Human Resource Management in Businesses - Case Study Example

HUMAN RESOURCE MANAGEMENT IN BUSINESSES Student’s Name Institution A. Factors involved in Human Resource Planning Buller and McEvoy (2012,p.46) argues that human resource planning is an important aspect that should be enhanced because it ensures that organisations are able to fulfil most of all equal employment opportunities as well as other government requirements. It helps an organisation to conduct effective job analysis in order to determine the specific requirements for individual forms of jobs. Consequently, human resource planning helps in forecasting human resource requirements that are seen to be necessary for the purpose of ensuring that organisations are able to accomplish their goals and objectives; which is presented in relation to the number of employees and skills (Hafeez & Aburawi, 2013). It provides a basic and necessary foundation for the purpose of carrying out successful recruitment and selection of personnel in order to fill particular jobs in an organisation. In fact, it ensures that an organisation possesses the required number of personnel at the right time and reasonable costs, and that they have required knowledge, experience and skills needed to cater for the overall human resource needs of an organisation within any given time. Some of the most notable external factors deemed crucial in human resource planning include; First, there is the aspect of government factors; which gain a high degree of significance especially in cases whereby organisations indicates a need for expanding their current level of operations territory (Samolejova, et al. 2015). It is expected that human resource planning process make sure to comply with the existing legal frameworks as provided by different government regulations and, also country-specific requirements. For instance, taxation requirements at all levels of governance as well as within the international levels should be given a firsthand priority. Second, the entire human resource planning is affected by the underlying economic situations of the country for where it operates since it determines whether an organisation will continue to exist or not (Samolejova, et al. 2015). Particularly, in times of economic recessions and booms, the overall human resource planning process is affected since decisions made in relation to how employees wages, overtime and the hiring of people are also affected. It is important to note that the presence of economic recession and boom will have a direct impact on the immediate availability of personnel and growth rate of unemployment index. Thirdly, human resource planning is further affected by geographic factors especially since personnel might refuse to work in particular regions where an organisation has expanded operations. Fourth, it is also affected by the aspect of competition within the industry for which an organisation operates. Aggressive competitors will likely push an organisation to position characterised by poor profits and high cost of investment. The notable internal factors considered useful in human resource planning include; first, the overall organisational cultures; especially because different management proposes different cultures that might be distinguished differently by the underlying employee-base (Hafeez & Aburawi, 2013). Secondly, the HR planning process is affected by the different leadership styles portrayed by the managers. While some employees might prefer autocratic leaderships others enjoy democratic kind of leading. Thirdly, employee engagement also affects human resource planning since they are also an important section of the stakeholders that have influence on operations of the organisation (Hafeez & Aburawi, 2013). Employees expect that they are involved in some low-level decision making process where they are allowed to come up with different ideas and notions about tackling certain issues. Auditing job skills is used in establishing the required skills from employees. This process involves an assessment of a specific type of job availability, the existing number of employees needed in performing them as well as reporting on their relations within the overall organisation (Hafeez & Aburawi, 2013). Also, organisational capability inventory is applied, which ensures to prepare a detailed audit of existing employees while matching their capabilities and skills. The use of human resource information system (HRIS) is deemed to be important tool for identifying employees’ knowledge, skills and abilities (KSAs). B. Motivation of Employees Most organisations adopt a reward system approach to motivate its employees. The system involves both formal and informal ways that evaluates employee performances before they can be rewarded (Kerrin & Oliver, 2002). Motivation is also presented in the way an organisation provides opportunities needed for growing employees’ careers and abilities. Organisations further provide employees with environments for which they feel valued and respected hence satisfying their need for recognition. Gucci is an Italian-based luxury brand of fashionable goods. It also ensures to motive its existing staff through a number of theories. Through Maslow’s need of hierarchy theory, Gucci has been able to identify that their designers’ behaviour is related to their needs. Amongst the five needs identified, Gucci management team ensures that these employees satisfy their respective esteem needs; which calls for positive reputation, prestige of their design works as well as being recognised in different fashion events across the glove. Certainly, the goal theory indicate that both motivation and performance are improved whenever employees are allowed to set particular goals, when they are deemed challenging but rather accepted and, when there is immediate feedback on performance. Designers make sure to set difficult goals of coming up with unique fashionable products, which are agreed by the management team and their accomplishment is reinforced by way of offering complete guidance and advice. Feedback from other top-rated designers is provided to these company designers as a way of sustaining a given level of motivation. Gucci also embraces the equity theory where employees are motivated and continue with their tasks since they feel that the pay they receive is matched with their level of skills and efforts. Motivation can be improved through behavioural modification approach where reinforcement theory is applied in its entirety within an organisational setting (Seibert, Silver, & Randolph, 2004). It can also be improved through work redesign processess that might include job rotation, enlargement and enrichment in order to eliminate possibilities of jobs becoming monotonous. C. Gaining committed Employee Cooperation To ensure a high level of cooperating amongst its employee-base, organisations ensure to maintain a positive attitude. A positive attitude allows employees to come up with new ideas and solution since they feel valued and appreciated. They will also likely to stay longer with a company in order to advance their career path (Humphrey, Nahrgang, & Morgeson, 2007). Consequently, organisations ensure to limit the possibility of employee-manager conflicts, which might productivity at the end. Fewer conflicts result to more time being directed towards production as opposed to solving issues. D. Importance of Managing Employee Performance Employee performance measurement is conducted using such metrics as their immediate quality of work done, ability to attend to tasks in a given time period and also, their abilities to meet such set targets as quarterly and annual sales expectations (Franco-Santos, Lucianetti, & Bourne, 2012). Performance is managed through the identification and prioritisation of desired outcomes, setting standards for evaluating how fair outcomes have been achieved and, also through monitoring and measuring progress in regards to the outcome. Results from performance management and measurement ensure to inform of employee development in relation to the additional skills acquired in the process, the ability to tackle issues as and whenever the fall due and, also in relation to how easy they can create solutions on the ever-changing working environments. The process of measuring and managing employee performance is important to find out whether the overall goals and objectives of an organisation have been met. Performance management at work seeks to clarify whether organisations and its underlying sub-systems like departments and processess are working together to accomplish positive end outcomes that is desired by the management. References List Buller, P.F. & McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, vol.22, no.1, pp.43-56. Franco-Santos, M., Lucianetti, L. & Bourne, M., 2012. Contemporary performance measurement systems: A review of their consequences and a framework for research. Management Accounting Research, vol.23, no.2, pp.79-119. Hafeez, K. & Aburawi, I., 2013. Planning human resource requirements to meet target customer service levels. International Journal of Quality and Service Sciences, vol.5, no.2, pp.230-252 Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. 2007. Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, vol.92:pp.1332–1356 Kerrin, M. & Oliver, N 2002. "Collective and Individual Improvement Activities: The Role of Reward Systems." Personnel Review vol.31, no.3:pp. 320-337. Samolejova, A et al. 2015. Factors of Human Resource Planning In Metallurgical Company. Metallurgical, vol.54, no.1: pp. 243-246 Seibert, S. E., Silver, S. R., & Randolph, W. A. 2004. Taking empowerment to the next level: A multiple-level model of empowerment, performance, and satisfaction. Academy of Management Journal, vol.47: pp.332–349. Read More