Human Resource Frameworks at Oxygen Property Management - Case Study Example

Human Resource Frameworks University’s Name: Submitted by Name: Tutor: Date:  Oxygen Property Management Oxygen Property Management is a company that deals with the development of property, management of property, and construction. The company has over thirty five years of experience under their belt. The company’s goal is to combine old values in relation to estate agency with the modern way of property management. This ensures that the company has an all rounded operation in estate management that is synonymous with old reliability and new sophistication in property management. This will give their customers an inclusive service that covers all aspects of their needs. The company deals with the sale of property and management aspects, they also conduct maintenance services on their premises and holdings, do valuation of property and lettings. Abstract The creation of HR frameworks is important to every company even a small company such as Oxygen property management. This is due to the functions that the HR department performs in propelling the company in the right direction. Oxygen Property Management is a small company with only twelve employees but they would benefit immensely from the implementation of HR frameworks. The employees would get the necessary training that pertains to their different job description and as such, performance will improve. It is easier to deal with issues such as motivation, development, and remuneration which many companies struggle with. It sets a fertile ground or base for proper expansion, as the company will be carrying an optimum team into their future expansion program. Introduction Developing HR frameworks for Oxygen Property Management as a company follows the basic rules of developing the human resource faction of any company. Wright & Snell (1998) notes that there are constraints that can be looked at such as, individual traits of the employees of the company, service delivery, financial constraints, and training capacities. Schuler, Dowling & Cieri (2003) postulates that the development of HR frameworks is linked to the performance of a company. A well-implemented strategy affects the bottom line of a company in a positive way. In this case, every business or company is set up with the aim to succeed and HR frameworks help in achieving this objective. The aspects of HR such as training, development, appraisal, and remuneration help the company in retaining staff, having a competent team, giving feedback for personal and professional development and motivating staff to perform their best (Ulrich 1998). Literature Review In developing HR frameworks for Oxygen Property management, the aim is enable the company to integrate their practices towards the achievement of an optimum performing company that meets the needs of their clients and addresses the needs of the employees (Morris, Snell & Wright, 2006). This will guarantee growth and the possibility of expansion. Wright, McMahan & McWilliams, (1994) postulate that the legal aspect ensures that recruitment is done in a manner that complies with regulations in order to avoid any legal tussles. This includes aspects such as setting grounds for performance, contracts and possible termination should an employee not meet the obligations of their job description. As noted by Cardon & Stevens, (2004) it is also beneficial in drawing up job description to determine the skills and traits of employees and where they should be assigned. According to Hudson, Smart & Bourne, (2001) most small companies with few employees hardly have clear-cut job descriptions, which leaves room for errors that, could act as legal impediments. To set HR frameworks, would ensure the company has itself covered against such eventualities that arise from ambiguity (Hooi 2006). The company’s appraisal system will benefit in setting up a HR faction as it determines the best appraisal methods for the benefit of both the employees and the company. Appraisals are an important aspect in the personal and career development of a company and in this case can guarantee monitoring of goals and objectives to be met. This can be done in form of questionnaires to be answered by employees, which can be reviewed by the management faction. Being a small company, this method is workable as the number is small and manageable. A one on one appraisal with employees would also guarantee instant feedback and areas where change need to be implemented. Cassell (2006), points out that appraisals are an integral part of any company whether big or small as it help employees to retain focus and motivates them to be better at every given opportunity. In the new employees' case, it is easier to integrate them into the system, as it will be already set. This deals with the aspect of confusion or not being sure of placement. Harney & Dundon (2006) observe that training for a new employee also gets easier as there are working guidelines in place to train the employee on the inner workings of the company. Methodology Data pertaining to the company’s operation would be collected to determine aspects that could be included in the development of HR frameworks. The research will utilize qualitative data that involves direct communication with the personnel to get their views on the possible implementation of HR frameworks. Data will also be collected by issuing questionnaires to the employees of the company. The questions will be open ended to allow for freedom of thought. This means that the response of the personnel will be evaluated and analyzed to determine their views without restrictions Results and Discussions Data and information collected will determine what the employees think about the possibility of having a HR faction. This data is qualitative and aims to probe how ready employees are in having a new implementation. It will determine their attitudes and issues related to positive or negative response in relation to such an implementation (Dean & Bowen 1994). Conclusion Based on the research results, the viability of implementing HR frameworks for Oxygen Property Management is established. The response of personnel will be noted and necessary changes implemented to make the process easier and guarantee smooth transition. The readiness of any company to employ HR frameworks is of direct benefit to its growth and possible expansion.   Reference List Wright, P. M., & Snell, S. A. 1998. Toward a unifying framework for exploring fit & flexibility in strategic resource management. Academy of management review, 23(4), 756-772. Schuler, R. S., Dowling, P. J., McMahan, G. C., & Cieri, H. D. 2003. An integrative framework of strategic international human resource management. International Journal of human-resource management, 4(4), 717-764. Morris, S. S., Snell, S. A., & Wright, P. M. 2006. A resource-based view of international human-resources: Toward a framework of integrative and creative capabilities. Handbook of research in international human resource management, 433-448. Wright, P. M., & McWilliams., and McMahan, G. C A. 1994. Human resources and sustained competitive advantage: International journal of human resource management, 5(2), 301 326. Cardon, M. S., & Stevens, C. E. 2004. Managing human resources in small organizations: What do we know?. Human resource management review, 14(3), 295-323. Hudson, M., Smart, A., & Bourne, M. 2001. Theory and practice in SME performance measurement systems. International Journal of Production & Operations Management, 21(8), 1096-1115. Hooi, L. W. 2006. Implementing e-HRM: The readiness of small and medium sized manufacturing companies in Malaysia. Asia Pacific Business Review, 12(4), 465-485. Cassell, C., Gray, M., Nadin, S., & Clegg, C. 2002. Exploring human resource management practices in small and medium sized enterprises. Personnel Review, 31(6), 671-692. Harney, B., & Dundon, T. 2006. Capturing complexity: developing an integrated approach to analysing HRM in SMEs. Human resource management journal, 16(1), 48-73. Dean, J. W., & Bowen, D. E. 1994. Management theory and total quality: improving research and practice through theory development. Academy of management review, 19(3), 39 418. Ulrich, D. 1998. A new mandate for human resources. Harvard business review, 76, 124-135. Bohlander, G., & Snell, S. (2006). Managing human resources. Cengage Learning. Read More