Human Resource Management Organizations †Myassignmenthelp.Com

Question: Discuss About The Human Resource Management Organizations? Answer: Introducation In the recent past, HRM has become a priority for most managers in todays organizations. It is considered to be a significant strategic partner that is located at the higher echelons of an organization (Bilimoria Piderit, 2007). From what has been observed HR managers are now aggressively participating in strategic decision making in HR issues together with broader business and organizational performance concerns. This particular article talks about the role of HRM and how it ensures that todays organizations HR provides it with a competitive advantage. Key competitive challenges that organizations are facing have also been highlighted. The main aim or purpose of this particular article has been to put more emphasis on the effective ways that todays organizations can manage individuals and the challenges most likely to be experienced in present managerial and HR practice (Scherer Palazzo, 2011). The evidence or data was collected from a number of employers and employees in Australian organizations. Researchers focused on local cases, illustrations and empirical study, and managed to address real-life complications for HRM in the Asia-Pacific area and Australia. Information was also collected from professional networks across these two regions, something that provided invaluable concepts to the researchers. From the findings, it was determined that one of HRMs key issues is ensuring that the health and safety of employees is not placed at risk, in an active workplace setting where novel risks are regularly coming up (Garavan McGuire, 2010). It was also determined that managers have started implementing effective HRM strategies that have so far proven successful in maintaining a competitive edge. Literature Review HRM functions have been concentrated on the micro level of individual performance and individual action. Factors such as workforce and societal demographic transformations, economic influences, theoretical developments, and increased significance of management strategy have greatly contributed to the rise of HRM as a significant part of organizational operation (Boushey, 2008). Notably, an organizations strategic management decision making process generally occurs at its higher levels. Once a strategy has been determined, HRM profoundly impacts the implementation of the plan through the development and alignment of HR practices that eventually ensures that the organization has inspired workers who possess the necessary talents. It is evident that a strategic approach requires more than the development of a legitimate choice procedure or state-of-the-art performance management systems (Stone, 2013). Where business operations are concerned, health and safety and ethical issues are always a consideration. People might be tempted to think of most modern day workplaces as being safe. Furthermore, technological advances have greatly minimized or gotten rid of various physical hazards. While conventional Occupational Health and Safety (OHS) risks seem to have been brought under control, more and more complex and systematic approaches to this management are being encouraged (Ferrary, 2008). From what has been observed, failure to ensure health and safety of all workers can lead to deadly outcomes. On the other hand, the ethical discussion has for the past few years focused on the duties and rights of employers and workers, especially issues of fairness and justice in the employment association. HRM practices and guiding principles in fields such as performance management, implementation of codes of conduct, and training, may be worthy in the implementation of Corporate Social Responsib ility initiatives, particularly where issues of application, internal understanding and valuing of CSR principles is concerned (Scherer Palazzo, 2011). Methods, Data Analysis and Results The authors of this article collected data or information by using a mixed mode approach. This is one which employs both qualitative and quantitative approaches given that it is not only complementary and pluralistic, but also inclusive. The mixed mode approach ensures that questions raised in the course of a research are best answered through combined research solutions (Stone, 2013). The authors also used survey research where information is provided describing already existing occurrences by questioning participants about their attitudes, values, behavior, or points of view. The respondents or target population was a group of employees and employers from an Australian company. It had been reported that the employees were unimpressed with trust in their job security, remuneration, leadership, and work setting. Assumptions had also been made regarding disengaged workers whose negative attitude influenced the overall organizational productivity (Jenkins Delbridge, 2013). Within this chosen organization, senior management and HR were still utilizing conventional practices that are no longer acceptable in todays aggressive business environment. Findings indicated that priorities of Australian employees have moved, with job security and salary strongly being identified as the most significant factors that HRM should consider. These results are believable