Thinking Performer in Human Resources Functions and Continuous Professional Development - Literature review Example

Human Resource Management

The Concept of the ‘Thinking Performer’ in HR Functions

Thinking performer concept is a device used to focus on new participants to a profession. It involves thinking and reflecting at the same time performing and doing. According to Koskina (2008:265), thinking performer concept is a behavioural model that requires individuals to have the following characteristics, be efficient in delivering expected results, conduct periodic reflection on how things are being done and seek for better ways that are cheap and understanding the underlying organisation purposes.

Koskina (2008: 269) explains that to be a thinking performer one needs to update their professional knowledge to add value to the organisation. A thinking performer needs to focus on the end rather than the means for his actions. Thinking performer should play a compliant role on HR functions when necessary. To be a thinking performer one needs to challenge the way things are done to find better solutions. This requires looking at both the inside and outside of the organisation to seek for solutions. For example, a thinking performer is always connected with its customers to comprehend the business. This involves responding to the comments and going out of his way to help customers with their requests to gain their loyalty.

According to Zahra and Nambisan (2012:219), non- thinking performer focuses on means than on the end which is not relevant. He abides by the law and is not constructive hence does not challenge they way things are done within the organisation. Challenging how things are currently done in an organisation is important. This involves understanding the procedures being followed; it also involves checking the existing systems to assess if they are adding value to the organisation. If not there is the need to make some changes to bring about positive differences to meet the desired outcomes. Thinking performance means understanding clearly about the commitment and the purposes of task and activities. Effective thinking and performing should be more of having a wish list dream; performance thinking is a process when an individual is confronted with multiple issues but still find solutions for these varied problems. However, thinking non-performer is an individual who knows a better way but does not share with others hence do not demonstrate the opportunity to add value to the organisation (Zahra and Nambisan, 2012:221). This is an individual who is likely to be less productive.

Evaluating the Role of CPD and Reflective Learning in Professional Practice

Reflective learning is a strategy of assessing individual thoughts and actions to improve our work process through learning. Reflective practice requires one to stop and think about our practice and consciously analysing his professional decisions. Reflective learning is considered as a critical process of not jut analysing but also involves evaluating and refocusing on existing knowledge to come up with new ideas. This may require us to modify our action, behaviour and learning needs (Mackay and Tymon, 2014: 11). Reflective learning is more of trying to make sense of our action and trying to come up with new ways of improving our practice.

Reflection is important because it is not sufficient to learn based on experience, we need to reflect upon these experiences to understand our limitations and potential because our feelings and thoughts emerge as a result of reflection. Reflection is an integral part of any professional process. Thinking performers incorporate reflective action and their CDP revolves around thinking critically on what has to be achieved or his experiences to facilitate further learning. Reflective thinking is an on-going personal learning that involves three critical questions. The what, so what and now what. “What” involves the problem, action, our role, responses, our feelings, and consequences. The “so what” involves analysing the implication, the assumption and the meaning. The “now what” question is to analyse the lesson derived from the actions to improve the situation (Mackay and Tymon, 2014: 13). In summary, reflection is an action-oriented process of reflection.

How to Reflect

Mackay and Tymon (2014: 16) highlights some of the different methods of reflective practices that can be adopted, these includes keeping a diary or journal, reflective practices can also be aided by working with colleagues and conducting peer reviews, supervision and mentoring. Using support tools to help reflect on significant incidences of our profession. Online e-journals are some of the tools that can help during reflection.

According to Mackay and Tymon (2014: 18), reflection can be done over a period that one chooses; one can set aside time to focus on various experiences like a specific patient population or his involvement in a particular project. The content should depend on what one wants to clarify about his professional practice. When documenting our experiences using brief notes will be appropriate. Reflection involves what we have done and some of the lessons we can learn from the process to improve our knowledge. The process could be about the course work, tutorial activities or group work. Journals are common tools used for reflection, Journal entries require brief outline of the specific situations or it can be a major event or our experiences within a specific time that is honestly presented and realistic. Journal structure contains the description of the event followed by the actions and experiences during that particular event. (Mackay and Tymon, 2014: 19). Journal entries also involve documenting personal evaluation of the whole event and analysis of the situation. Other important contents of a journal include drawing a conclusion from the event and stating personal action plan based on the situation for future improvement.

