The Human Resource Management in an organization

The Human Resource Management in an organization

 

Introduction-

Human resources are considered as the main body of any organization. Human resource management is the fastest growing concept. Managing the practices and policies of employees and employees helps the company grow. Manpower management company's ability to utilize elements of the organization to fulfill its mission and role in the organization's mission and objectives. Good HR management is very important if the organization wants to attract good employees. It also means that a company reduces the risk to its employees and reputation. Human resource management can reduce organizational costs. Includes all administrative processes and decisions that can motivate HR personnel. Human resource management is the management of an employee's compensation and benefits approach.

The Strategic Role of Human Resource Management

The HR team proposes to the management team how to strategically manage people as a business resource. This includes hiring and retaining employees with specialized skills, coordinating employee benefits and recommending employee training and development strategies to meet the company's current and future goals.

Figure 01, The Role of Human Resource Management in an Organization

The Role of Human Resource Management in an Organization

01.Developing skills for the future-
Managers and HR professionals at all levels of the organization develop the skills of employees.

02.Build loyalty and commitment-
HR specialists recommend strategies to increase employees- commitment to the company. It begins with the recruiting process or by matching employees to the right positions according to their qualifications.

03.Set up a talent pipeline-
Helps build the talent pipeline within HRM.

04.staying current and competitive-
Manpower management requires strategic planning, not only of the changing needs of the employer, but also of the ever changing job market. Employer benefits packages must be continually evaluated for costs determined by the employer.

05.Compensation and Benefits-
Human resource managers provide guidance and guidance for compensation and excellent benefits. Human resource managers in this discipline develop strategic compensation plans, coordinate with the performance management system's compensation plan, and monitor all company health benefits for company employees.

06.Training and development-
Human resource managers periodically assess needs and determine performance and what type of training is needed. They review employee performance reports to identify areas where employee skills can be improved or through employee development, such as leadership techniques or seminars or workshops.

07.Employee Benefits Employee Relations-
The Personal Relationship Specialist is responsible for investigating and resolving employee issues, and the HR Manager is the ultimate responsibility for protecting employee-employee relationships. Effective Employee Relationship Strategy Strategies are important steps to ensure the overall well-being of employees.

08.Recruitment and selection-
The HR Manager is primarily responsible for corporate branding decisions and is involved in the recruitment and retention of talented employees. For example, a human resources manager in a health care organization can use his or her knowledge of nursing barriers to develop an employee barrier strategy or to maintain existing staff positions.

Conclusion
Human resources are a key component of the success or failure of program monitoring objectives. Human resource management plays an important role in achieving organizational objectives through human resource planning and performance management. HRM makes a company more efficient by performing performance appraisals. The HR department should help to attract, recruit, select and train the employees.

References-

Dyer, Human Resource Management: Evolving roles and responsibilities, Washington,

Armstrong, M. and Stephen Taylor (2014) Armstrong Handbook of Human Resource management practice, 13^th edition 

The importance of employee voice

The importance of employee voice

 

Definition for employee voice-

The term ‘Employee voice’ refers to the say employees have in in matter of concern to them their organization. Participation and involvement in this chapter are treated as aspect of employee voice although as Wilkinson and Dundon (2010): 168) noted: Employee participation, involvement and voice are somewhat elastic terms with considerable in the range on definition.

As defined by Boxall and Purcell (2003: 162) ‘Employee voice is the term increasingly used to cover a whole variety of process and structures which enable, and sometimes empower employees, directly and indirectly. To contribute to decision making in the firm’. The elements of employee voice are participation and involvement. Participation takes place when employees play a greater part in the decision-making process by being given the opportunity to influence management decision and to contribute to the improvement of organizational performance.   

