E-HRM and the Outsourcing HRM Function in Large Organizations - Case Study Example

Student Name: Tutor: Title: Human Resource Management Course: PART A E-HRM and the outsourcing HRM function in large organizations Introduction e-HRM is the use of electronic which are majorly web-based technologies for the purposes of human resource practices. E-RM is a manner of implementing HR policies strategies as well as practices in organizations via a directed and conscious support of and/or the full application of channels that are web-technology-based. It is the application of information systems for supporting and networking actors in their shared accomplishment of HR activities. Human resource management practices incorporated electronically include training, selection, recruitment, performance management and compensation (Parry, 2011). e-HRM has two major benefits that include improved efficiency and reduction of costs associated with HRM. e-HRM facilitates a more strategic role for the human resource function itself. While the application of ICT does not result into a competitive advantage in itself for any organization, the application of virtual and electronic HRM systems in the management of complex information and people in an extremely global workplace can, if done successfully, prevent imitation and increase efficiencies; which is the bedrock of a sustainable competitive advantage with regard to Human resource theory. E-HRM is used performing transactional activities (record keeping and day-to-day transactions); traditional activities of HRM like selection, recruitment, compensation, training together with performance management; and transformational practices or activities which add value to the organization (Marler, 2009). Organizations have predominantly applied internet to deploy human capital in streamline of recruitment processes, reduce transaction costs and speed up the recruitment process. Transformational HRM activities concerns HRM activities having a strategic character. These activities concern organizational change process, strategic competence management, strategic knowledge management, and strategic re-orientation. The other area concerns relational HRM that refer to more advanced HRM activities. The focus is not on administration but on HR tools which support basic processes of businesses such as the selection of new personnel and recruiting, training, appraisal, performance management, and rewards (Bondarouk & Ruel, 2009). In some organization HRM focus is on registration and administration while others focus on use of operational HRM instruments, and the third category the HRM focus is on its strategic role. In all types of HRM, selection can be made with regard to which activities will be provided face-to-face and which will be provided through HR that is e-enabled (web-based). The operational type of HRM offers the choice between requesting employees to safeguard their own personal data up-to-date via an HR website or to provide an administrative function in place to perform the duty. In the case of relational HRM there is the option of supporting selection and recruitment through a web-based application or applying paper-based approach (Strohmeier, 2009). With regard to transformational HRM, it is possible to come up with a change-ready workforce using an integrated set of tools that are web-based which enables the workforce to develop in line with the strategic choices of the company or to use paper-based materials. Where an organization in a focused way and consciously chooses to put in place web technology for the purposes of HRM, based on the criteria that employees and management have to play an active role in accomplishing HR work, e-HRM can be mentioned in this context. This focus brings about three types of e-HRM namely transformation e-HRM, Operational e-HRM, and relational e-HRM. E-HRM varies in the functions for which it is applied but also the level of sophistication that is incorporated. Web-based technology development has given chance to organizations to offer services directly to managers and employees by applying self-service systems (Buckley et al, 2004). The shift of transactional HRM has been from the approach that is labor intensive to that which is technology-intensive whereby a huge proportion of transactional activities can now be delivered by applying a wide range of software as opposed to the use of HR administrators. Goals of e-HRM include cost-reduction, global orientation, improving strategic orientation and improvement of HR services. The adoption of e-HRM is based on the expectation of positive expectation of positive consequences for e-HRM. Distinguished four possibilities of e-HRM include high commitment, cost effectiveness, high competence, and higher congruence. High commitment translate to the workforce is understanding and motivated, and are willing to interact with management concerning changes in the organizational environment and the effect that this can have on the organization internally. HR itself has to play the important part of the agent of chance. High commitment refers to high degree of trust between the workforce and the management (Bondarouk & Ruel, 2009). High competence translates