Benefits of Reflection

There are several benefits of reflection these includes individual being able to transform experiences successfully into knowledge through their personal initiatives. Reflection helps in developing critical thinking and review of a profession. Wilkinson and Taylor (2012: 38), states that reflection is important because one can develop skills and good understanding by keenly observing his behaviour patterns to identify some of the elements that might affect individual performance as a professional. According to Wilkinson and Taylor (2012: 38), reflective practice helps individual make difficult decisions or resolve uncertain situations. It also empowers individuals within his social settings.

Continuous Professional Development

Regarding continuous professional development Alam, Gale and Brown (2013:4) states that continuous professional development is about careful thinking of what needs to be done or what one needs to experience to enhance further learning. It is not just about one time reflection; CPD is an on-going process that needs to be personal. CPD requires maintaining and enhancing knowledge and expertise to be more competent thought our career based on a formulated plan.

How to Manage Continuous Development

To manage continuous development according to Alam, Gale and Brown (2013:7), means to identify our learning needs by analysing some of the learning gaps that we need to improve on. This involves using situational approach, benchmarking and use of feedbacks to assess our levels of performance. Continuous development requires a personal development plan that involves auditing our skills, setting specific objectives to be achieved, identifying the existing opportunities to be utilised to meet our profession goal and taking appropriate action towards what we want to achieve

The other steps include implementing our progress plan and assessing the progress. It's important to identify support where necessary to overcome some of the barriers we might face during the process of implementing ours career goals. Some of the common barriers include limited time, lack of support, limited opportunities, inadequate resources and high expectation. Others barriers include our previous bad experiences, personality factors and lack of motivation (Alam, Gale and Brown, 2013:11). All these barriers needs to be mitigated to achieve our intended objectives

The Role of Ethics and Corporate Social Responsibility in HRM

Organisations prefer reviewing their core values to incorporate social responsibility as a strategy of ensuring that they fulfil its obligation towards the community they serve. This is a sustainable strategy because corporate social responsibility activities promote corporate citizenship. Human resource management does not necessarily support commercial outcomes, but through its activities the organisation fulfils its social needs. Code of ethics for an organisation stimulates social responsibility because it reinforces ethical values among employees (Crane and Matten, 2010: 282). To understand the relation between ethics, law and social responsibility helps us distinguish how each of these elements stimulates corporate social responsibilities within an organisation.

Ethics, Law and Social Responsibility

Ethics and morals

Crane and Matten (2010: 285) describes ethics as a set of principles or codes that guide our behaviour, in relation to work while moral are determined by how an individual live up to the society's expectation which can be either wrong or right.

Corporate or Business Ethics

According to (Crane and Matten, 2010: 2826) business ethics is about how people apply ethical and moral principles at work; these can be situations, activities and decisions that determines if our actions are right or wrong and how they can be addressed in business stakeholders.

Ethics and Law

To understand ethics and law Morgeson, Aguinis, Waldman and Siegel (2013: 806) describes law as a reflection of society’s view regarding what is right or wrong. However laws have limitations, some actions can be declared to be legally, but ethically the action is wrong. Therefore laws institutionalise ethics through specific rules and regulations that becomes sets of specified acceptable behaviour standards within the society

Ethical and Social Responsibility

Ethical social responsibility according to Morgeson, Aguinis, Waldman and Siegel (2013: 808) mean that organisation having the moral obligation towards its actions in serving people. Ethical social responsibility means being responsible towards employees, stakeholders and external people organisations interact with.

Corporate Responsibility

Corporate responsibility is about being economical, ethical, legal and philanthropically responsible based on certain standards set by the society. Economic responsibility means being profitable within the expected moral standards of operation. Legal responsibility is about following the set laws and adhering to all the rules and regulation as expected (Morgeson, Aguinis, Waldman and Siegel, 2013: 810). Ethical responsibility means living by the society's moral standards by doing no harm; this means being just and fair. Morgeson, Aguinis, Waldman and Siegel (2013: 810) describes philanthropic responsibility as being a good corporate citizen and also contributing resources that assist the communities within its operating are to improve the quality life of an individual.