Nature of the Employee voice-

Employee Voice allows employees the opportunity to communicate their opinions and promotes a belief that their ideas and contributions are valued, which in turn engenders a positive disposition within the worker towards their employer and organisation. Employee Voice is not a singular and independent feature of an organization, but rather is dependent on a number of factors existing in a certain way. The continued sustainability of open communication channels between employer and employee is reliant on a number of external factors to the employment relationship

joint Consultation is a managerial strategy in order to promote Employee Voice, involving constructing a committee that includes representatives of management and workers that provides a forum for employees to voice their opinions (Cregan and Brown, 2010). This strategy of opening communication channels would ensure employee culture and opinions are in line with organisational goals to ensure the growth of the company as a whole, and would also ensure that any rising issues or miscommunication between employer and employee could be repaired through the open communication channels, quashing the need for any Industrial Relations action or misrepresentation of the organisation by its employees.

The importance of the employee Voice-

The importance of Employee Voice can be seen through the effect it has in the Employee Relations structure. Open communication channels and strong Employee Voice have continually been linked to high performance and high commitment in turn would lead to increased productivity and commitment to organisational goals.

These include the perceived profitable benefits of the open communication channel decided by management, time associated with the hearing and consideration of employee opinion and also external financial pressures not controlled by management. These factors combined with the already present corporate culture regarding conflict management converge to have a direct impact on the survival of Employee Voice.

 

Picture 01, The importance of employee voice

Conclusion-

Employee voice is the main way to employees influence matters that affect them at work. For employers, effective voice contributes toward innovation, productivity and organisational improvement. For employees, it often results in increased job satisfaction, greater influence and better opportunities for development

References-

Armstrong, M. and Stephen Taylor (2014) Armstrong Handbook of Human Resource management practice, 13^th edition

Marchington, M, Wilkinson, A, Ackers, P and Dundon, A (2001) Management Choice and Employee Voice, London, CIPD 

Role of Human Resource Management in Corporate social Responsibility.

Role of Human Resource Management in Corporate social Responsibility. 

 

Role of Human Resource Management in Corporate social Responsibility. 

Meaning of corporate social responsibility-

Corporate Social Responsibility refers to the action taken by the business and is required by law to derive any social benefit beyond the diligence of the form. It is about the impact that business behavior has on society, and it is a process of uniting business and society.

When a CSR company ethically conducts their business, it takes into account the social, environmental and economic impact of the way it operates and operates beyond compliance. Wood (1991: 6950) stated: ‘The basic idea of ​​corporate social responsibility is that business and society are more interdependent and therefore society has certain expectations for appropriate business behavior and outcomes.

Role of Human Resource Management in CSR-

HR employees play an important role in achieving a company's CSR objectives. Employee involvement is an important factor in CSR performance. HR managers have the tools and opportunities to engage employees in the company's CSR strategy. High Performance Corporate Social Responsibility fosters a culture of social responsibility and promotes holistic integrated decision making in operations. Employees want to work in an organization based on their value. Therefore, adding corporate social responsibility to an employee brand increases recruitment and retention, especially in restricted job markets.

HR professionals can find ways to contribute to the sustainability and success of a company's future through Environmental conditions improve.

The HR department plays a key role in ensuring the implementation of the CSR program. In addition, organizing and implementing CSR documents can help in managing and valuing human resources.

HRM can assist with CSR as follows:

01. To promote and promote green practices.

02. Establish a culture of social responsibility.

03. Share the value of CSR with staff and the community.

04. Helps to improve green practices

05. Transfer of company employees to charity

06. Social Events and Volunteer Days

07. Corporate Sponsor for Social Events

The HR department has an important role in creating and creating a corporate culture for CSR activities, and they need to motivate the employee to manage those activities. It is very difficult to organize those factors for CRS operations without the organization's human resources management unit.

should Promote long-term practices as a personal and corporate responsibility for green practices, management, best business practices, and environmental waste reduction. CSR helps employers reform their brands. It helps to defeat profitable images at the expense of the corporate and social environment. social relations that the employer considers allow employees to communicate meaningfully with the company.

