Human Resource Management, Information Systems and Employee Relations - Assignment Example

 Question 1 To better understand the significance of the participation of users in the development of the information system; the advantages and disadvantages of user involvement in the 9 point process of designing and implementing an information system will be discusses below. 1. Project Initiation The user involvement at this stage is extremely significant because it is at this stage both the parties discuss the objectives of the information system and how can they be aligned to the organizational goals. On the other hand, there are certain disadvantages of involving users at this stage because they might be completely unaware of the needs of an information system and might provide inaccurate information to the system designers resulting in the failure of the information system (Lapiedra, Alegre & Chiva 2006). 2. Requirement Analysis In this stage the users needs to be completely involved in the process because here, the experts might think that they can provide the customer with an outstanding product. But this might result in complete failure because the end users might not be able to understand the system or even use it. Therefore, the participation of users is extremely important because it is them who need to operate the system; therefore, the experts need to design a system that fulfills their information processing needs. User involvement at this stage might be disadvantageous because the process of understanding each others needs might prove frustrating as both the parties might have differing opinions (Learning objectives: nine steps in designing information systems n.d.). 3. System Design In this stage, the users are asked to test out ideas and outcome regarding the information system. This is one of the most important steps because this stage defines the user capabilities of using the information system. The user involvement at this stage plays a key role in the success of the information system because the users are provided with information regarding the technical aspect of the information system, that is, the hardware and the software. The drawback of user involvement at this stage might be the timing because the users might take long to understand the technical aspect of the information system (Learning objectives: nine steps in designing information systems n.d.). 4. System Build This is a step where the participation of the users is minimal because now the experts are involved in the actual design of the system. One of the advantages of involving users at this stage is the discussion regarding the physical space that the system will require. Moreover, the training need will also arise at this stage for which both the management and the experts have to take appropriate measures. The involvement of users at this stage might not even prove advantageous because they cannot design the system and neither can they understand the technicalities involved (Lapiedra, Alegre & Chiva 2006). 5. System Integration and Testing The user involvement at this stage plays a major part because here the actual training process because now the users have to learn how to operate the system. On the other hand, if there are some glitches in the system, involving the users might cause some problems because the users might think that the system is not speedy enough and it does not fulfill the desired outcomes (Learning objectives: nine steps in designing information systems n.d.). 6. User-acceptance testing In this it is ensured that the system processes in a timely manner, should be cost-effective and most importantly user-friendly. This stage is extremely significant in regards to the user participation because at this stage the users actually learn how to operate the system and whether the system is meeting their requirements or not. There are no disadvantages of the user involvement at this stage because it is the users who have to use the end-product, therefore, they should be the ones testing and accepting it (Learning objectives: nine steps in designing information systems n.d.). 7. System-implementation and handover The user involvement in this stage is extremely important because the system is handed over to them and now it is their job to operate the system and achieve the desired outcome of improved organizational performance. This stage also entails no disadvantages of user-involvement because now the users are the ones operating the system and they are the ones who have to operate it in the long-run (Learning objectives: nine steps in designing information systems n.d.). 8. System Review, Amendment and Maintenance This is also very important from the user-involvement perspective because the information system needs to fulfill the requirements of the users successfully. Therefore, changes need to be made accordingly (Lapiedra, Alegre & Chiva 2006). 9. Evaluation In this stage it is to be seen whether the system fulfills the initial requirements and whether it is aligned with the overall organizational goals or not. Feedback from the users operating the system is acquired so that the success or failure of the information system could be measured (Lapiedra, Alegre & Chiva 2006). (Word Count: 759) REFERENCES Lapiedra, R, Alegre, J & Chiva, R 2006, ‘User participation on the development of information systems’, European and Mediterranean Conference on Information Systems (EMCIS). Retrieved October 21, 2010, from http://www.iseing.org/emcis/EMCIS2006/Proceedings/ Contributions/C108/CRC/Alicante.pdf Learning objectives: nine steps in designing information systems n.d., System Analysis and Design. Retrieved October 21, 2010, from http://nptel.tvm.ernet.in/courses/Webcourse-contents/IISc-BANG/System%20Analysis%20and%20Design/pdf/module2.pdf Question 2 There is a growing interest in the