because they have been observed and still continue to be observed in most organizations today. Conclusion From the findings, it is clear to see that a strategic approach to HRM usually incorporates proposing and realizing a set of internally reliable practices and policies so as to ensure that an organizations human capital is enhanced and contributes to the attainment of business goals and sustainable competitive advantage. That is why todays companies need to understand the significance of activities in which HR connects in terms of their strategic worth. In a setting of rapid corporate change, many HR experts and operations have learned to reinvent themselves by improving services at a lower cost and firmer associations with the business. It is the strategic management of the Human Resource operation that eventually determines whether or not HR will change itself into a genuine strategic associate, or vanish. The authors define Strategic Human Resource Management as an example of planned HR exploitations and activities aimed at enabling a company to attain its goals (Jackson, Schuler Jiang, 2014). Todays organizations have acknowledged that the victory of the strategic management process is determined by the extent to which the Human Resource function is incorporated. SHRM simply refers to a unique approach to employment management seeking to attain competitive advantage through strategic use of very loyal and able workforce. This is achieved by using various structural, personnel, and cultural methods. Recently, there have been a number of presumed or advantageous outcomes of SHRM, for instance, it allows organizations to have effective relations with their employees and to coexist harmoniously (Kramar, 2012). The significance of SHRM cannot be overstressed given the fact that people happen to be the driving force behind any given organization. The way that a suitably implemented strategic human resources plan assists an organization to achieve its goals is considered to be one of the many benefits of SHRM. Notably, strategic human resources mean the development of plans that will assist in motivating workers to more output and more productivity. As a company assesses its HR policies, it is also able to utilize the strategic plans objectives and aims to assess each Human Resource process (Boushey, 2008). Organizations that fall out of the strategic vision are usually rejected in favor of better ones. Another benefit that has been observed in terms of strategic HRM is that it assists in fostering a sense of team spirit and companionship within an organization. Furthermore, developments of HR plans that are in line with a sense of open communication makes stakeholders feel that their opinion s are worthy and meaningful to the organizations senior management. Organizations tend to implement the underlying standards of the SHRM during crises. This in turn creates pressure on line managers and HR because they view the introduction of these exploitations as part of the problem. Firms need to take into consideration the fact that most advantages of strategic HRM are not usually visible immediately (Garavan McGuire, 2010). Novel procedures and practices take time to settle down. The daily Human Resource procedures tend to transform and line managers get novel duties. A line manager is charged with directly managing other workers and organizational functions while being accountable to a higher ranking executive. As the article states, it is common for organizations to involve line managers in HRM. Clearly, the duty of the HRM implementation is charged to the line manager since s/he has to carry out HRM practices on the work floor (Stone, 2013). Studies carried out in the past have identified different challenges that usually hinder line manage rs in doing their HR duties. Today, research aims at gauging to what extent line managers view these challenges as a hindrance. Line managers are becoming more involved in HRM due to a sudden need for a comprehensive approach to it. This approach can best be achieved through the unification of duties under the manager with daily duties for workers since they regularly communicate with their workers (Ronalds Raper. 2012). The growth of profit-center or cost-center approaches in companies has been attributed to the increased HR duties of line managers. A high performance work system (HPWS) is a representation of an integrated and systematic approach of the management of human resources toward the placement of HR operations and the attainment of organizational strategy (Ferrary, 2008). The notions and concepts of high performance work systems has been present for a long time now, and has its sources in the late 20th Century when the manufacturing environment was being established in America. It is at this particular era that the country acknowledged that worldwide competition was upon them and needed to rethink their manufacturing processes. HPWS tends to produce positive results for both firms and individuals. In the recent past, this particular systematic approach has been acknowledged as the dominant worldwide HRM system. A number of HR practices will always lead to excellent performance whatever the context, and it is the strength with which these practices are taken on that has greater effect on organizational performance than organizational