Conclusion- 

Corporate Social Responsibility an organization operates in a moral and sustainable manner and deals with its environmental and social impacts. This means a careful consideration of human rights, the social environment and the community in which its operates. By encouraging people to volunteer, the workplace can be a very positive and rewarding workplace. through the encourageing personal and professional growth. human resource management team plays a huge role in creating a good environment for the organization's CSR activities. 

References/Bibliography-

Armstrong, M. and Stephen Taylor (2014) Armstrong Handbook of Human Resource management practice, 13^th edition

CIPD (2009) Corporate Social Responsibility, London, CIPD

Business for Social Responsibility (2007) Annual Report, web@BSR.org.

Performance Management in an organization

Performance Management in an organization

 

Introduction

Performance management is a process used to improve the performance of teams and organizations and is a systematic process to improve the performance of individuals, teams and the performance of organizations. Strategic Performance Management focuses on what needs to be done to help the company achieve its business objectives. Performance management systems are generally considered for individuals and very limited groups. This can sometimes be seen as a matter for individuals and their managers, but performance management processes must be applied to teams and organizations.

Managing organizational performance is one of the key responsibilities of top management and provides leadership in planning, organizing, monitoring, managing and achieving strategic objectives and meeting needs and requirements.

Role of Performance Management -

Performance management is an important part of the work that is led by HR managers or business management. This business discipline is there to ensure that the performance of employees is in line with the objectives of the company and that employees achieve these objectives. Performance management plays an important role in increasing business value.

The purpose of managing business performance is to improve the efficiency of an organization - the ability of an organization to function effectively. It is about the ability of a company to guarantee high performance, achieve its objectives and above all to meet the needs of its stakeholders.

The most important long-term goal of corporate performance management is to promote a culture of high performance and to increase the efficiency of the organization - the ability of an organization to function effectively

An efficiently implemented performance management system can benefit various systems, managers and employees:

Organization’s Benefits	Improved organizational performance, employees retention and loyalty, improved productivity, overcoming the barriers to communication, clear accountability and cost advantages
Manager’s Benefit	Saves time and reduces conflicts, ensures efficiency and consistency in performance
Employee’s Benefits	Clarifies expectation of the employees, self-assessment opportunities clarifies the job accountability and contributes to improved performance, clearly defines career paths and promotes job satisfaction

Performance Management as a Cycle-

Picture 01, Performance Management as a Cycle

Objectives of Performance Management -

01.Employees are able to achieve high performance standards and work performance

02.Improving employee efficiency by encouraging, motivating and implementing a profitable pay mechanism

03.Helping employees to identify the knowledge and skills needed to perform the task, allowing them to focus on the right work.

04.Identifying berries and overcoming these barriers through monitoring, training and development interventions

05. Set a basis for strategic planning, succession planning, promotions and performance-based payments for multiple management decisions.

conclusion-
Performance management is one of the most important considerations for corporate management and active employee engagement. A good performance management system works to improve the overall performance of the organization by managing the performance of teams and individuals to ensure the overall goals and objectives of the organization are achieved. An effective performance management system can play an important role in managing an organization's performance.

References/ Bibliography-

Armstrong, M. and Stephen Taylor (2014) Armstrong Handbook of Human Resource management practice, 13^th edition.

Armstrong, M and Baron, A (1998) performance Management: the new realities, London.

Bourne, M, Franco, M, and Wilkes, J (2003) Corporate performance management, Measuring Business Excellence.

How effect organizational culture on Employee performance

How effect organizational culture on Employee performance

 

Definition for Organizational Culture-

Organizational culture defines the way employees complete task and interact with each other in an organization. The culture paradigm comprises various belief, valves, and symbols that govern the operating style of the people within a company. Corporate culture binds the workforce together and provides a direction for the company in times of change, the biggest challenge for any organization may be change its culture, as the employees are already accustomed to a certain way of doing things.   

Organizational or corporate culture is the patters of values, norms, belief, attitudes and assumptions that may not have been articulated but shape the ways in which people in organization behave and things get down. ‘Valves’ refer to what is believed to be important about how people and organization behave. ‘Norms’ are the unwritten rules of behaviors.

