Human Resource Management - Essay Example

Management Introduction It is anticipated that good management is the driver for any organisation. A proficient workforce creates a foundation for any organization. Never the less, it is important for the workforce to be efficient, hence the need for several aspects that are related to the functionality of an organization to be addressed appropriately. For instance, line managers and Human Resource specialists ought to form successful partnerships, which should lead to improved organisational performance. Human Resource Management The Human Resource Managers have been there since time in memorial. Different phrases have been used to refer to them although what they have been doing in not different at all. There have been well-known concepts and practices which include performance appraisal, skills analysis and merit pay are reorganized without major differences. The tradition of the Human Resource Management theory puts emphasis on the importance of having values like strategic integration, high dedication, elasticity, and high quality being associated to the organisation at hand (Wilkinson and Redman 2009). Diversity Management There have been amicable changes in reference to the working population and patterns of employment, an issue that has resulted to a greater diversity in the economically active workforce (Whittaker and Marchington 2003). It is argued that these changes, together with labor shortages and the increase power of purchase from those that are the least in the consumer market, have greatly contributed to the workforce that has great diversity. The initial rationale of the workforce diversity is to be able to recognize differences that are in people in various organisation practices. This brings benefits through maximizing available talent, creation of business opportunities by drawing on broader perspectives, hence able to thrive in diverse cultures. Similarly, employers may promote an image of the organisation as a preferable place to gain employment, a situation that may encourage applications from different individual who may have the opportunity to work within the talent pool of the organisation. For instance, some organisations have a policy of employing older frontline workers who are said to be skilled in their preferred positions. In essence, diverse management encourages the development of various Human Resource policies and practices which in turn give employment relationship by addressing individual needs. This approach is termed as most significant in relation to the flexible employees’ behavior demonstrated in work places. Potentially, it grants employees tangible benefits such as staff turnover, and absenteeism reduction factors that lead to commitment of employees (Wright 2004). Of importance to note is that, such advantages and diverse workforce present new tests to the entire working fraternity and trade unions, as well. This issue becomes practical when HR specialist and line managers have the mandate of implementing policies in various organisations. These implementations are meant to address issues of fair treatment at work. Nonetheless, it is evident that the literature pertaining to diverse managements put more of its commitment on potential benefits of business and the societal arguments with regard to employment of a diverse workforce. Contrary to this, HR specialist and the line managers do not pay much attention to issues of application of diverse management in practice. Moreover, the combining of approaches to equality, a situation that promotes same treatment as ways of addressing the cons especial in the increment of requirements to deal with the necessities of the specific groups in the work place has not been taken seriously. For several years now, there has been unsatisfactory definition of managing diversity, a situation that had led to lack of clarity and consistence especially in putting the concept into practice. According to Maxwell and Watson 2006, practitioners in the files have considered it as the approach to fair treatment that is meant to encourage employers to values their team of employees, as well as, valuing the visible difference in them. The differences include age, gender, race notwithstanding the non visible characteristics like sexual orientation, work experience, and disability aspects. Furthermore, managing diversity is supposed to offer a new challenge in conceptualising and tackling the issues of equality, discrimination and injustice in the employment sector. The diversity management brought in a significant different way to equality, which is at times seen as an opposite move with regard to the right based equal opportunities approach. Apparently, the intense for greater knowledge to aid managerial decision making discovered that most organisations had low turnout for diversity training particularly for the line managers although their HR responsibities had a probability of having increased in the recent year as a result of devolved organizational structures (Purcell and Hutchinson, 2007) In some countries like United States and U.K, the line managers are solely accountable for the daily operations in organisations, which has assistance from a central specialist HR function, and written company policies and procedures which hare devolved to them for implementation. Additionally, operational managers and HR specialists are considered centrally developed HR procedures as one of the finest method of maintaining managerial constituency to minimize the risk for litigation especially when devolving operational HR responsibilities. Strategic talent management These are activities and procedures which entail a procedural identification of main positions in various organizations playing different roles meant to improve the competitive advantage, and development of a pool of talent preserved for the talented individuals to fill different positions in the organisations. In addition, talent management is used in organisation to verify and put different people as performers or those that are rated as top grading. By doing so, it is anticipated that there will be continued commitment from every member in an organisation. Of importance to note is that, strategic talent management should be able to differentiate between