Human Resource Management - Merged School of Business - Case Study Example

Human Resource Management Case Study Name Course Name and Code Instructor’s Name Date Introduction Human resource management is used to describe the people who constitute the workforce of an organization (Guest, 1997). In addition, human resources is the name given to the function in an organization which entails recruitment of new employees as well as their management and the giving of direction for them to work towards the success of the organization (Guest, 1997). The function is also responsible for hiring, compensation, wellness, benefits, safety, training, employee motivation, communication, performance management, and administration as well as organization development (Marchington and Gemgulis, 2000). Besides, human resource focuses on planning for the future ventures as well as setting objectives involving people in the organization. Most importantly, the function is responsible a comprehensive and strategic approach for managing people as well as the workplace environment and culture to ensure that employees contribute productively and effectively to the overall organization direction and the attainment of the organization’s objectives and goals. In the contemporary society, human resource management is shifting away from traditional administration, personnel as well as transactional roles that are highly outsourced (Marchington and Gemgulis, 2000). Today, the human resource function is projected to contribute to increased value to the tactical utilization of the workers and that the programs of the employees influence the businesses in ways that are measurable. According to research the new human resource management role entails human resource management measurement and metrics as well as strategic direction (Guest, 1997). In addition, the role of human resource management is emerging with the change in the competitive market environment as well as the recognition that the human resource management must play a vital role in enhancing the success of an organization or institution (Marchington and Gemgulis, 2000). Evidently, the institutions that do not devote their time in retaining and attracting talents often find themselves in a fixed position their competitors in the global market might outplay them in the tactical employment of their human resources (Marchington and Gemgulis, 2000). This paper seeks to analyze the human resource management function by evaluating the case study of the Merged School of Business. The essay will identify the key stakeholders in the case study and discuss their major challenges; it will further explain and justify the human resource challenges and issues involved in the merger. This will be aimed at presenting a logical and practical recommendations and solutions to overcome the human resource management issues and challenges. The key stakeholders in the case study and their major interests The Australia comprises of an informally defined group that is formed by the nation’s oldest institutions of tertiary education (DETYA, 1998). Evidently they were formed at the colonial era (DETYA, 1998). Red brick institute of technology is an informal term that is used to denote the six Universities of the main cities of England (Allison, 1996). All the member universities attained the university status before the occurrence of the First World War (Allison, 1996). Initially, these institutions had been established as engineering and/ or civic science colleges (Allison, 1996). Evidently the term in the beginning was coined since the institutions were new and therefore referred to as arriviste by the ancient universities (Allison, 1996). With time, the description has stopped being derogatory during the proliferation of the universities in the year 1960 as well as the 1972, reclassification of polytechnics (Allison, 1996). The staffs of Red brick’s Institute Technology are less qualified academically. It is apparent that only 40 per cent of their staff have doctorate. In addition only 20 per cent of their staffs have tenure. The main interest of the Red brick’s institute of technology is to contribute towards generating universally completive citizens for the future (Allison, 1996). As it is evidence from the case study, Red brick’s School of Business majored in offering courses related to finance, marketing as well as Human Resource Management. Besides, the other stakeholder is the University of Queensland which was founded in 1909 and the University of Western Australia in 1911 (DETYA, 1998). Evidently, the universities in the group have all their buildings built of sandstone. The membership of the group is based on age. According to past studies, sandstone University label is not entirely a synonym of the group of eight which comprises of the Australian National University, the University of New South Wales as well as Monash University. Not included is the University of Tasmania (DETYA, 1998). Despite this fact, the connotations for the two groups are the same. It has been reported by the Australian government that in the past sandstone university had students from the well up families and that the graduates get well paying occupations and as a result this promotes social division. The staffs of the sandstone university are highly qualified. According to research, 90 per cent of their staffs hold a doctorate and they perceive themselves as research oriented academics. In addition, the sandstone university, determine its staff employment terms and conditions in collaboration with the Union. Moreover, it is evident that 85 per cent of their staffs have tenure. It is apparent that the Sandstone Universities aims at promoting the contribution of the member universities to the country’s economic, social, environmental and cultural wellbeing as well as prosperity (DETYA, 1998). In addition, it extends the member universities contribution to the creation as well as preservation of the universal stock of knowledge through intensive and comprehensive research in professional knowledge (DETYA, 1998). From the case study, sandstone university school of economics had its interests in economic theory, economic geography, economic history, statistics, mathematical economics, labour economics as well as industrial relations. Melbourne school