Temporary Work and Human Resource Management - Case Study Example

Staffing Report Introduction Service Operations Management (SOM) Ltd, with its head office and branch offices located in England, specializes in service production. SOM Ltd encountered challenges with regards to appointing and retaining human resource personnel of requisite qualifications, skills and experiences. To this effect, the company hired a new Human Resource Manager from a prosperous manufacturing company. In his efforts to solve the staffing problem, the new Human Resource Manager discussed the issue with some managers at SOM Ltd. However, he faces resistance over the intention to change human resource practices and policies. In this regard, focus would be directed towards planning and application of human resource management policies and practices as well as the associated legislative framework. This report would provide a theoretical background to the staffing problem with regards to recruitment, and the management of retention and staff performance. Theoretical Background to the Staffing Problem of Recruitment, Retention and Performance Management The strategic importance of managing human resource personnel remains critical to the success of SOM Ltd. The company could attain and sustain a competitive lead over other companies in the same service industry by managing its personnel in ways that add value to the company and which competing companies cannot duplicate. Problems relating to the recruitment, retention and performance management of staff could be attributed to several factors. Human resource activities of the company may not reflect the right ways of doing things with interest focusing on the company and the society. This would be because of the unsuccessful implementation or management of a code of ethics. The absence of diversified efforts or insensitivity of management practices in maintaining a multicultural team or workforce presents a challenge and problem to the staffs and the company (Werner et al., 2011, pp. 2-29). The absence of motivating factors towards staff commitment and ownership, career growth and development, informal networks, social corporate responsibility, learning opportunities and an understanding of the business could also create a staffing problem (Simons 2011, pp.8-17). The recruitment process of SOM Ltd could be faced with certain constraints and challenges such as inappropriate choice of advertising, conservative internal policies, inadequate budgetary allocation and poor image. Moreover, restrictive government policies may create staffing problems in the company. The situational audit for recruitment of staffs may have not taken adequate considerations with regards to the company’s economic, social, technological, legal and political environment. Additionally, the recruitment process does not incorporate or utilize all the available sources of human resources, internal and external, thereby making the recruitment process ineffective (Rao 2009, pp. 123-127; Sims 2007, pp. 1-8). The company may have not established a training program for talent development and management. Also, the human resource practices and policies of SOM Ltd may be having insufficient human resource planning on development and succession of staffs necessary for managing future challenges. Poor risk management and protection measures for staffs while offering services, unfair and unjust practices on personnel rights and an undefined compensation or reward system creates staffing problems relating to retention. Furthermore, the staffing problem of retention may have arisen due to shifts in information technology, decline in labor costs, international outsourcing and increasing global competition. The availability of quality staff remains of concern to SOM Ltd. This would be due to the inadequate supply of workforce with required skills as well as the education system not producing qualified and skilled graduates with skills matching the current needs of employers and society (Mathis & Jackson 2011, pp. 1-15; Burgess & Connell 2006, pp. 129-138). Furthermore, insufficiencies in performance management could also lead to staffing problems within SOM Ltd. Performance management comprises both commitment and compliance by staffs to the company’s objectives, in addition to performance appraisal. Aspects of performance management include psychological contract, management style and philosophy, and the scope and clarity of objectives. The work organization and environment along with the approach to performance measurement also constitute performance management. Any inadequacies in these aspects could contribute to the company’s staffing problem (Martin 2009, pp. 56-59). Importance of Human Resource Management Legislative Framework, Planning and Application The legal framework of human resource management encompasses the rights and obligations of staffs and employers as well as issues relating to confidentiality and conflict of interests. It provides information on employment law concerns and their associated impacts on employment contracts. Human resource management takes place within the context of collective agreements, employment statutes, customs and practices, and work rules. Employment tribunals and commissions govern how employers handle employment concerns such dismissal, health and safety, and advertising thereby shaping workplace attitudes (Marchington et al. 2002, pp.48-78). An effective human resource management policy and procedures incorporates planning and continuous evaluation of performance as well as making adjustments. Human resource planning aligns various human resource activities of the company. Thus, the presence of a strategic human resource plan integral to the company’s business plan would enable the achievement of an adaptive personnel thereby sustaining staff retention. The legislative framework of human resource management aims at developing functional competencies relating to human resource characteristics. It entails the operative functions of compensation, development, procurement, integration and maintenance in ensuring the best utilization of staffs to accomplish both their individual and the company’s objectives (Pravin 2010, pp. 1-18). Human resource planning entails forecasting the number of required staffs with appropriate