employees who are strategic performers and those that are not. Thus, positions should be filled by high performing or potential employees. Unlike other kind of managements, strategic talent management focuses on employees who are part of organisation but have the privilege of occupying pivotal talent positions (Wilkinson and Redman 2009). In light of this, it is important that employees likely to compose the talent pool, who are high achiever are not given responsibility that is below their achievements as this may easily disappoint them to a limited scope of applying their skills and developing their talent. The objective of investing in this kind of management system is to ensure that a positive impact is created on critical individuals who are mostly employees and the organisational outcomes. The out mate suggestion of using strategic management is that it improves the performance of organizations at all levels especially when the talent pool is well managed. Closing the gender gap on payment There has been a persistent challenge for almost all managements in various organisations. This has been contributed by the enormous gap that has continually existed between men and women who pose as employees. In essence, men are said to have individual incomes that are higher compared to those of the women. The most argued reason for this is that women are more susceptible to poverty than men. In the current money economy, the chances of individual living a good life that is full of satisfaction and potential realization, there is the need to have a large measure on income (Wright 2004). Hence, there is lack of equality when women are presumed to have a poorer chance of a good life specifically due to their gender. Similarly, both genders have diverse industrial patterns of employment. For instance, women are presumed to work most in public administration, health and education. On the other hand, men work best in manufacturing and economic fields. There are various comparisons depending on the countries and the organisations involved. Never the less, some organisations have abided to the law by the TUC congress in1888, which states that women and men should have equal pay. In fact, the congress argues that increasing support for employees is crucial towards an organisation whose main objective is to thrive in the market. Line managers’ views on adopting Human Resources role The relationship between line mangers, HRM, and HRD is argued to continually change with most literature defining the HRD and HRM as a relationship that is ambiguous and elusive a situation that treats them as separate entities (Caldwell 2003). In essence, the devolving of human resource activities to line managers due to reasons such as restructuring, downsizing, and the improved need to focus on encouraging employee inputs for improving their competitive need. Numerous researchers have indicated that line managers who take over the responsibilities of HRM have the willingness to influence employee commitment and ultimate business performance. Some of the roles of the line managers include promoting an integrative culture of employees through the support of the line management. Moreover, line managers are involved in coaching, guidance and communication which have a positive influence on the general performance of the organisation (Larsen and Brewster 2003). Further researches indicate that a partnership approach to HR requires the combination of the HR activities with that of the line managers. More relationship should be built between the line managers, HR specialists and employees. This relationship should be utilized with an intention of humanizing the welfare of employees. None the less, organisations specifically those that provide services to client, require the input of employees to achieve a competitive advantage in the market especially with the involvement of line managers in HRM, this being a value for the organisation. Conversely, allocation of HRM responsibility to line managers has proofed to be one full of challenges. The challenges lie in the relationship between line managers and HRM specialists and the knowledge that the line managers have on policies of the company. It is argued that senior managers viewed the issue of devolvement of HRM to line managers as one of importance to HR support was fundamental and beneficial to the role mandated to them. Similarly, role clarity for the line managers is also inclusive of identifying the training needs and making decisions on who should undergo the training. In addition, there is direct training falls under the category or partnership of the both the line mangers and the HR specialists. Even though, the line mangers have been noted as being among the main share holders in the HRD process, they still have difficulties in accepting some of the responsibilities of the HRD (Caldwell 2003). Tassels between the line managers and the HR specialist have always erupted with the line managers accusing the HR specialists of lack of contribution to organisation performance. The allegation is that some of the HR specialists have often based their decisions on principles that do not contribute to the competitive prospects. They are bound to make decisions that constrain the autonomy of managers in making decisions that are of interest to the organisation. On the other hand, line managers get frustrations from the mandate of negotiating and consulting the union representatives (Crail 2007). Of importance to note is that the cooperation between line managers and the HR specialists must be emphasized to ensure that organisations are run in the best way possible. Pay systems Pay is a crucial factor that dictates the kind of relationship that is found in organisations. In fact, the level and distribution of pays and benefits have a great impact on the efficiency of an organisation. Moreover, the morale and productivity power of the work force greatly affects the pay systems in many organisations. Hence, organisations should develop pay systems that are suitable for them, over and above, rewarding employees for their performance (Crail 2007). In essence, these systems serve as rewarding forms to employees for their great contribution. Basically, the pay systems should be prearranged in a manner that is simply