to the capacities of the workforce to learn new tasks and roles if the circumstance needs it. Cost effectiveness it is the competitiveness of levels of pay as well as employee turnover rate, and to the costs acceptability from employee resistance on such things like strikes. HR has to have the ability to play the part of the administrative expert in order to enhance cost effectiveness of the organization. Challenges of e-HRM Online recruitment has its own challenges that inhibit prevalent use in many organization’s programs. There is a lack of flexibility as there may be no alternatives to specific cases of candidates who may want to go through the same process. It is not easy to develop, implement and adapt an online recruitment system that is consistent and appropriate for business needs. it is not easy to integrate external fit and internal coherence. Unequal access to internet connectivity makes other talented people to miss out on the job recruitment process (Strohmeier, 2009). Not all socio-economic groups can be conducted through online means. Individual’s access to the internet service can be challenging for remote places where infrastructure in terms of technology has not spread. The recruiters may use methods that are bias, discriminatory, and selective in getting the people they desire into the organization. Outsourcing HR functions in organizations Outsourcing is contracting out of the recommended services to a third party with a flexible, controlled relationship. Outsourcing happens when an organization does not want to apply internal resources to operate or build in-house functions. An external organization is hired to provide the services that it specializes in. Outsourcing takes many forms that can be applied by an organization. Professional Employer Organization (PEO) takes full responsibility for the human resource management of a company. It assumes full legal responsibility for the employees of the company and takes part in crucial HR functions suck like selection and recruitment, performance appraisal and delayering (Bates, 2003). Hr areas which are outsourced include recruitment, training, health and safety advice and monitoring, specialist legal advisory services, occupational health and fitness services, as well as payroll engagement. The PEO outsourcing can be applied for strategic alliance and joint ventures whereby certain responsibilities and duties are shared between a supplier and the organization. Business Process Outsourcing (BPO) refers to the outsourcing of different operational and managerial functions. In the HR functions, BPO is targeted towards ensuring that the HR system of a company is supported by the fine management information systems together with HR data warehousing and self-access (Marler, 2009). Application service provider (ASP) normally host software on the web and rent it to people such as organization who want to use it. Outsourcing provides greater economies of scale, has high flexibility, it is cost effective, high levels of expertise and reduces costs as well as improves add-value in the value chain. Implementing any functions internally which can be purchased at a lesser cost externally undermines competitive advantage. Outsourcing gives an opportunity to focus on core activities and reduce time delays, internal costs and political pressure. This leads to flatter hierarchy, compact organization and more focus on recruiting, motivating and developing key personnel with reward to core competencies. Outsourcing enables an organization to achieve its strategic goals by focusing on core areas and outsourcing support services to increase competence. Outsourcing provides room of adapting to the changing market conditions and trends in order to remain competitive in the world of business. Emergencies support systems and data bases call for outsourcing of some HR functions from other suppliers who have specialized in that area (Pollitt, 2004). Web-based-services offer a chance to the organization to be flexible in the use of outsourcing opportunities. New portal technology provide users with more knowledge content, transaction capabilities and decision-support tools in one single place. The decision to outsource functions reduces the cost of upgrading systems and investing in expertise knowledge. Outsourcing has its own threats that it poses on the user-organization. The need to have adequate skills internally to accomplish the role of vendor-manager as well as intelligent customer is usually overlooked as organizations ensure they cut down on expenditure. As a result the following are likely to occur: loss or degradation of internal services, loss of control, corporate security services, negative impact on the morale of employees, and corporate security issues. Cutting costs without insuring that the expertise remains within the organization makes it to loss control of its destiny to other external stakeholders. It is not easy to control quality since the source of the service is normally external (Marler, 2009). Internal process allows companies to apply control mechanism to look at the quality but this is not possible in the case of outsourcing. Conclusion e-HRM has transformed the manner in which organization