Variations in Labour Laws or Unionism - Report Example

Human Resource Management-Assessment Task Individual Minor Paper Table of Contents Table of Contents 2 Introduction 3 Literature Review 3 Variations in Labour Laws or Unionism 4 Policy versus Practice 5 Critical Analysis 6 Findings 7 Conclusion 8 References 9 Introduction Strategic human resource management (HRM) is a process through which organisations are able to enrich and accomplish success through the help man power. In this regards, Shaikh (2012), further argued that “HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize on new opportunities” (Shaikh, 2012). This essay intends to draw a critical analysis and comparison between personnel management and human resource management, and highlights the variation in labour laws in national contexts. Simultaneously, the essay emphasizes the policies and practices of human resource management. During the study, the essay evaluates the function of human resource management that contributes to the effectiveness to an organization. At the same time, the essay critically assesses the impact of the legal and regulatory framework in case of human resource management. Literature Review With the effect of globalisation, during the last three decades, it has been identified that the role of human resource management has been extended from management of employees towards becoming more strategic one. Anne (2011), argued globalisation has increased the level of competition in the entire global market, which has influenced organisations to improve their performance level more effectively (Anne, 2011). In this regards, Silva (2014) claimed that most of the business organisations in the recent time have started emphasising the industrial relationship by motivating the capability and enhancing the loyalty levels of their employees (Silva, 2014). In this regards, Shaikh (2012), mentioned that the traditional role of human resource management is executing strategic plans of the organisation in order to establish a strong industrial relationship (Shaikh, 2012). Shaikh (2012) also describes a field, where a relationship is established between an employer and a worker under a written agreement of employment. Contextually, this type of relation is also referred as an employment relationship. In case of an industrial relationship or employment relationship, organisations are liable to discharge certain performances towards the welfare of its workforce such as ensuring health and safety workforce and providing them with hygienic workplace environment (Anne, 2011; Shaikh, 2012; Silva, 2014). Variations in Labour Laws or Unionism During the early 21st century, it has been observed that organisations are faced with several challenges in terms of their workforce. Thus, most of the countries have conducted major amendments in their federal industrial legislation in order to develop the industrial relations during the last couple of decades. In this regards, Mitchell & et. al. (2010) argued that in case of industrial relationship, role of labour laws have been observed to be extremely prominent with respect to safeguarding the rights of labours. The differences in the labour laws across the countries have raised several questions in the globalized era. Unlike other countries in the world, the UK has been identified to witness significant policy reversals with respect to labour union laws and frameworks. As result dramatic fall was experienced in terms of number of labour union in the country. It has been argued that variations in labour laws have been acting as exogenous cause leading towards increased unemployment as well as declining growth. The impact of variations in labour law is reckoned to be positive as well as negative and hence predicating its impact is claimed to be quite difficult (Mitchell & et. al., 2010; Deakin, 2009). Policy versus Practice According to Dale (2012), the term human resource management can be used in both ways. First, HRM denotes a generic term to describe the form of management activities, which conventionally portrays personnel management. On the other hand, HRM is considered as a typical approach to recommend a specific philosophy towards carrying out people-oriented organisational activities (Dale, 2012). During the last couple of decades, it has been observed that most of the industries have faced several challenges in terms of their workforce. In accordance with viewpoint of Prieto & Perez-Santana (2013), the differences between the organisations its workforce has deteriorated the workplace environment in many large and small organisations. Apart from this, long working duration, lack of security and poor environment has influenced the working forces of the organisations in a negative manner. Simultaneously, the impact of high level immigrants has been also affected the business environment and economy in a massive manner (Dale, 2012; Prieto & Perez-Santana, 2013). In this regards, Jiang & et. al. (2012) claimed that during the early 21st century, most of the organisations have focussed on introducing several strategies aligned with the human resource management in order to develop the knowledge, skills and abilities of the employees. Simultaneously, organisations are applying HRM strategies with the aim of ensuring high productivity through motivating its workforce. Moreover, organisations are also availing several opportunities in order to boost employee empowerment and responsibility level more significantly (Jiang & et. al., 2012). Critical Analysis In keeping with the evaluation of academic literatures on various labour laws and policy verses practices, it has been observed that in terms of strategic human resources management and development approach, most of the organisations have incorporated good practices in the course of building industrial relationships with their workforce. According to the evaluation, it is determined that organisations have emphasised towards formulating broad values and standards in order to ensure appropriate response and commitment from labours. Thus, significant stress has been laid upon the recruitment and selection of employees to acquire and retain pool of talent (Armstrong-Stassen, 2008; Dale, 2012). In this regards, it can be asserted