understood by employees. Moreover, it should be clear that pay and benefits are not the only motivators of good performance from employees. Initially, job security and satisfaction, suitable training, as well as, recognition of a job well done are also important to employees and should, therefore, be crucial for all organisations. The pay systems provide the basis the financial reward systems. The pay systems have two categories. The first one entails payments that have no relations to achievements or performance. The second one entails payments with regard to performance, profits and results. Larsen and Brewster 2003 argues that basic rates systems are the most preferred especially in the U.K. In this kind of system worker have a permanent rate with regard to their working hours. Some workers have their pay based on incentives, or variable systems where they earn with reference to their own performance. There is also the presence of pay differential between individuals or groups of employees. However, this is mostly determined by the salary structure of the organisations that are concerned. Normally, pay systems for organisations are determined by negotiations between management and those who have the mandate of representing employees in the organisations. Various types of pay systems have largely been used by organisations. They include basic rate systems, incentives schemes, and productivity or efficiency gains for self financing schemes. Additionally, organisations may use combined systems to meet particular requirements. When selecting schemes to be used in organisations, it is important to understand the best system for the organisation that plays comfortable with both employees and management (Purcell and Hutchinson, 2007). Organisation should also priorities on the volume of output while covering additional factors like technology, waste reduction and staffing levels. Needless to say, all staff members both in production and non production must be covered in the new scheme that complies with the law on equal pay. Whichever, pay system that an organization chooses, it is crucial that it is followed to the latter. It should be monitored regularly, maintained and evaluated to ensure the organisation in moving towards the right direction in terms of management. Evaluation of Payments Payments of evaluation are the most vital in Human Resource Managements. The literature suggests that payment systems have both hard and soft measures. The hard measures include the cost and productivity while the soft measure involves employee commitment (Armstrong 2010). The Human Resource Managers have the mandate of reviewing the effectives of the pay according to employees and the organization as a whole. The rationalist approach view management as a rational process, which has several logical steps that ensures effectiveness and efficiency in organisations. Once the decision is made, there should be a follow up to ensure that there is implementation as anticipated or objected by the organisation management (Wilkinson and Marchington 2012. The approach argues that managers are neutral people in organisations who ought to exercise their profession without favor. In essence, it argues that the effectiveness of the pay system in organisation is determined by three broad levels of outcomes. They include costs, the impact of employees’ attitudes and behavior with the inclusion of recruitments and retentions. Why best practice does not always work Effectiveness of organisations especially those that offer services is associated with individual qualities of employees. Basically, the barriers that constitute to this are related to the way in which organisations operate. In most cases, the management team is mandated to ensure that organisation work to the best of the expectation of those there serve to better still their customers (Maxwell and Watson 2006). In light of this, the HR specialists and line manager supposed to come up with ways in which they are able to recruit talented individuals to fill different positions in their organisations. Issues such as lack of systematic selection procedures in organisations are one of the several disadvantages with regard to HR management. There is lack of assurance for work to be done in a proper manner. Moreover, lack of attention to internal management lead to poor integration between the head of the department and the HR overall strategy. Thus, organisations should ensure that there is cooperation in various departments within the organisation. Conclusion Line managers and Human Resource specialists ought to form successful partnerships, which should lead to improved organisational performance. The Human Resource Managers have been there since time in memorial. Different phrases have been used to refer to them although what they have been doing in not different at all. The relationship between line mangers, HRM, and HRD are argued to continually change with most literature defining the HRD and HRM as a relationship that is ambiguous and elusive a situation that treats them as separate entities. Numerous researchers have indicated that line managers who take over the responsibilities of HRM have the willingness to influence employee commitment and ultimate business performance. In addition, partnership approach to HR requires the combination of the HR activities with that of the line managers. More relationship should be built between the line managers, HR specialists and employees. Conversely, allocation of HRM responsibility to line managers has proofed to be one full of challenges. The challenges lie in the relationship between line managers and HRM specialists and the knowledge that the line managers have on policies of the company. In light of this, the HR specialists and line manager supposed to come up with ways in which they are able to recruit talented individuals to fill different positions in their organisations. Bibliography: Armstrong, M., 2010. Handbook of Reward Management Practice. 3rd ed. London: Kogan Page. Caldwell, R., 2003. The changing roles of personnel managers: old ambiguities, new uncertainties. JMS, 40 (4), 983-1004. Crail, M., 2007.Roles and Responsibilities: benchmarking the HR Function. IRS Employment Review, 863, 6-12. 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