lead the professionals to an improved relationship (Mello, 2011).
• Fear of legislation and legal consequences of actions are pinned on the professional, where they hide their motives and at times may use bully tactics. Many a time’s employees feel that their motives and objectives may get rejected or will not be accepted. This causes a lot of conflict in the professionalism (Abraham, 2012).

Different goals or different working styles can give rise to conflict. Handle the conflict effectively, as the potential destructive force supposes to be turned into an opportunity which may lead to creativity and greater productivity (Chang et al., 2012).

Examples of situations that can cause conflict:

• Lack of attention towards information
• Changes in the work setup
• Supervisor taking the actions
• Assessment  of work performance
• Personal issues affecting work performance
• Sources of conflict
• Suspicion with those high scorers
• Conflicts in ethics
• Lust to achieve more
• Weak leadership.

Other leadership problems, e.g., inconsistent, missing, too-strong, uninformed

• Conflicting in ethics among managers and employees
• Denial  
• Poor communication
• Trying to be administrators
• Lack of openness
• Inadequate resources
• Lack of confidentiality
• Resolving conflict situations
• Acknowledgment of the existence of difficult situation.

In this professional let individual express their feelings and their viewpoints.

Every professional must define their problems, then it should be assessed what impact it is giving, every problem on a workplace should be resolved with positive impact on the professionals (Yu and Kwon, 2011).

The goal of resolving the wrong is to reach the solution where everyone is at peace. Remember the goal is not to define what is right and what is wrong.

The common grounds like:

• The query
• The follow ups
• Fears or panics
• Small changes
• Gratitude’s to satisfying needs
• Generation of multiple options to solve problem
• To determine what action will take place
• Get surety on the agreement from everyone as total silence can be termed as the sign of passive resistance.
• A follow up which you will take to determine the actions.

When the conflict didn’t resolve then plan for the actions to be taken afterwards as this may require coaching or the reinforcements in the achievements (Ndubisi, 2011).

Forcing, this involves the maintenance of the firm decision, irrespective of the others viewpoint. This may help in increasing the self esteem as it may provide resolution to the problem.

 Collaborating or confronting, this involves working with the person to find a successful solution. This leads in solving the actual query, reinforcement of mutual trust respect (Weber et al., 2012).

To avoid the conflict in the workplace, and to raise the status and value of the HR department CIPD experts provided a range of print and broadcast media outlets with insights and commentary on topics such as Well-being in the workplace, a behavioral science perspective on spiraling executive pay, the implications of Brexit for business and the world of work, over qualification and skills mismatches in the UK’s graduate labor market, the future of talent in Singapore.

This did provide their employees a motivation to work in the organization and to function till their fullest so that they can achieve their goals.

Conclusion

A technological and human environment is the creation and control of management. You may support optimal utilization of resources and competencies for achieving goals. HRM is a coherent approach to the management of the valued asset of an organization (Yarger, 2012). There are many functions of HRM, as facilitation of skilled and competent employees. And this also indicated that human resource management includes the various activities also; as it works on the well being of the employees, it sees the performance management field for the empowerment of the employee. The most important goal is to develop employees’ competencies and sourcing deployment, and development of human resources for optimal utilization (Kitayama, and Markus, 2014).

References

Fee, M.C., 2014. Human resources management.

Hendry, C., 2012. Human resource management. Routledge.

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

Daley, D.M., 2012. Strategic human resource management. Public Personnel Management, pp.120-125.

Welch, M., 2011. The evolution of the employee engagement concept: communication implications. Corporate Communications: An International Journal, 16(4), pp.328-346

Abraham, S., 2012. Development of employee engagement programme on the basis of employee satisfaction survey. Journal of Economic Development, Management, IT, Finance, and Marketing, 4(1), p.27.

Weber, Y., Rachman-Moore, D. and Tarba, S.Y., 2012. HR practices during post-merger conflict and merger performance. International Journal of Cross Cultural Management, 12(1), pp.73-99.

Yu, J.H. and Kwon, H.R., 2011. Critical success factors for urban regeneration projects in Korea. International Journal of Project Management, 29(7), pp.889-899.

Ndubisi, N.O., 2011. Conflict handling, trust and commitment in outsourcing relationship: A Chinese and Indian study. Industrial Marketing Management, 40(1), pp.109-117.

Yarger, H.R., 2012. Strategic theory for the 21st century: the little book on big strategy. Lulu. com.

Chang, Y.C., Chang, H.T., Chi, H.R., Chen, M.H. and Deng, L.L., 2012. How do established firms improve radical innovation performance? The organizational capabilities view. Technovation, 32(7), pp.441-451.

Mello, J.A., 2011. Strategic management of human resources. South-Western/Cengage Learning.

Kitayama, S. and Markus, H.R., 2014. Culture and the self: Implications for cognition, emotion, and motivation. College student development and academic life: Psychological, intellectual, social and moral issues, pp.264-293.

Gardner, T.M., Wright, P.M. and Moynihan, L.M., 2011. The impact of motivation, empowerment, and skill?enhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. Personnel psychology, 64(2), pp.315-350.

Ramsbotham, O., Miall, H. and Woodhouse, T., 2011. Contemporary conflict resolution. Polity.

Avruch, K. and Black, P., 2014. Conflict resolution in intercultural settings: Problems and prospects.

Greenwood, M., 2013. Ethical analyses of HRM: A review and research agenda. Journal of Business Ethics, 114(2), pp.355-366.

Weber, Y., Rachman-Moore, D. and Tarba, S.Y., 2012. HR practices during post-merger conflict and merger performance. International Journal of Cross Cultural Management, 12(1), pp.73-99.