fit (Bilimoria Piderit, 2007). The role of the HRM transforms dramatically. Increased competition on the market also transformed imperatives for HR and it is here that the strategic role of HR management in an organization was introduced. This role has so far brought about a huge movement in the duties and responsibilities of HR. By saying that a new strategic role for HRM has emerged, they mean that organizations can now foretell and anticipate future developments (Jackson, Schuler Jiang, 2014). HR needs to largely invest into the leadership development as the younger generation of managers has the capacity to beat the competition. Within such a setting, the HR expert who is seen as being necessary by executives and managers is a strategic partner as well as a change mentor. Encouraging effective techniques of communication, empowerment through responsibility, and goal setting establishes employee ownership of a given organization. The HR personnel assist in the development of the organizational atmosphere and culture in which individuals have the concern, commitment and ability to serve consumers better (Jenkins Delbridge, 2013). This is yet another new role of HRM where the management provides employee growth opportunities, profit-sharing chances, often scheduled communication chances and organization development interventions (Garavan McGuire, 2010). As it has been observed, companies are trying to sell themselves (branding) to employees inside and outside the organization. This is because they are making an effort to build solutions that start at the very center of an organization and spreads across various departments and operations. Internal and external branding helps to get rid of the disconnects that usually breakdown the delivery of consumer promise (Stone, 2013). Where branding is concerned, different individuals have distinct concepts of what that truly entails. Everyone within a given company needs to understand what a brand stands for and that failure to deliver its promise and worth would mean failure of the organization. HRM is today being acknowledged as a normative idea aiming to establish more competitive and effective organizations through the use of workers. These are considered to be the most significant sole asset of the companies (Ferrary, 2008). HRM is now so special that it strives for the best practice approach to the running of human resources with an aim to attaining organizational and developmental purposes in the constructed setting. Most managers in firms in the past, and present, are still making use of the hard approach to HRM, while others make use of the soft approach. Recent findings have indicated that the latter is actually the best practice approach in running the distinct human resources involved in industry development (Jackson, Schuler Jian, 2014). The hard approach to HRM is concerned with the significance of strategy where human resources are organized to attain organizational objectives and goals as it is the same with other resources. The soft approach usually clarifies on the approaches to take advantage of so as to enhance quality, flexibility, and loyalty of workers (Scherer Palazzo, 2011). It is common for people to be confused between these two approaches as they are found on two extremes of management. Under the hard approach to HRM, individuals are seen to be lazy and working only on their self interests. The approach believes that the organizations and workers interests are quite opposite, and it is therefore the responsibility of the management to induce transformations in behavior of the workers to further organizational goals. The hard approach to HRM can be compared to the carrot and stick approach. It sees individuals as machinery and the management is expected to exploit them. On the other hand, the soft approach to HRM is quite distinct from the hard one in that it sees individuals as having motivations, feelings, and emotions. To managers who are employing this particular approach, these people are not just machines and are thus more interested in work as they attain personal realization through work (Garavan McGuire, 2010). This approach does not believe individuals to be naturally lazy and are actually self accountable. People are capable of being creative and proactive and management must give confidence and not force them to work towards the organizational goals. It is unfortunate to realize that neither of these two approaches to HRM works excellently given that they do not represent reality. This means that individuals tend to behave in different ways and can therefore not be grouped as machines, or accountable fellows. An effective manager in todays business world must follow a style of his own while taking a few pointers from hard HRM and some f rom soft HRM. By so doing, they will have an approach that is a good combination of the two and suits their personalities and requirements. Totalitarianism refers to a political framework involving the population of a given nation being wholly subject to the governments complete power in pursuing its vision (Kramar, 2012). In the business world, conducting usual business and personal activities under a totalitarian dynamic can be quite challenging because government agents and the law enforcement often act without being limited by usual legal procedures. Moreover, it