Models Of Human Resource

Management Management Essay

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Human capital and its associated principles of talent management: this is the process
of acquiring and nurturing talent by the anticipation of required human capital the
organization needs at the time, then setting a plan to meet those needs (Armstrong,
2006); are sound platforms on which to leverage a company's fundamental resources
to attain corporate goals (De Guzman, et al., 2011). There are, however, considerable
differences between the current Human Resource Management (HRM) functions as
practiced and the ideal HRM functions.

2.2a Models of Human Resource Management The Role

The conventional model for HRM has been to organize it as a staff function that
works indirectly, through provision of policies and tools for managing people and
through education of line managers (Worren, 2008). An alternative model is to give
HRM the responsibility for managing people who are organized in a company-wide
competence centre or resource pool (Worren, 2008). The result for the company as a
whole is to increase flexibility and improve the ability to organize talent across
internal boundaries. For the HRM function, it implies a significant shift in that
people managers are made directly accountable for resource allocation and
competence development (Worren, 2008). However, the HRM function is still a
support function in most companies, with only indirect accountability for human
resources (Worren, 2008).

In practice, it is very difficult for Human Resource (HR) managers to undertake all
these activities. They tend to administer human resources rather than strategically
manage it. Hence, it becomes a case of inconsistency between what HR managers do
(practice) and what they would like to do (ideal) (De Guzman, et al., 2011).

2.2b Tasks and Activities

Strategic HRM creates a clear connection between the goals of the organization and
the activities of the people who work there (DeCenzo & Robbins, 2010). All
employees should see the link between their daily tasks and achievement of a
purpose or goal. HRM can be viewed in one of two ways. First, HRM is a staff or
support function in the organization. Its role is to provide assistance in HRM matters
to line employees, or those directly involved in producing the organization's goods
and services (DeCenzo & Robbins, 2010). Second, HRM is a function of every
manager's job. Whether or not one works in a formal HRM department, the fact
remains that to effectively manage employees; all managers must handle their
activities (DeCenzo & Robbins, 2010).
HRM activities consist of:
Recruitment
Employee Selection
Training and Development
Motivation
Communication (DeCenzo & Robbins, 2010)

2.2b (i) Recruitment

Contacting a pool of qualified applicants is one of the most critical aspects of
recruiting, which helps give line managers more choices. Organizations must have a
well-defined reason for needing individuals who possess specific skills, knowledge,
and abilities directly linked to specific jobs.

2.2b (ii) Employee Selection

Once applicants have been identified, a human resource manager matches available
human resources to jobs (Armstrong, 2006). Selection helps thin out the large set of
applications that arrived during the recruiting phase and to select an applicant who
will be successful on the job. Hiring good people is challenging in this age where
most organizations are technology based and they require a unique brand of
professional skills (DeCenzo & Robbins, 2010).

2.2b (iii) Training and Development

The goal of training and development is to have competent, adapted employees who
possess the up-to-date skills, knowledge, and abilities needed to perform their
current jobs more successfully (DeCenzo & Robbins, 2010). If that is attained, HRM
turns its attention to finding ways to motivate these individuals to exert high energy
levels (DeCenzo & Robbins, 2010). The training and development function tends to
be a continuous process. The fact is that few of the newly selected employees can
truly come into an organization and immediately become fully functioning
performers (DeCenzo & Robbins, 2010). First, employees need to adapt to their new
surroundings. HRM plays an important role in assimilating employees so they can
become fully productive. To accomplish this, HRM typically embark on four areas in
the training and development phase: employee training, employee development,
organization development, and career development (DeCenzo & Robbins, 2010).

2.2b (iv) Motivating

Human behavior is complex, and trying to figure out what motivates different
employees has long been a concern of behavioral scientists (DeCenzo & Robbins,
2010). One's performance in an organization is a function of three factors: ability,
willingness and opportunity to do the job (Jiang, et al., 2012). Thus, from a
performance perspective, employees need the appropriate skills and abilities,
motivation and the opportunity to adequately do the job. Motivating employees also
requires a level of respect between management and the workers; by involving
employees in decisions that affect them, listening to employees, and implementing
their suggestions where appropriate will earn respect (DeCenzo & Robbins, 2010).
HR managers must be sure that the performance evaluation system is designed to
provide feedback to employees regarding their past performance, while
simultaneously addressing any performance weaknesses the employee may have
(DeCenzo & Robbins, 2010).

2.2b (v) Communications

HRM communications programs are designed to keep employees informed of what is
happening in the organization, knowledgeable of the policies and procedures
affecting them, and provide a place to vent frustrations (DeCenzo & Robbins, 2010).
Employee relations programs should ensure that employees are kept well informed:
through such things as the company's e-mail, voicemail, website, bulletin boards,
town hall meetings, and video conferencing (DeCenzo & Robbins, 2010). Such a

system builds trust and openness among organizational members that helps
withstand even the sharing of bad news. However, this process is difficult to
implement and maintain, but the rewards should be such that the effort placed in
such endeavors is justified.

Task for P3:

3.0 Evaluate the role and responsibilities of line
managers in human resource practices.
First line managers generally supervise production on line tasks in the
manufacturing business, and typically consist of positions such as foreman, shift
boss. First line managers are an important source of information about worker
satisfaction for higher management to take into account in their organizational
planning process.
Line managers help HR to implement new rules and regulation amongst the lower
staff.

3.1 Line Managers Play their Role in HRM

Typically the management responsibilities carried out by line managers might
include:
Day-to-Day People Management
Managing Operational Costs
Providing Technical Expertise
Organization of Work Allocation and Quotas
Monitoring Work Processes
Checking Quality
Dealing with Customers/Clients
Measuring Operational Performance.

Line managers in many organizations also carry out activities that have traditionally
fallen within the remit of HR such as providing training and assistance, undertaking
performance appraisals and dealing with discipline and grievances. They also often
carry out tasks such as recruitment and selection or pastoral care in conjunction with
HR.

3.1 (a) Selection

Organizations must have a well-defined reason for needing individuals who possess
specific skills, knowledge, and abilities directly linked to specific jobs; line managers
help HRM in making this decision.

3.1 (b) Disciplinary Handling

Discipline in the workplace begins when a line manager sets out his expectations
with his team. These expectations may be supported by policies and procedures
produced by the HR department. However, the line manager's promise to enforcing
the rules is more likely to influence employee performance and behavior than any
polished employee handbook. If a line manager is seen to break the rules, he will
struggle to enforce them with his team. If he needs to take formal disciplinary action
against a team member, his own behavior will be cast back at him.

3.1 (c) Absence Management

Line managers can reduce the absenteeism in an organization by deducting the pay
of the worker who does not show up for work, and as a motivator he can try to find
out the reason of why s/he did not show up for work and try solving it (if possible).
Line managers can use overtime pay as a motivator for workers to meet their goals.

3.1 (d) Training

The training and development function tends to be a continuous process. The fact is
that few, if any, new employees can truly come into an organization and immediately
become fully functioning performers. First, employees need to adapt to their new
surroundings. Line manager plays an important role in assimilating employees so
they can become fully productive line manager acts as someone to look up to like a
mentor or role model.

3.1 (e) Appraisal

Human behavior is complex, and trying to figure out what motivates different
employees has long been a concern of behavioral scientists, Ability, willingness and
opportunity to do the job. Motivating employees also requires a level of respect
between management and the workers, Involving employees in decisions that affect
them. Managers must be sure that the performance evaluation system is designed to
provide feedback to employees regarding their past performance, while
simultaneously addressing any performance weaknesses the employee may have.