that strategic human resource management is an approach through which organisations can emphasised towards the ‘political forces’, ‘cultural forces’ and ‘economic forces’ in an business environment. Several organisations have reduced the labour cost in order to reduce the cost of the production. Similarly, it has been observed that by applying the strategic human resource approach organisations have been able to reduce labour related problems. Besides, the strategic human resource approach have benefitted organisations and labours in terms of increased productivity and augmented level of health care facilities (Armstrong-Stassen, 2008; Dale, 2012). Subsequently, it has been also identified that organisations have been recently focused on the multi-skilled and team oriented individuals. Moreover, it has been also perceived that organizations usually hiring flexible and adjustable candidates in order to build quality workforce. Most of the organisations have realised that manpower is the key to success during the era of internationalisation. Simultaneously, organisations have realised the importance of retaining talented labours for attaining greater competitive traction and success. Thus, large numbers of organisations have introduced training and development facilities for their workers in order to motivate them. At the same time, organisations have offered better facilities in terms of extra pay, healthy and hygienic environment, and security among others in order to motivate their workforces (Prenhall, n.d.; Armstrong-Stassen, 2008; Nyberg, & et. al. 2014). From the different viewpoint, it has been observed that labour laws and policies have ensured that labours to perform their assigned task with utmost efficiency (Armstrong-Stassen, 2008; Nyberg, & et. al. 2014). Findings Strategic human resources management can be described as a practice through which organisations can deal with their employees and workers during the operational decision making process. According to the study, it has been perceived that strategic human resources management can help organisations to formulate policies in order to maintain the sustainability and to maintain the competitiveness effectively. Simultaneously, it has been also identified that through practicing the human resources management organisations can utilise their resources efficiently while ensuring cordial industrial relationship and increased productivity. Apart from this, effective strategic human resources management can help an organisation to perform HR functions effectively such as recruitment and selection, performance appraisal, training, upgrading of skills and career development, along with direct employee participation and communication. At the same time, human resources management may help an organisation to maintain good working cultures in a direction which supports health and safety at work place (Armstrong-Stassen, 2008; Nyberg, & et. al. 2014). Conclusion From the above discussion, it has been revealed that through the strategic human resource management approach organisations can ensure their productivity level and guaranteed long-term sustainability in a competitive market position. Apart from this, strategic human resource management can help an organisation to choose appropriate employee or labour in a significant manner. Moreover, it has been also revealed that through the help of good practice an organisation can ensure its appropriate selection of employees’ or worker. Apart from this, it can be apparently asserted that the strategic human resource management practices can be determined to include performance management, succession planning, and aptitude development, along with building inter equity and providing competitive benefits. Human resources help to cultivate better industrial relationship with the employees. On the contrary, it can also bring new talents in an organisation. Thus, the efficiency of a human resource practice is as important as a human resource strategy. Recruitment and selection is the only path through which an organisation can achieve success by hiring potential employees. Thus, conclusively it can be asserted that the impact of federal industrial legislation has been helping both organisations and labours in order to experience better opportunities and enhance the level of performance with the help of suitable relationships between employer and workers. References Anne, T., 2011. Labor Relations and Human Resources Management: An Overview. Labour Relations and Human Resources Management, p. 1. Armstrong-Stassen, M., 2008. Human Resource Practices for Mature Workers – And Why Aren’t Employers Using Them. Asia Pacific Journal of Human Resources, Vol. 46, Iss. 3, pp. 334-352. Deakin, S., 2009. The Evidence-Based Case for Labour Regulation. Regulating Decent Work Conference, ILO, Geneva, pp. 1-21. Dale, K., 2012. The Employee as ‘Dish of the Day’: The Ethics of the Consuming/ Consumed Self in Human Resource Management. Journal of Business Ethics, Vol. 111, pp. 13-24. Jiang, K. & et. al., 2012. How Does Human Resource Management Influence Organizational Outcomes? A Meta-Analytic Investigation of Mediating Mechanisms. Academy of Management Journal, Vol. 55, No. 6, 1264-1294. Mitchell, R. & et. al., 2010. The Evolution of Labour Law in Australia: Measuring the Change. Australian Journal of Labour Law, pp. 1-31. Nyberg, A. J. & et. al., 2014. Resource-Based Perspectives on Unit-Level Human Capital: A Review and Integration. Journal of Management, Vol. 40, No. 1, pp. 316-346. Prenhall, No Date. The Strategic Management Process. The Strategic Management Proces. [Online] Available at: http://www.prenhall.com/behindthebook/0131746170/pdf/Dessler1_Why_I_Wrote_This_Book.pdf [Accessed August 25, 2014]. Prieto, I. M. & Perez-Santana, M. P., 2013. Managing Innovative Work Behavior: The Role of Human Resource Practices. Personnel Review, Vol. 43, Iss 2, pp. 184-208. Shaikh, M. R., 2012. Strategic Human Resource Management. Chapter – 2. [Online] Available at: http://shodhganga.inflibnet.ac.in/bitstream/10603/3780/10/10_chapter%202.pdf [Accessed August 25, 2014]. Silva, S. R., 2014. Human Resource Management, Industrial Relations and Achieving Management Objectives. International Labour Organisation, pp. 1-22. Read More