Corporate social responsibility is about considering the needs and expectations and the principles of its stakeholders as a strategy for continuous improvement. Corporate social responsibility is about the process of integrating both environmental and social concerns in business operations through interaction with stakeholders (Aguinis and Glavas, 2012: 936). In the international context corporate social responsibility is about developing a model of free market capitalism. Legal responsibility within the international context is about recognising government role while ethical responsibility means to maintain the social legitimacy. Philanthropic responsibility is about voluntary perception in society development (Aguinis and Glavas, 2012: 936).

Ethics and Human Resource Management

Human resource management is about observing ethical behaviour, ethical standards, following the set code of ethics and acting as a role model. Other human resource management activities include being legally compliant, offering equal work opportunities, embracing diversity, and promoting the dignified working environment (Agrawal Kalpana, 2007: 6). Human resource management in general is about ensuring a balanced work-life and general health and well-being of employees. In simple terms (Agrawal Kalpana, 2007: 9) describes human resource management as the process of managing employees to utilise, maintain and be compensated for the services to deliver the expected results. Human resource management is about planning, controlling, directing and organising human-related activities to achieve specific organisation objectives and also fulfil individual goals.

Ethics is derived from various sources like legal requirements, religion, and organisation culture among others. Human resources management and ethics is about handling employees with dignity and distributive justice in the process of striving to achieve the organisational goals. When employees are motivated to work is performed efficiently. Therefore, Agrawal Kalpana, (2007: 13) states that ethics in human resource management is about employer's moral obligation towards its employees. Human resource management in this context involves considering employees basic human rights; it also involves ensuring safety at times and treating employees fairly. Applying ethics to human resource management involves respect, honesty. Human resource management as stated by Agrawal Kalpana (2007: 15) promotes ethical behaviours in several ways, for example during recruitment, to maintain ethical standards requires an organisation to follow the recruitment policy. It also involves increasing productivity by motivating employees, avoiding discrimination and offering equal employment opportunities.

PEST analysis for Pepsi Company

PEST analysis provides an overview of the company situation, using PEST analysis; companies like Pepsi can assess its performance and identify the possible risks they are likely to face to come up with possible solution that might affect its operations. Pepsi Cola is one of the largest beverage companies rivaling Coca Cola Company. Pepsi has a market share of 37 percent of the world's beverage market; this requires an in-depth understanding of different market segment to stay competitive. Pepsi is an undisputed brand name ranked 23rd internationally, making it one of the world leading beverage brands (Gupta, 2013:13). Its advertisement includes celebrities like famous athletes, musicians, movies actors to reach out to diverse markets in almost all the countries. Since several factors can affect organisation performance, it's important to identify, analyse and understand these factors for the company to achieve optimum performance (Gupta, 2013:14). PEST analysis can be used to categorize factors into four main areas of political, economical, social and technological factors.

Political

Pepsi is not an alcoholic drink and is regulated by the Food and Drugs Association, meaning that the company is expected to maintain specific standards as stipulated by law. Different market across the globe has different sets of regulations that are either stringent or loose. Gupta, 2013:15, states that political factors like civil unrest can greatly affect company sales. Pepsi needs to understand the political trends and risks related to certain political affiliations and adopt any changes accordingly to maintain it operations.

Economic

With the recent economic downturn, many companies operations have been affected requiring better strategies to staying maintain its operations. Like many companies, Pepsi has been forced to restructure its sales and marketing campaigns. Due to the thin profit margin, Pepsi will have to consider downsizing its operation and developing the better strategy to penetrate the beverage market. According to Mackay and Tymon (2014: 17), one advantage that has worked for the company is that many people who tend to spend more time with their families due to massive job layoffs. Spending time with friends and families means drinking beverages and this has increased sales doing the recession especially in 2008.

