A Report on Human Resource Management
Task 1:
1.1
This document is meant to address the entire organization on some key aspects that require the attention of all members. As our sales organization has aimed to increase sales volume in recent years, it is important to understand the key needs of the situation (Minten, 2010).
Our organizational members, specifically the salesmen, must be thoroughly motivated to increase productivity. The sales team is the backbone of our organization, and so they must be motivated, whether in cash or kind, to deliver equally effective performances to the organization.
It is the managers’ responsibility to communicate and discuss important organizational matters with their employees (Duncan, 2001).
Line managers must also involve them in decision-making. This increases their interest in delivering optimally within the organization. The relevant theory is motivational theory. All line managers are required to understand the importance of motivating organizational employees.
1.2
This document is meant for the line managers and all other staffs of our healthcare organization. Healthcare sector includes all those places that deal with healthcare services of common people.
In these organizations, management needs to be extra cautious and aware of the various requirements of the organizational departments (Davis, 2010).
The managers need to ensure that the organizational members deliver their assigned responsibilities effectively to accomplish the overall organizational objectives. The medical and healthcare staffs are to be trained for their respective roles so that they can accomplish them successfully.
They are to be thoroughly encouraged by their immediate managers so they dedicate themselves completely to achieving organizational objectives, ensuring increased profitability and recognition as an effective organization (Bonias, 2009).
The relevant theory here is motivational theory. All line managers are required to understand the importance of motivation for organizational employees. Another mentionable theory is the importance of training and development, which requires effective training for organizational staff for their enhanced performances.
Task 2:
As mentioned in the given requirement, line managers have significant roles to play in achieving the organization’s strategic goals, particularly in developing a quality workforce. As human resources form an organization’s most important asset, special emphasis is to be given to developing the workforce.
It is not just enough to hire an effective workforce for an organization, but also to maintain them effectively to conduct desired operations and activities within the organization (Naidu & Chand, 2014). Maintenance of effective and potential workforce refers to the need to encourage them thoroughly to deliver their best output and effort.
In other words, organizational employers and employees must have cordial relationships. An effective relationship enhances and facilitates the achievement of organizational as well as personal goals and objectives.
In this context, Storey’s 27 point model may be referred to. Storey refers to human resource management as an approach whereby organizations value its workforce individually and also collectively owing to their joint contribution to organizational performances (‘Organizational Behavior 1: Essential Theories of Motivation and Leadership’, 2006).
He distinguishes between personnel management and HRM, stating that personnel management means a process where employees comply with the regulations laid down by employers (Osterloh & Frey, n.d.).
It basically concerns with recruitment, employment laws, and payroll. He had identified 27 points of basic differences between personnel management and that of human resource management. These are mentioned below:
| Dimensions | Personnel and IR | HRM |
| Beliefs and assumptions | ||
| 1. Contract | Careful delineation of written contracts | Aim to go beyond contract |
| 2. Rules | Importance of devising clear rules/mutually | ‘Can-do’ outlook; Impatience with ‘rule’ |
| 3. Guide to management action | Procedures | Business need |
| 4. Behavior referent | Norms/custom and practice | Values/mission |
| 5. Managerial task vis-a-vis labor | Monitoring | Nurturing |
| 6. Nature of relations | Pluralist | Unitarist |
| 7. Conflict | Institutionalized | De-emphasized |
| Strategic aspects | ||
| 8. Key relations | Labor management | Customer |
| 9. Initiatives | Piecemeal | Integrated |
| 10. Corporate plan | Marginal | Central |
| 11. Speed of decision | Slow | Fast |
| Line management | ||
| 12. Management role | Transactional | Transformational leadership |
| 13. Key managers | Personnel/ IR specialists | General/business/line managers |
| 14. Communication | Indirect | Direct |
| 15. Standardization | High (e.g. ‘parity’ an issue) | Low (e.g. ‘parity’ not seen as relevant) |
| 16. Prized management skills | Negotiation | Facilitation |
| Key levers | ||
| 17. Selection | Separate, marginal task | Integrated, key task |
| 18. Pay | Job evaluation (fixed grades) | Performance-related |
| 19. Conditions | Separately negotiated | Harmonization |
| 20. Labour-management | Collective bargaining contracts | Towards individual contracts |
| 21. Thrust of relations with stewards | Regularized through facilities and training | Marginalized (with exception of some bargaining for change models) |
| 22. Job categories and grades | Many | Few |
| 23. Communication | Restricted flow | Increased flow |
| 24. Job design | Division of labor | Teamwork |
| 25. Conflict handling | Reach temporary truces | Manage climate and culture |
| 26. Training and development | Controlled access to courses | Learning companies |
| 27. Foci of attention for interventions | Personnel procedures | Wide ranging cultural, structural and personnel strategies |
Source: (Osterloh & Frey, n.d.)
This Storey model reflects that human resource management is the central body that incorporates corporate planning within the organization. Line management, the third component, imparts a transformational leadership role to the human resource specialists within an organization.
Although there are some key differences between personnel management and human resource management in an organization, the roles and responsibilities of strategic human resource management have evolved significantly, and this demands an effective relationship between organizational management or employers and employees.
References
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Bonias, D. (2009). Managing Human Resources 10e20091Susan E. Jackson, Randall S. Schuler and Steve Werner. Managing Human Resources 10e . Mason, OH: South‐Western Cengage Learning 2006. Management Research News, 32(7), 701-703. doi:10.1108/01409170910965288
Davis, G. (2010). Do Theories of Organizations Progress?. Organizational Research Methods, 13(4), 690-709. doi:10.1177/1094428110376995
Duncan, W. (2001). Stock ownership and work motivation. Organizational Dynamics, 30(1), 1-11. doi:10.1016/s0090-2616(01)00037-7
Minten, S. (2010). Managing human resources in the leisure industry. Managing Leisure, 15(1-2), 1-3. doi:10.1080/13606710903447964
Naidu, S., & Chand, A. (2014). Cultural ideologies of managing human resources versus western ideologies of managing human resources in Samoa. IJBG, 13(1), 58. doi:10.1504/ijbg.2014.063394
Organizational Behavior 1: Essential Theories of Motivation and Leadership. (2006). Personnel Psychology, 59(3), 757-759. doi:10.1111/j.1744-6570.2006.00052_6.x
Osterloh, M., & Frey, B. Motivation, Knowledge Transfer, and Organizational Forms. SSRN Journal. doi:10.2139/ssrn.230010