Human Resource Management - Air National Case - Essay Example

? Human Resource Management AIR NATIONAL CASE STUDY Question One The impacts that human resources leaders exert on strategic concepts differ widely according to the organization’s maturity, human resources leader’s capabilities, along with business knowledge, as well as the concerns facing the company. Nonetheless, human resources leaders who happen to be increasingly effective, tend to be primary advisers to the CEO, seeking advice on critical business concerns such as organizational readiness for key business transitions, while, at the same time, preparing the company for the future by means of succession planning, as well as initiatives of leadership development. Presently, HR today happens to be an amalgam of two wildly distinctive roles, the first being while the second tends to be the personnel functional role that is the daily business of human resources that must be right; however, those daily roles also can be extremely strategic. The HR plays a unique role in helping the leadership of the organization assess all those elements, which tend to affect the strategy (Lepak & Gowan 2008, p.35). Apart from that the HR assists the management team in examining the implications of essential decisions, for instance, when Air National intended to add GoJet as an additional service, there were questions about this new investment project such as, what are the repercussions of introducing this project? What systems or processes necessitate supporting this investment? Is it possible to scale the organization suitably in supporting this new project? Considering that the human resources function turns out to be analytics, as well as metrics driven; only the HR leaders will be capable of providing relevant information in framing key business decisions (Torrington, Hall & Taylor 2008, p.25). In consequence of the challenging times within the business sector, companies have had to respond to the slowdown in economic activity by cost-cutting measures, for instance, the case of Air National there was the selling of aircrafts and buildings, along with the suspending or abandonment of unprofitable routes. Therefore, it is the duty of HR to come up with trends for compensation and benefits, thereby understanding the competitive landscape for top talent, together with the repercussions for employee retention, as well as their morale. This downturn provides a business with the opportunity to recruit extremely talented employees who might have been unaffordable in an improved economic environment, for instance, employees recruited for GoJet (Torrington, Hall & Taylor 2008, p.49). Question Two According to John Storey, there are a number of ways whereby HRM has the ability of changing earlier attitudes and perceptions of personnel management in regards to managing people as contained in this latest model of HRM. If Air National applies these elements, it will undoubtedly enhance the management of its staff, thereby leading to enhanced performance of the entire company. The HRM must (Ivancevich 2006, p.36):- i) Increasingly seek to connect HRM concerns to the inclusive strategy of the organization. Apparently, organizations having the most effectual HRM policies and practices seek out to assimilate such policies within corporate strategies thereby reinforcing or changing an organization's culture. This is achievable through integrating HRM concerns into an organization's strategic plans thereby securing the acknowledgement and inclusion of a HRM viewpoint within the decisions of line managers. Therefore, HRM policies regarding various functions such as recruitment and training must be internally consistent plus at the same time being in harmony with the business strategies hence replicating the organization's core values. ii) Build strong cultures as a way of endorsing certain organizational goals since the aim of a strong culture are uniting employees by means of a shared set of managerially approved values such as quality, service and innovation, which tend to assume the recognition of the employee, as well as employer interests. iii) Create a perception that people happen to be a resource; therefore, being a social capital, there is a need to develop them, thereby enabling them to contribute within competitive advantage. It is noteworthy that competitive advantage gets attained through well-educated, along with trained, motivated as well as dedicated employees at all levels. iv) Identify and encourage a commonality of interests through training which improves employment security, as well as higher earning ability for employees thereby increasing the employee's value to the company’s productivity and performance. v) Introduce top-down communication system coupled with organized information flow thereby keeping power in the control of the management. This change aids in the creation of trust together with commitment thereby making knowledge extremely productive. Question Three The most significant part when it comes to planning the manner in which people end up contributing to the success of an organization, is integration of the HR strategy into the overall strategy. There are a number of ways in which Air National can fulfill this role; one way of implementing the respective HR strategy is through embracing the fact that the employees happen to be their most essential asset. Therefore, it is essential for Air National to come up with ways that will ensure that employees work in a conducive environment, thereby retaining them, while at the same time, boosting their morale. This is achievable through rewarding and complimenting performing employees, amongst other benefits (Randhawa 2007, p. 49). Apart from that Air National has to come up with ideas that contribute to business success through the alignment of the organization’s goal with the mindset of the managers. It is essential for HR together with the line management to work together in designing and implementing people strategies. Therefore, it is necessary for a change of mindset if the HR function is to succeed in playing its significant role in the development plus the realization of the organizational, human resource strategy (Noe 2012, p. 58). Question Four The human resource management practices entail recruitment and retention process. In providing the further comprehension, the Grounded Theory leads the HRM in reaching the goal of employee recruitment, as well as retention. The application of grounded theory presents the recruiters, together with human resource professionals in having a clear comprehension in changes when it comes to employment. This theory permits the development of understanding, while at the same time providing a solid basis for the information presented to the employees accountable for the organizations’ workforces. Grounded theory happens to be the theory applied by Air National (Mathis & Jackson 2011, p.89). The two models responsible for the application of grounded theory are (Wood & Collings 2009, p. 78): i) Guest Model of HRM: This model sums up the HRM strategies, financial outcomes, HRM practices, performance outcomes, HRM outcomes and behavior outcomes. The concept of this model has its roots on the basic factors of the HRM approach like commitment, which tends to have a direct connection with valued business outcomes. ii) Compensation and rewards: The system, though ancient, is still apparent within the organization. The compensation and rewards tend to be useful, while, at the same time more effectual within the employment relationships, management and strategy thereby resulting in clear comprehension on human resource management techniques. References Ivancevich John, 2006. Human Resource Management. Houston: McGraw-Hill Irwin. Lepak David, Gowan Mary, 2008. Human Resource Management: Managing Employees for Competitive Advantage. Georgia: Pearson Education, Limited. Mathis Robert, Jackson John, 2011. Human Resource Management: Essential Perspectives. Texas : Cengage Learning. Noe Raymond, 2012. Human Resource Management. London : McGraw-Hill Companies,Incorporated. Randhawa Gurpreet, 2007. Human Resource Management. Chicago: Atlantic Publishers & Dist. Torrington Derek, Hall Laura, Taylor Stephen, 2008. Human Resource Management. Manchester : Financial Times Prentice Hall. Wood Geoffrey, Collings David, 2009. Human Resource Management: A Critical Approach. Chicago: Taylor & Francis. Read More