Social

Social factor has greatly impacted on Pepsi, being a non-alcoholic drink; different cultures across the world view it from a different perspective. The company needs to use acceptable images in their brand that a large percentage of people can associate with and connect to the brand. The social implications are more visible in marketing campaigns (Mackay and Tymon, 2014: 18). For example Pepsi can take advantage of religious events or festival to align itself with these events and take advantage of these opportunities

Technological

With the new technological age, companies are becoming more integrated. One of the recent technological trends is the use of social media. The expansion of social media has increased interactive engagement with customers; Pepsi needs to stay ahead of the competition by keeping in mind the social trends like social media. Social media is mostly utilised by the younger population (Mackay and Tymon, 2014: 19). Pepsi can analyse how to reach out to this market segment to increase its market share.

The Implications for Managing Human Resources

During recruitment process internal and external candidates are evaluated, internal recruitment requires employees to have a referral. Meaning that, any employee can refer a competent person. The company's image matters to new candidates (D'Cruz, Noronha and Beale, 2014: 1434) emphasizes that potential candidates are attracted to companies with good reputation. However, one of the implications is that job seekers falsify their resumes and exaggerate their skills including previous remuneration to secure a good position in the company (D'Cruz, Noronha and Beale, 2014: 1434) as part of human resource management requirements, verifying potential employee information will help the company hire the right staffs.

Another implication according to D'Cruz, Noronha and Beale (2014: 1439) is using an assessment centre which is an expensive process. Screening of candidates is done on behalf of the company to identify the relevant people with the right skills needed. The company can come up with employee referral schemes where staffs refer competent people for various positions. Another implication for managing human resources is that, a flexible working environment might result to free riders in group projects who take advantage of others by not working and contributing meaningfully to the organisation.

The Role of the HR Function and the Challenges involved for an HR Professional. (Performance management, human resource planning, disciplinary, grievances, dismissal, recruitment, selection, employment relations)

Establishing performance management systems is one of the biggest challenges for human resource departments because it contains critical elements. Performance management is about identifying actions undertaken by employees that support the set objective and also identifying what is overdue for appropriate action to be taken. Human resource managers are required keep work process on track and provide feedback periodically. Most organisations have put in place automated systems or easy to use systems like dashboards as reminders to help employees keep track of work progress (Aswathappa, 2013: 55).

The human resource manager needs to adapt online systems that support information sharing between the HR team and senior management to make judgments about the next action to be taken. Human resource management roles involve extensive reporting, benchmarking, and reviewing employee progress and goal achievements. All these activities require a snapshot of the general performance of the organisation (Aswathappa, 2013: 58). This becomes a challenge when some of the systems used cannot support all the human resource functions.

Human Resource Planning

Human resource planning according to Michalos (2013:559) varies from one organisation to another depending on the size of the organisation. In small companies without several human resource functions, line managers assume the role of human resource practices. Human resource planning is about planning effectively to ensure that the organisation utilises all the resources. It involves ensuring that the organisation recruits the right employees for the right job with appropriate skills.

One of the most challenging processes in human resource planning is the general assumption that labour is available; therefore there is no need to spend time and funds in forecasting on human resource. Another problem with human resource planning is the demand versus supply of human resource which is not properly forecasted. Uncertainty like labour turnover, seasonal employment, and change in technology render human resource planning to be ineffective (Michalos, 2013:559). Due to uncertainty human resource planning forecast is based on guess work.

Disciplinary, Grievances and Dismissal

The role of human resource managers is to provide sapiential leadership on disciplinary matters HR department needs to be proactive in implementing appropriate policies and organisation procedures. The role of HR is to monitor issues of absenteeism and also identifying troubled employees. The HR needs to forward disciplinary cases to the management to take appropriate steps in coming up with corrective measures (Cropanzano, Byrne, Bobocel & Rupp, 2001:164). Emphasis should be on encouraging open communication than focusing on dismissal to understand employee's perspective.

The HR should be updated with case laws and needs to be an expert in disciplinary matters, making wrong decisions or advice can reduce their credibility. In cases where serious misconduct has been identified the HR role is to offer advice and support managers during investigation and case preparation. The HR should act more like change agents than dictators by helping management create a conducive working environment. Aswathappa (2013: 78) state that if an employee perceives them as a team meant to dismiss people from work, the HR team cannot achieve its goals of encouraging efficiency at work.