field of human resource management at the workplace level. The main objective of human resource management in organizations is to cordially fulfill the needs and requirements of the organization and its employees (Marchington & Wilkinson 2008). A human resources approach will aspire to generate and maintain employees who are well motivated, suitably trained, fairly rewarded and who perform successfully in achieving the organization’s objectives (Bratton & Gold 2003). Numerous theorists and researchers have discussed the subject of trade unions in the employee related literature and its influence on organizational output such as productivity (Cristiani 2009). A number of aspects in relation to the trade unions and their impact on human resources have been studied (Cristiani 2009). Some of the factors include staffing and employing, selection and recruitment, reimbursement, remuneration and incentives, promotion and performance evaluation, training and development, employee say and communication and workplace and organization flexibility (Cristiani 2009). The results of the studies reveal that trade unions are positively correlated with recruitment and selection, training and employee voice (Cristiani 2009). On the other hand, there is a negative correlation of trade unions with performance appraisals, pay for performance and individual incentive plans (Cristiani 2009). The reason behind the negative and the positive relationship between human resource practices and trade unions is due to the disparate power distribution between the management and the trade union (Burchielli 2008). Furthermore, certain human resource practices lead to dissatisfaction among employees and inequality and ineffectiveness in unions (Burchielli 2008). The government’s rule and regulations have a huge impact on human resource practices. The human resource practices administered in the organizations must be in-line with the government’s policies. Countries like USA and Britain have numerous legislations regarding the employer and the employee relationship. The governments, in today’s world, encourage employee training programs by setting up numerous vocational institutions to help assess the future human capital need and suggest ways to meet those needs. Governments have also set up numerous training programs for different industries. Similarly, a number of other governments around the world have designed wage policies that are playing a significant role in the economic development of those countries. Moreover, governments are also promoting training and development activities within local organizations and provide a range of executive and management development training. In addition, governments are also taking appropriate measures to offer a variety of training programs focusing on modern human resource practices and other management skills (Shaw, Kirkbride, Fisher & Tang 1992). All around the globe, there are human rights laws that guard the rights of individuals in different areas, such as employment, and on particular basis such as race or disability. Each and every individual can take the advantage from being aware about how to identify discrimination that is legally safeguarded and what measures need to be taken in order to put a stop to it. A huge amount of human rights grievances start off in the workplace. There are numerous preventive measures that the human resource department can take to vigorously discourage discriminatory acts in all areas of employment. Courts and tribunals oblige employers to give employees a harassment-free organziation and might assign large financial penalties if they do not abide by it. Furthermore, the human resource department will want to make certain that recruitment and promotion processes, drug and alcohol rules etc., are in line with the law in human rights. This will facilitate employers and human resource managers to reduce their liability and establish a discrimination-free organization. As the work place becoming is more and more diverse, therefore, employers need to make a serious effort to discover methods to meet the needs of employees as they relate to the justification of being protected by their rights. Employers’ duties and responsibilities are becoming more and more multifaceted and developed as the courts persist with making example-setting decisions that influence the responsibility to accommodate the employees (Human rights in the workplace n.d.) Human resource management is significantly influenced by the members of the community. Individuals working for numerous organizations are the members of these communities who help the organizations achieve the ultimate organizational goal, that is, profit. Therefore, the impact of these people is undeniable on the human resource practices. Similarly, the individual belonging to certain communities share some distinct characteristics known as culture (K’Obonyo & Dimba 2007). Culture is the values, beliefs and assumptions acquired while growing up that differentiates individual in one society or community from the other (K’Obonyo & Dimba 2007). Of all the factors, culture of the members of the communities or societies has the greatest impact on human resource practices of any country (K’Obonyo & Dimba 2007). Therefore, human resource managers are realizing that it is impossible to maintain close-minded views while doing business across cultures (K’Obonyo & Dimba 2007). Cultural knowledge and a global focus are essential to survive, and to thrive, within the contemporary business environment (K’Obonyo & Dimba 2007). (Word Count: 768) REFERENCES Bratton, J & Gold, J 2003, ‘Human resource management: theory and practice’, Palgrave MacMillan, United Stated of America. Burchielli, R 2008, ‘Human resource management practices in trade unions: implications for strategy’, Asia Pacific Journal of Human