perform their functions and created variety when it comes to recruitment, training and selection. Despite the advantages of e-HRM, it is important to incorporate other methods of recruitment and selection in order to realize flexibility and get the right people. Outsourcing has played an important part in enabling large organization to accomplish their functions on time. Overreliance on outsourcing without adequate evaluation can lead to substandard outcomes. PART B Workforce Development Strategy for nursing staff of a public hospital Introduction Ensuring the managerial and professional competence of staff is a crucial priority since it presents an important investment in the organization’s future. Learning and development is a shared responsibility by the company, individual staff members and the manager. Opportunities for learning and development have to be made available to all staff members at any level. Managers have to discuss and eventually agree on learning and development programs; together with the time allocated for activities for learning and development with regard to the prevailing performance management (Ulrich et al, 2007). A workplace development strategy of any large public hospital has to entail definition of both the strategic and short term objectives that involves training and development, career management skills, coaching and mentoring as well as cultivating conflict management skills. The hospital has to support continuing education for nurses and physicians. The emergency preparedness of any large hospitals depends on how well the staff members are trained and equipped to perform their duties. A robust nursing workforce is essential for efficiently responding efficiently to public health emergencies. Time management skills have to be learnt quickly to avoid delays and distractions. Staff members have to demonstrate an active commitment to continuous learning through helping managers in determining their learning and development needs and sharing and applying the skills gained from learning and development activities (Lake & Friese, 2006). Nursing staff is the backbone of any large hospital that wants to offer effective services to the members of the society. Responsibilities are unpredictable and strategizing the time available through planning out tasks can make the day constructive. Nursing has to do be done with the right attitude and support from the staff personnel. Career management skills Nurses will be provided with the career development opportunities where they can grow to the level of manager nurse. Transition from clinical role of being a registered nurse to a nurse manager is multifaceted. Multiple social aspects have to be considered if the promotion of nurse to a nurse manager happens within the same hospital. The staff has the obligation of adjusting to the new job requirement and mentorship programs within the hospital will be of importance to individual nurses. The nurse requires support from her peers and guidance from the management of the hospital (Ulrich et al, 2007). Added responsibilities require that the nurse adjusts to the new environment within the shortest time possible. The transition from a registered nurse to a nurse manager poses new challenges that the nurse should be ready to deal with. Nurse managers can provide nursing consultation to patients and other staff members; monitor patient care for legal, safety and ethical standards; confirm safety of work environments and working equipments as well as resolve patient care challenges. Nurse managers have high level of communication and contact with various levels of nursing management and staff while overseeing patient care. They also involve external organization and the public in the coordination of healthcare services. A nurse has to have career management skills in order to rise up the leader of his or her career as a nurse. Nurse managers begin as registered nurses and consequently they have to possess general nursing knowledge and skills which comprises of patients rights and medical procedures. Strong leadership skills are required and this can be acquired through mentorship programs in the hospital. A nurse has to realize that he has the opportunity of developing his career if he delivers his services perfectly and in the manner and standards expected (Conway et al, 2008). Anticipating being a manager requires that one has the ability to assess and monitor nursing care offered to patients. Effectiveness in selecting, motivating and disciplining the staff is another quality that has to be exhibited by the nurse looking forward to being a manager. Planning and implementing programs, budget skills and excellent record keeping, coordinating patient care through collaborating with different units and departments, and expertise in adapting nursing care to fit the emotional and behavioral needs of patients are fundamental qualities that with set a nurse a part and propel towards being an effective manager (Draper, LaDou & Tennenhouse, 2011). Advanced training and education has to be provided before the nurse graduates to the next level in his career. Leadership skills and strategies have to be inculcated in the learning programs of nurses to