HRM in Context Table of Contents Table of Contents 2 Introduction 4 Theories on Employment Relationship Management 5 The Harvard Model 6 The Michigan Model 7 Guest Comparative Model 7 The ‘Choice’ Model 8 Practices of Employment Relationship Management 8 Antecedents and Functions of Contemporary HRM 9 Leadership 9 Motivation 10 Herzberg’s Motivation-Hygiene Theory 10 Douglas McGregor’s X Y theory of Management of Employees 10 Maslow's Hierarchy of Needs 11 Succession Planning 11 Example of Employee Relations 13 Enforcing Workplace Policy 13 Identifying Employee Concerns 13 Investigating Complaints 13 Resolving Workplace Issues 14 Employee Relations Issues 14 Legal Issues 14 Conflict M…
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Employee relationship management (ERM) has over the years emerged as one of the vital constituents of HRM which signifies to managing and establishing the inter-relationship between the varied employees in an organisation. These relationships can occur between the employer and employees and amid employees belonging to a particular level in an organisation. In this context, employment relationship is determined as the lawful association between employees and employers. This association prevails when an individual executes a particular work service or work within certain specified condition in response for remuneration. Employment relationship facilitates to establish the reciprocal obligations along with rights in between the employee and employee. This relationship largely facilitates workers to derive access to their fundamental benefits as well as rights related to their employment (International Labour Organization, 2011). In this regard, it is observed that within the periphery of employment relationship, HRM’s responsibility is to ensure that the employees are always efficient, effective and productive. A few of the employment relationships facets include drafting the best procedure for the recruitment and selection process, preparing job classification inculcating motivation, training and development for the betterment of the employees and organisation, scaling a payment status, performance appraisal along with ensuring sustained guidance to the staff. In relation to the context of motivation, it is observed that employees generally work to fulfil its psychological needs, but they also need to take care of their relationship with the superiors or the employers, which forms one of the crux elements of employment relationships in the contemporary scenario (Budd & Bhave, 2006). With these considerations, the essay intends to discuss the antecedents and functions belonging to contemporary HRM in facilitating organisations to manage employment relationships. Theories on Employment Relationship Management The notion of employment relationships is broadening day-by-day and has become a key factor to ensure that both employees and employers are contented with each other in terms of prevailing work process conditions. The approach of employment relationships actually has been developed from various subjects including economics, sociology, psychology, political science and history. It constitutes certain levels namely international, national, industry, organisational or corporate, workplace and individual (Rasmussen & Lamm, 2002). Within the aspect of employment relationships, the notion of hard and soft HRM needs to be specified. Hard HRM significantly incorporates elements within the aspect of employment relations focusing emphasis on workers’ compliance and quantitative output of the organisation. Similarly, soft HRM is a more long-standing and strategic perspective which supports flexibility, quality, performance, recognition, negotiation and rights in terms of employment rel
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onging to alien cultures (Shenkar 2001). Some authors have put forward a new view that cultural differences as such are not absolute and depend to a large extent on the historical interactions between two countries over a long period. The stereotyping that is an integral part of any culture’s way of viewing alien cultures gets formed out of sustained historical interactions between the two nationalities concerned (Chapman, et al.
The study leads to the conclusion that there must be a proper planning phase before adapting the HR strategies and all the top hierarchal leadership must be taken on board. If the hiring decision is to be made then it must be made sure that the company’s requirements are being set as the main and primary goal to achieve.
6 Is there a model of East Asian employment relations? 8 Employment relations in Japan 9 Employment relations in China 10 Specific issues of International HRM for MNCs operating across borders 10 Role of ILO in improving international employment standards 11 Is ILO more effective than national governments and NGOs?
This study endeavors to explore the challenges the human resource management or HRM faced. These challenges include strategic integration (i.e., vertical and horizontal integration), internal, and external pressures. The strategic integration focus on the features of each integration as well as the existing links between the HRM unit, corporate management, and other business units.
Porter’s Five Forces The five forces that affect the industry are the existing competition, the threat from new entrants, barriers to entry or exist, the bargaining power of the buyers and the suppliers. This section analyses these forces. Poor demand in the markets for furniture due to the global slowdown for the last 12 months would have an effect on the sales of the company.
The system emphasizes the protection of the workers’ rights where they are given full statutory right to representation though this was criticized by some activists and academics for suppressing industrial
This research aims towards the illustration of two interrelated points. The first aim is to demonstrate how both trading blocs and trading agreements were incited by globalization. The second is to highlight the ways by which trading blocs function as a strategy for overcoming the threats which globalization poses towards single economic units.
Within this period its infrastructure, range of services provided, methods of customers’ servicing, management system and other substantially altered. In 2001 the Group was redirected to Consignia plc and further transformed into Royal Mail Group Ltd
Human Resource (HR) department has been viewed as an administration constituent of an organisation for many years and the employees of this department were considered to be the individuals who impose the practices appropriate for the entire staff of the organisation (Lengnick-Hall et al., 2009).
The study will also demonstrate the importance the theories of HRM and organizational behaviour exploring the various HRM practices such as selection, recruitment, training and rewards system. These practices will be linked with relevant organizational behaviour tools such as motivation and empowerment.
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