means that leaders have the authority to regulate all aspects of public and private life. Where HRM is concerned, this approach is not effective and tends to dictate everything that should be done by employees. Unfortunately, workers do not have any power over the decisions that are being made and are forced to accept whatever decision is made by the senior management (Ronalds Raper, 2012). The democratic approach is recommended for most organizations and especially HRM because it offers employees more freedom and open communication channels. It does not necessarily limit the power of employees, and they are incorporated in the decision making process. Unlike in totalitarianism where the will of the staff is not a priority, a more democratic approach means that the will of these individuals is taken into consideration. Some individuals argue that a totalitarian dynamic in relation to HRM would be ideal because decisions are made within a split second thus taking a shorter time (Stone, 2013). However, those in opposition argue that having one individual make the final decision or have the final say does not always produce the best solutions to a given problem. Having a more democratic approach means that more solutions can be offered and the most suitable chosen for the specific problem. According to Isabel Metz, women tend to leave work because of family responsibilities given different factors. This perception has long since underpinned the differential treatment of men and women in todays organizations. According to a recent survey conducted in an Australian bank, family responsibilities are actually not the main reason why women leave work. Contrarily, they leave work due to discrimination and unfriendly work settings (Jenkins Delbridge, 2013). The social role theory suggests that family duties may be the main reason why most women leave their jobs, something which partly explains their lower human capital and underrepresentation in management, compared to their male counterparts. What most people seem to forget is that not all women have family duties. Such issues are not only specific to Australia but are also quite relevant in other nations. From what has so far been observed, womens representation in senior management and management is different across industries in similar nations. Interestingly, it is unclear if women leave their work because they desire to focus more on their family duties or because they are forced by work-related factors beyond their control (Boushey, 2008). That is why organizations need to understand the true role of family duties in womens decision to leave work particularly in todays ostensibly family-friendly companies. Upon realizing that women are more prone to leave work due to unfriendly work settings rather than family duties, organizations are now making an effort to adjust job responsibilities, and employ work days that match school hours as a way of retaining women in the workplace. Better still, a few have provided for daycare services for working mothers, a move that has positively been embraced and productivity increased (Bilimoria Piderit, 2007). Today, it is necessary to help women stay in the workforce because they tend to be more motivated and work harder than their male counterparts. Since time immemorial, men have always had it easy in terms of finding employment and securing top positions. They have also enjoyed higher pays. Women, on the other hand, have been discriminated upon and paid lesser wages and salaries. Therefore, if a woman finds an opportunity to be ahead and secure a top position at her place of work, she would be more willing and sacrifice more to get there than her male counterpart. In turn, the organization will be more profitable and productive. References Bilimoria, D., Piderit, S.K. (2007). Handbook of women in business and management. Glos, UK: Edward Elgar. Boushey, H. (2008). Opting-out?: The effect of children on womens employment in the United States. Feminist Economics, 14(1). Pp. 1 36. Ferrary, M. (2008). A stakeholders perspective on human resource management. Journal of Business Ethics, 87. Pp. 31 43. Garavan, T.N., McGuire, D. (2010). Human resource development and society: Human resource developments role in embedding corporate social responsibility, sustainability, and ethics in organizations. Advances in Developing Human Resources, 12(5). Pp. 487 507. Jackson, S.E., Schuler, R.S., Jiang, K. (2014). An aspirational framework for strategic human resource management. Academy of Management Annals, 8. Pp. 1 89. Jenkins, S., Delbridge, R. (2013). Context matters: Examining soft and hard approaches to employee engagement in two workplaces. The International Journal of Human Resource Management, 24(11). Pp. 2670 2691. Kramar, R. (2012). Diversity management in Australia: A mosaic of concepts, practice and rhetoric. Asia Pacific Journal of Human Resources, 50(2). Pp. 245 261. Ronalds, C., Raper, E. (2012). Discrimination law and practice. Sydney: Federation Press. Scherer, A.G., Palazzo, G. (2011). The new political role of business in a globalized world: A review of a new perspective on CSR and its implications for the firm, governance, and democracy. Journal of Management Studies, 48(4). Pp. 899 931. Stone, R. (2013). Managing human resources. 4th Edition. Australia: John Wiley Sons.