ensure they settle well in their career and rise up the leader to the top management. Mentoring and coaching Mentoring and coaching are popular capacity-building tools that are important in the area of leadership development. Mentoring is an association between two people with the aim of personal and professional development. Mentoring helps the person being mentored to feel more confident as well as self-supporting. Valuables skills and knowledge together with insight is passed down by the mentor to the person being mentored. Mentors are trusted role models and advisors. Mentors offer both general and specific suggestions and knowledge. Career development and skills are encouraged through mentorship program (Schultz & Stratton, 2007). A mentor is an individual who helps and advises a person that is less experienced. Mentoring is the whole process of applying specially trained and selected individuals to offer guidance, persistent support, and pragmatic advice that would help the persons assigned to them to learn as well as develop. Mentors lay foundation for individuals to perform impressively in future and groom them for greater things. In a large hospital setting it will be important to assign newly employed nurses or health workers mentors who will give them guidance and advise them on important steps to follow if they need to deliver their best. Mentoring familiarized the worker with the new working environment and provides important tips that can help him or her to survive and offer his best in his work performance. Nurses who are newly recruited in the hospital have to be given mentors to provide guidance and support so that they settle comfortably in the hospital. Mentoring can be done through groups or individually. Peers are placed in groups under the guidance of senior and experience nurse who offer support and advice. The goal of coaching at the workplace is to improve the interpersonal skills and workplace performance of a manager. It issue-focused as compared to counseling and happens in a wide range of contexts including meetings through telephone, face-to-face sessions and through email and various locations away the place of work. Executive coaching is used where the executive is facing a dilemma or is feeling trapped (Greif, 2007). It helps leaders to be unstuck from their challenges and help transfer their learning outcomes for the organization. The would-be-nurse managers require coaching from the experienced nurse managers in order to make sure they deliver their services in the manner that is pleasing. Conflict management A hospital being a healthcare organization has to establish ways of managing conflict and coming up with efficient working relationships in order to realize a healthy work environment. As part of development and training the nurses have to be trained and thoroughly equipped in conflict management so as to be able to deal with challenges that they encounter at the place of work. The result of unresolved conflict on staff retention, clinical outcomes, as well as financial stability of the hospital lead to various unanticipated costs that derail resources from the basic clinical care. The challenge and complexity of offering crucial care services makes conflict resolution very demanding (Kelly, 2006). Managing differences needs skill development and techniques for communicating effectively and balancing interests. Conflict management is one of the top challenges that confront the role of nurses in a hospital. Physicians, departments, team members, or sometimes family are some of the sources of conflict that confront a nurse when performing his or her duties. Differences among team members in beliefs and values concerning loyalty, teamwork, preferred communication methods and use of social media are some avenues of differences. Nurses require conflict resolution and management skills in order to ensure effective interactions among themselves and other personnel within the hospital. Resolving disputes and development of working relationships should be in the best interest of the members of staff and their leaders. Unresolved conflicts have serious implications on the retention of qualified staff, satisfaction of patients, outcomes of patients, and the financial success of the hospital. If conflicts are resolved expediently without anyone feeling victimized, then the chances of retaining the worker is very high as compared to a situation where the conflict is not addressed at all (Marquis & Huston, 2003). Available time has to be used effectively in serving patients as opposed to resolving conflicts. When nurses have mastered conflict resolution and management skills, cases of conflicts will be minimized and interpersonal relational among staff members enhanced. Conflict management has to begin with evaluating the complexity of the clinical environment. Patient care relies on daily complex series of interaction to organize scheduling, information, people and resources. Whatever appears to be chaotic in a complex organization is in real sense a patterned network of linkages between multiple systems’ components. Designing collaborative working associations work well in the conflicts management within complex environments. Employee