One of the biggest challenges for HR managers is not adhering to the code of practice which is set standards for fairness when dealing with disputes. Managers are often reported to the employment tribunals and forced to compensate employees for not following the code of practice. Legal cases are filed against employers for wrongful dismissal causing stress for Human Resource workers because of missing one step during the termination process (Aswathappa, 2013: 79). Legal processes consume time and are an expensive process for the organisation.

Recruitment, Selection

The main purpose for human resource managers is to hire, train and encourage personal development among staffs. Recruitment is one of the important roles of the HR; if this process is done correctly then it minimises conflicts within the organisation. Cropanzano, Byrne, Bobocel, and Rupp (2001:161, emphasises that if the selection and recruitment process are not done effectively, it will result in several implications for the organisation. The challenge in this process includes employees falsifying their resumes and exaggerating their skills even their previous remuneration to either secure a good position.

Employment Relations

Strengthening the relationship between employees an employer is one of the main goals of human resource departments. Employee relation needs human resource department to address employee concerns and complaints. As a specialist, the HR needs to determine job satisfaction levels by conducting periodic surveys, conducting department audits and creating appropriate policies. Employee relation is about how to manage diverse issues; the HR is faced with several challenges of managing diversity at workplaces. Human resource plays an active role in developing the organisation culture (Cropanzano, Byrne, Bobocel, & Rupp, 2001:163). With increased diversity the main challenge is how to build cohesive culture.

According to Aswathappa (2013: 81) Lack of technical skills limits organisation from filling in specialised position; technically driven companies constantly fail to get the right employees to perform specific duties this costs the organisation to use extra funds to maintain its relation with local colleges in developing course and training program to help in filling in the needed roles.

Reflection of HRM functions, identifying skills that you have developed in these modules. Assess the appropriateness of these skills about the HR Profession and identify strengths and weaknesses, as well as potential strategies to improve your skills.

As the human resource manager, I have realised that performance management is about developing skills of employees rather than finding faults. Buller and McEvoy (2012: 43) states that communication skills are more important during this process. Communication provides the opportunity for discussion, clarification of the goals of conducting a performance appraisal and also exchange ideas that will assist employees to grow and aligned with the organisation goals

The performance review should revolve around a two-way conversation on employee career development. As the manager, I need to discuss with employee their previous performance and identify areas for improvement by providing the support needed as suggested by Aguinis and Glavas (2012:937). One of the weaknesses in this process is that employees might take the process casually and might not implement the recommendations. The other weakness is managers lack good communication skills that can foster change in performance. Some of the strength related to this process is that employer can tap into employee strength that will add value to the organisation. This process also fosters a good working relationship between employers and employees.

I have come to realise that without proper work plan which can help in determining the right people at the right time with the right skills, it is not possible to achieve the set objectives. Human resource planning needs to be strategic, as a human resource manager I need to focus on the process that drives the strategy. One of the weaknesses I've realised is that I misjudge they volume of work hence allocating inadequate human resources. As a result employees feel overworked resulting in delaying in production or meeting deadlines. I noticed that in the last few years several employees have resigned for different reasons. As suggested by Buller and McEvoy (2012: 45), I need to acquire skills that will help me understand factors contributing to labour turnover and also allocate human resources by accurately forecasting on the work volumes.

Recruiting the right staffs is a challenge because it's not easy as the human resource manager to judge an individual during interviews. Recruitment processes is one of the processes most managers avoid getting involved in because it's a tiresome. One weakness is that I tend to recruit individuals referred by employees than other independent candidates. The other weakness is not coming up with good staff retention strategies. Hence, good quality staff keeps on resigning. It is important to develop a good employer – employee relationship, listening and addressing employees concerns is an important steps that will enable the organisation become more productive (Aguinis and Glavas, 2012:937). Some of the important skills that I need to acquire are how to motivate employees and measure job satisfaction.

According to Wilkinson and Taylor (2012: 38), apart from conducting departmental audits and developing policies as a human resource manager, it important to create a favourable environment for employees to feel comfortable working and become more productive. Embracing diversity helps in developing the organisation culture. By taking advantage of employee diverse background, will enable the organisation to become innovative. Encouraging innovation can minimise recurrent process of recruitment hence filling in some of the sensitive position that might affect operations.