Resources, vol. 46, no. 1, pp. 56-57. Retrieved October 21, 2010, from http://apj.sagepub.com/content/46/1/56.short. Cristiani, A 2009, ‘Human resources practices, the HR function and trade unions: evidence from Uruguay’, LASA Conference 2009. Retrieved October 21, 2010 from, http://lasa. international.pitt.edu/members/congresspapers/lasa2009/files/CristianiLabatAlvaro.pdf Human rights in the workplace n.d., Tools for employers. Retrieved October 21, 2010, from http://www.bchrcoalition.org/files/WorkplaceModules.pdf K’Obonyo, P & Dimba, B 2007, ‘Influence of culture on strategic human resources management (SHRM) practices in multinational companies (MNC) in Kenya: a critical literature review. Retreived October 21, 2010, from http://www.strathmore.edu/research/strategic-human-resource-mgt.pdf Marchington, M & Wilkinson, A 2008, ‘Human resource management at work: people management and development’, Chartered Institute of Personnel and Development, United Kingdom. Shaw, BJ, Kirkbride, PS, Fisher, CD & Tang, SFY 1992, ‘Human resource practices in Hong Kong and Singapore: a comparative analysis’, School of Business Discussion Papers, Paper 27. Retrieved October 21, 2010, from http://epublications.bond.edu.au/cgi/ viewcontent.cgi?article=1029&context=discussion_papers. Question 3 Industrial relations and employee relations are fields regarding the environment and relationships that are present in an organization. But there is a huge difference as industrial relations focuses on the relationships between an employer and the workforce collectively through their union. This phrase is not used on a large-scale and has been replaced by employee relations. The concept of employee relations refers to the study and management of work involving the individual. Managers expect to deal with employee relations effectively with each and every individual, in order to lift their confidence and organizational output (Mowatt 2010). The concept of employee relations deals with the association of employees with the workplace and with each other. It entails the methods of establishing, putting into practice, managing and evaluating the relationship between the employer and the employee relationship. It also deals with continuous evaluation of the relationship and also administering employee performance. Employee relation makes sure that relations with the employee abide by the federal, state and local laws. It also resolves conflict at the workplace and consists of issues dealing with human resource careers, communications, law-related issues, measuring and successful employee relations practices and universal employee relations issues (What is employee relation? 2005). Keeping good employee relations at workplace is a requirement for organizational success. Such employee relations are necessary for high yield and employee satisfaction. Employee relations usually deal with preventing and working out issues related to individuals which might occur or effect the work situation. Strong employee relation relies on healthy and safe works conditions, complete participation and commitment of the workforce, incentives for employee motivation, and efficient communication system in the workplace. Good employee relations results in more capable, motivated and industrious workforce which would further result in increased level of sales. Good employee relation indicates that employees experience positive feelings about who they are, their job as well as about being a part of such a great organization. Employee relations do not contain matters relating to unions and collective bargaining (Introduction to the human resources discipline of employee relations n.d.). Collective bargaining is the process through which conditions of a job are settled between management and the workforce represented by a labor organization. Usually, this comprises of a chain of meetings among the negotiating teams for each party. The aim of collective bargaining is to arrive at an enforceable contract dealing wages, hours, and other related issues of employment. Union contract clauses normally deal with membership necessities, contract management, reimbursement, remuneration, working conditions, and employee safety and position, among others (Introduction to the human resources discipline of labor relations n.d.). The employee welfare is another significant part which not only benefits the employees but also the organizations. Employee welfare plans have gained immense recognition in the past few years. Employee welfare plans deal with the numerous benefits that are offered by the organizations to keep their employees motivated and financially stable. These welfare plans can be in the form of a fund or a program that is established for the employee by the organization. These welfare programs might include company-paid legal services, health insurance, training programs, holiday packages, etc (Employee welfare benefit plan n.d.) (Word Count: 494) REFERENCES Employee welfare benefit plan n.d., USLegal. Retrieved October 21, 2010, from http://definitions.uslegal.com/e/employee-welfare-benefit-plan/ Introduction to the human resources discipline of employee relations n.d., SHRM. Retrieved October 21, 2010, from http://www.shrm.org/hrdisciplines/employeerelations/ Pages/EmpRelIntro.aspx Introduction to the human resources discipline of labor relations n.d., SHRM. Retrieved October 21, 2010, from http://www.shrm.org/hrdisciplines/laborrelations/ Pages/LaborRelIntro.aspx Mowatt, K 2010, ‘Difference between employee and industrial relations’, eHow. Retrieved October 21, 2010, from http://www.ehow.com/facts_7353223_difference-between-employee-industrial-relations.html What is employee relation? 2005, Change Agenda. Retrieved October 21, 2010, from http://www.cipd.co.uk/NR/rdonlyres/B39AFC72-25BD-4C10-B1BA-3564CAC3BBB3/0/whatemprels1105.pdf Read More