This definition emphasizes that organizational culture is concerned with the subjective aspect of what goes on in organizations.

The component of Organization culture-

Organizational culture can be described in term of Values, norms, artefacts, and management or leadership styles

Types of the Organization cultures-

The dominant culture in organizations dependents on the environment in which the company operates, the organizational objectives, the belief system of the employees and the company’s management style. Therefore there are many organizational cultures. For examples well-structured organizations typically follow a culture with extensive controls. Employees follow standards procedures with strictly defined individual roles and responsibilities. Those in competitive environments, such as sales, may forgo strict hierarchies and follow a competitive culture where the focus is on maintaining strong relationship with external parties.    

Advantages of the organization culture-

Strong cooperate culture indicate that employees are like-minded and hold similar belief and ethical values. When these belief and ethical values align with business objectives, they can prove to be effect in building teams because rapport and trust quickly ensue. The bonds that the teams build help them avoid conflict and focus on task completion. Strong cooperate culture ease communication of roles and responsibilities to all individuals. Employees know what is expected of them. How management assess their performance and what forms rewards are available.

How to effect culture on employee performance-

Organizational culture can have varying impact on employee performance and motivation levels. Oftentimes employee work harder to achieve organizational goals if they consider themselves to be part of corporate environment. Different culture operating in one company can also impact employee performance. For examples the organization maintain a reserved  “talk when necessary’’ culture, employees may work accordingly, however if the organization allows one area, say the sales team, to be outspoken and socially active, the organization may experiences rivalries among areas, thus allowing an area to set up their own culture can affect the performance of the employees deployed in the country.

Picture 01, How to affect organizational culture on Employee performance.

Combining performance and culture-

The company must transform its recruitment process to attract and engage the same beliefs and values that are central to the organization. This reinforces corporate culture by ensuring that the new employee joins the company. Organizations must ensure that the corporate culture aligns with the performance management system. When cultural and management systems are not applicable. Management must redirect employees' behavior to achieve organizational goals.

References/ Bibliography-

Armstrong, M. and Stephen Taylor (2014) Armstrong Handbook of Human Resource management practice, 13^th edition

Argyle, M (1989) The Social psychology of work, Harmondsworth, Penguin

Denison, D, R (1996) what is Different between organization culture and organization climate.

The concept of employee Engagement

The concept of employee Engagement

 

Introduction-

The concept of employee engagement is often defined as a willingness to go the extra mile, which has become the new engagement mantra. Sometimes this is defined by the concept of engagement in many ways. It is often used as a concept adopted by the company in terms of job performance, enterprise citizenship and commitment to its employees' participation and behavior.

Why does the ambiguity of the word make it difficult to answer the question of engagement? Are employees involved with their jobs, their carrier or their company, Some definitions avoid this distinction by referring to engagement only as a condition for people to do it. Others define it with the purpose and values ​​of the organization. Engagement occurs when people commit to their work and organization and are motivated to achieve high-quality work and high-quality work. It has two interconnected features.

First: Employee engagement occurs when employees try to be comfortable, because they find their work interesting.

Secondly, they believe that this is a great place to work, to pursue and maintain organizational engagement, their work values ​​and purpose. Finally we define an employee engagement as the property of the relationship between an organization and its employee and the ‘engaged employee’ is defined as a person who is fully internalized by their work and therefore takes positive action to further the company’s reputation and interests.

 

Picture 01, what is employee engagement.

Why is employment engagement important-

Engaged employees are the backbone of good work environments, where people are hardworking, ethical and accountable, and engagement levels vary according to different life history and personality traits. When it comes to company performance, success is measured by the quality of the customer experience and customer loyalty. Engagement is shown to be delivered by the employee, which benefits the organization through commitment

 

Picture 02, The process of Employee Engagement.