skills as needed by the company to fill available opportunities. As well, it involves the estimation of staffs’ present and future needs in order that the company achieves its objectives. The process enables the company to predict future changes in relation to skills required for various jobs and thereby undertake necessary steps for adaptation. Human resource planning would also enable SOM Ltd to determine the required number of personnel of good quality and as a result attract suitable applicants in time. Information obtained from the process would be essential in other human resource management functions such as recruitment, selection and placement. Moreover, the process would facilitate the formulation of long term plans and objectives for SOM Ltd (Kleynhans et al. 2006, pp.68-74). Likewise, human resource planning remains one of the most essential managerial functions for the company. It ensures proper quality, effective utilization and sufficient supply of human resource personnel. Moreover, it paves way for successful motivational practices within the company. Human resource planning also provides for adequate flexibility that would enable the company to take into account new developments, changing organizational needs and expand the plan to accommodate changes in the long term. It also enables SOM Ltd to identify training and development needs, control costs relating to salaries and wages and adapt to technological developments and innovations. In addition, human resource planning ensures high labor productivity and the optimal utilization of human resource personnel (Kumar 2010, pp. 35-53). Human resources practices and policies could be applied in various aspects of staffing. For instance, these policies could be applied in networking and outsourcing of staffs, staff involvement and the management of staff and performance. Also, they could be applied in strategic human resource management practices that have a direct impact on competitive advantage and organizational performance. Human resource management practices and policies remain applicable on staffs’ responses and retention, investment on training and partnerships. Further application could be incorporated in online management of human resources and code of ethics (Storey 2007, pp. 14-17). Recommendations The recruitment, retention and performance management of personnel requires understanding and the need to address staff needs and preferences as well as the company. There is need for strategic human resource practices that incorporate globalization, technology, changing labor market, corporate culture and competitive strategies. Competency modeling and job analysis could be used to establish an understanding of competencies and work. This would enable staffs to maximize performance outcomes in their present-day jobs as well as long term achievement. Human resource practices should be employed in the development and continuous improvement of staff knowledge, skills, and performance. The human resource manager of SOM Ltd should design training and development procedures that would enable staffs to advance themselves and stay employable in the face of swift changes in job requirements. In order to ensure satisfactory staff performance, the principles of performance measurement, feedback and management should be implemented. Likewise, the use of rewards would motivate staffs while performance feedbacks would enable them to make adjustments on performance deficits. A total compensation set should be designed to include all elements of pay and benefits such as basic salaries and wages, bonuses, incentives and reward system. Emerging issues in the field of human resource management also need to be considered. These issues may include newly formulated state specific and federal legislation and economic crises present in today’s work environment. The company’s human resource personnel should be utilized in surviving economic turmoil. An understanding of how new technologies, for instance social media, become integrated into the process of managing human resources remain essential. Conclusion SOM Ltd, like any other company, faces the challenges of staffing. A theoretical background to the staffing problem in relation to recruitment, retention and performance management have indicated various factors and causes to the problem. Such causes relate to recruitment process, compensation, working conditions or environment, ethics and human resource practices within the company. In addition, the report focused on the legislative framework, planning and application of human resource management practices and policies regarding the staffing problem. The recruitment, retention and performance management of personnel requires understanding and the need to address staff needs and preferences as well as those of the company. References Burgess, J & Connell, J 2006, ‘Temporary Work and Human Resource Management’, Personnel Review, vol. 35, no. 2, pp. 129-138. Martin, J 2009, Human Resource Management, SAGE Publications Ltd., London. Mathis, RL & Jackson, JH 2011, Human Resource Management: Essential Perspectives, South-Western Cengage Learning, Mason, USA. Kleynhans, R, Markham, L, Meyer, W, Aswegen, SV & Pilbeam, E 2006, Human Resource Management: Fresh Perspectives, Pearson Education South Africa (Pty) Ltd., Cape Town, SA. Kumar, R 2010, Human Resource Management: Strategic Analysis Text and Cases, I. K. International Publishing House Pvt. Ltd., New Delhi, India. Marchington, M, Wilkinson, A & Sargeant, M 2002, People Management and Development: Human Resource Management at Work, CIPD Publishing, Wiltshire, London. Pravin, D 2010, Human Resource Management, Dorling Kindersley (India) Pvt. Ltd., India. Rao, VSP 2009, Human Resource Management: Text and Cases, 2nd edn, Excel Books India, New Delhi, India. Simons, R (ed.) 2011, Human Resource Management: Issues, Challenges and Opportunities, Apple Academic Press Inc., Oakville, Canada. Sims, RR (ed.) 2007, Human Resource Management: Contemporary Issues, Challenges and Opportunities, Information Age Publishing Inc., USA. Storey, J 2007, Human Resource Management: A Critical Text, 3rd edn, Thomson Learning, Bedford Row, London. Werner, S, Schuler, R & Jackson, S 2011, Human Resource Management, 11th edn, South-Western Cengage Learning, Canada. Read More