health and wellbeing Nurses are important in a hospital’s workforce and there is need to ensure that they enjoy their working environment. Staff wellbeing is a relevant and necessary consideration in the modern day workplace. The health of nurses is always at stake considering the many contagious and communicable diseases that they have to deal with. It is crucial to invest the right kind of gadgets that nurses can use so as to avoid infection and contamination. The working environment has to be healthy and safe. The personal happiness of the nurses is great concern to the hospital since they decide the delivery and effectiveness of services offered (Schultz & Stratton, 2007). Nurses will not be willing to offer their services wholeheartedly when their lives are in danger. HIV/AIDs, tuberculosis, measles, among other diseases pose a threat to the lives of nurses if the right equipments are not used well for protection and offering services. Hats, aprons, and hats have to be used to assist the nurses avoid contamination. The nurses will have to be thoroughly trained on any critical and emergency conditions so that they have the confidence deal with any situation. Remuneration that is sufficient is not a debatable issue since nurses have to sacrifice in order to provide their services that are dearly needed in any society. Burnout can cause nurses to underperform. Having enough staff members helps to give others rest so that they offer their services when they are strong. The nurse has to be stable physically, emotionally and mentally (Conway et al, 2008). Employee wellbeing is important since it is a source of motivation for any workforce. A workforce of nurses whose wellbeing is not considered in the strategic goals of the hospital would not put their lives in line to serve the community. Avenues have to be provided for where nurses can share their frustrations and offer suggestions for improvement. Identifying factors that cause stress and dealing with them will help the nurses give their best at their work stations. The nurses have to feel motivated. Caring for people in health care requires a motivated staff and a comfortable environment. Conclusion A work development strategy has to be developed in any large organization to ensure smooth coordination of activities and patient care. There should be a clear path of career development to motivate and encourage the workforce to give its best in the hospital. Conflict management skills are important in the career of a nurse and creating a good environment for patient care. A work development strategy has to enable the realization of both short term and long term goals of the hospital. Mentoring and coaching has a role to play in the development of the career of a nurse. Nurses need guidance and support in order to realize their full potential. References Part A Bates S., 2003, Report: HR Outsourcing Will Explode, HR Magazine, 48 (12): 38 Bondarouk, TV & Ruel, HJ., 2009, Electronic Human Resource management: challenges in the digital era, The International journal of Human Resource Management, 20: 505-514. Buckley P., Minnette K., Joy D. & Michaelis J., 2004, The use of an automated employment recruiting and screening system for temporary professional employees: A case study, Human Resource Management, 43 (2/3), 233-241. Marler J., 2009, Making human resources strategic by going to the Net: reality or myth? International Journal of Human Resource Management, 20 (3), 515-527. Parry, E., 2011, An examination of e-HRM as a means to increase the value of the HR function, The International Journal of Human Resource Management, 22 (5): 1146-1162. Pollitt D., 2004, Cable and Wireless rings the changes Company reports benefits and drawbacks of HR outsourcing, Human Resource Management International Digest, Vol. 12 (5), pp. 29-32. Strohmeier, S., 2009, Concepts of e-HRM consequences: a categorization, review and suggestion, The International Journal of Human Resource Management, 20: 528 — 543. PART B Conway PH, Konetzka TR, Zhu J, Volpp KG, & Sochalski J. 2008, Nurse staffing ratios: Trends and policy implications for hospitalists and the safety net, Journal of Hospital Medicine, 3(3):193–199. Draper, E., LaDou, J., & Tennenhouse, DJ, 2011, Occupational Health Nursing and the Quest for Professional Authority, New Solutions 21(1):57–88. Greif, S., 2007, Advances in Research on Coaching Outcomes, International Coaching Psychology Review 2 (3): 222–49. Marquis, B.L. & Huston, C.J., 2003, Leadership roles and management functions in nursing (4th ed), Lippincott Williams & Wilkins, Philadelphia. Kelly, J., 2006, An overview of conflict, Dimensions of Critical Care Nursing, 25(1), 22-28. Lake ET, & Friese CR. 2006, Variations in nursing practice environments: Relation to staffing and hospital characteristics, Nursing Research, 55(1):1–9. Schultz CH, & Stratton SJ. 2007, Improving hospital surge capacity: A new concept for emergency credentialing of volunteers, Annals of Emergency Medicine, 49(5):602–609. Ulrich BT, Buerhaus PI, Donelan K, Norman L, & Dittus R. 2007, Magnet status and registered nurse views of the work environment and nursing as a career, Journal of Nursing Administration, 37(5):212–220. Read More