Outcomes  of employee engagement :

Organizational outcomes	Employee outcomes
Employee engagement is a hard-nosed proposition that not only shows result but can be measure in costs of recruitment and employee output	Engagement offer a solution for the individual providing them with the opportunity to invest themselves in their work
Engaged employees are more likely to stay with the organization perform better than their colleagues and act as advocates for the company/ organization	Engagement may result in positive health effects and positive feelings towards work and the organization
For the Successful organization changes	Transnational approach to the relationship between employer and employee

Facets of Employee engagement-

01. Intellectual Engagement- Thinking hard about the job and how to do it better

02. Affective engagement- Feeling positively about doing a good gob than others for the organizational and self-development

03. Social engagement- Actively taking opportunities to discuss work- related improvements with others at work

References-

Armstrong, M. and Stephen Taylor (2014) Armstrong Handbook of Human Resource management practice, 13^th edition

Armstrong, M, Brown, D and Reilly, P (2010) evidence-based Reward Management, London, Kogan page

Knowledge management for an organization

Knowledge management for an organization

 

INTRODUCTION:

Knowledge management is a broad process of identifying, managing, modifying and using information and expertise within an organization. The overall knowledge management process is supported by four key functions, such as leadership, culture, technology and measurement. Knowledge Management stores and shares knowledge, understanding and expertise gathered in an organization with its processes, methods and activities. It is an important source of knowledge. As Ulrich (1998: 126) has noted, knowledge has become a direct competitive advantage for firms that sell knowledge and ideas.

Knowledge management is of great concern to people and how they acquire, exchange and disseminate knowledge about information technology. It therefore becomes an important area for the HR practitioner who is in a strong position to influence this aspect of public management. It is linked to organizational learning.

Knowledge Management Definition:

Knowledge management is about gaining knowledge from those who need to increase the performance of the organization. Knowledge management strategies encourage people to share knowledge by connecting with people and sharing information so that they learn from documented experiences.

Knowledge Management Scarborough et al (1999) defined: 'To create knowledge, make, and capture, share and use, where, they propose organizational knowledge and processes as a result of organizational learning and the development of COL in organizations to improve the performance of any process. Knowledge management is concerned with the flow of both stocks and knowledge.

Picture 02, Benefits of knowledge Management

The objectives of knowledge management-

Key objectives of knowledge management are

01. Enhance / Improve Internal Cooperation between Employer and Employee and Improve Cooperation between Employees

02. Enhance / Improve External Support

03. Catch / record / share best practices

04. Improve customer relationships and its management

05. Create better project work-spaces and their management

06. Improving documents and protecting proprietary materials

07. A smooth transition from retirees to recruiting heirs to fill their posts

08. Reduce corporation memory loss and rest

09. Identify the most important source of knowledge and the most important fields, so that the organization

10. Develop a toolkit of methods that individuals, groups and organizations can use to mitigate the potential loss of capital

Knowledge management strategies-
There are two strategies/ two approach have been identified by Hansen et al (1999): the codification strategy and the personalization strategy

The Codification strategy:

‘Knowledge is carefully codified and stored in database where it can be accessed and used easily by anyone in the organization. Knowledge is explicit and its codified using a ‘people-to-document’ approach. This strategy is therefore document driven’

The Personalization strategy:

Knowledge is closely tied to the person who has developed it and is shared mainly through direct person-to person contract. This is a ‘person-to- person approach that involves ensuring that tacit knowledge is passed on. The exchange is achieved by creating networks and encouraging face-to-face communication between individual and terms by means of informal conference, workshops, communities of practice, brainstorming and one-to-one sessions

Conclusion-

Knowledge management is about gaining knowledge from those who need to increase the performance of the organization. Without a firm for knowledge management in an organization it can slow down the progress of the organization. So this concept is very important to improve the best work environment in the organization.

References-

Armstrong, M. and Stephen Taylor (2014) Armstrong Handbook of Human Resource management practice, 13^th edition

Boxall, P and Purcell, J (2000) strategic human resource management

Mecklenberg, S, Deering, A and Sharp, D (1999) Knowledge management