of business is another stakeholder. It is located in Australia and it ranked as one of the top best colleges that offer MBA according to financial times. It is a stakeholder in the sense that is offers some programs in conjunction with Merged School of Business. It is a merger with the management graduate school at the Merged School of Business. The graduate school of business of Stanford is another stakeholder. Its main role is to offer a competitive advantage. This is because the quality of education it offers gives a greater opportunity to the students. It also provides an advantage to the Merged School of Business in that the quality of education it offers in its programs is one of the best worldwide. Also it offers students with an opportunity to specialize in different areas in business careers. The HR challenges and issues involved in this merger As a result of the merger between the two main stakeholders, it is apparent that a number of human resource management issues and challenges became evident. From the case study, it can be noted that there is the challenge of competency and skills (Snell and Dean, 1992). Evidently the staff of the sandstone university highly qualified. It is very clear that 90 per cent of them hold a PhD and they perceive themselves as research oriented academics. For them both the academic qualifications as well as publications are highly regarded over having practical experience as well as teaching ability. The university is at an advent age having highly qualified personnel to enhance their brand image but the lack of experience as well as the teaching capability is a big draw back to the sandstone university as it will not be able to maintain a competitive advantage in the global market (Snell and Dean, 1992). This is as a result of generation of young adults who are not competitive enough in the job market since their teachers had no ability to give them the right knowledge deemed right for competition. The Red Rick’s institute of technology on the other hand, has less qualified personnel. Evidently only 40 per cent of their staffs have attained a Ph. D. this is a big challenge to the function of human resource management as it does not build the brand image of the institution for it to maintain its position in the global market. As a result of this it could be less competitive. Moreover, the Sandstone’s staffs are generally regarded as being too theoretical and divorced from the needs of business and due to this reason the success of the university could be put at stake. Unlike the sandstone universities, Red brick’s Institute of technology has highly experienced staff. In addition they take pleasure in the reputation for teaching excellence. Furthermore, they always aim at putting their students at a better position to compete in the global market of the ever changing business world. Another problem is poor planning especially for the sandstone university. The School of Economics taught economic theory, economic geography, economic history, statistics, mathematical economics, labour economics and industrial relations. These are courses that have no market in the global market. As indicated in the case study, the demand for these courses by the university has greatly reduced and this could threaten the existence of the school of economics. Apparently, it is clear that Students, government and local businesses have been pressuring the School to introduce more business oriented subjects into the curriculum. This is can be predicted to be as a result of reduced competitive advantage of the personnel generated from this school (Marchington and Gemgulis, 2000). The Red brick’s institute of technology offers courses such as finance, marketing and human resource management. Evidently their students have been on a high demand. This is due to the fact that their courses have proved highly popular with students and the local business community. Due to this variance it is evident that the human resource function of planning is not effectively put into use in the sandstone university’s school of economics. Apparently, there is also the problem of poor employee motivation in both the Sandstone University as well as the Red brick’s institute of technology. According to studies, the human resource function of employee management and motivation upgrades the employee capabilities, knowledge, ability as well as skills (Purcell et al, 2003). Evidently, employee motivation is done to ensure that the employees give their all to ensure production (Purcell et al, 2003). From the case study, it is apparent that the staffs of the Red brick’s Institute of Technology, only 20 percent of them have employment tenure. In addition, less than 50 per cent of their staffs are members of the right-wing Australian University Teachers Union which is a bitter rival of the Tertiary Academics Union. On the other hand, the staffs of the Sandstone University, a whole 85 per cent have employment tenure. As a result of the merger, it is evident that the Sandstone University employees feel they will lack the required job security, academic standards, research output and prestige within the community. Besides, employing less staff and having a lot of students also demotivates the employee (Purcell et al, 2003). From the case study, Red brick’s Institute of Technology has 28 staffs. The 28 staffs attend to 1000 full-time and part-time mature students. It is apparent from this estimates that there is ample time for the student and the teacher. Is therefore indicates that the teachers are overworked since they have to make sure that they devote time to each student (Marchington and Gemgulis, 2000). At the end of the day, the teachers feel exhausted and as a result they do not give their all to ensure the success of the institution (Pfeffer, 1995). The Red brick Institute of Technology do not reward its employees on the basis of cost and performance to encourage their active participation to work towards the realization of the goals and objectives of the institution (Pfeffer, 1995). According to studies in the near past, employee attraction and retention has become increasingly of paramount in building the capabilities of the organization to make sure they have a sustained competitiveness (Snell and Dean, 1992; Purcell et al, 2003). From the case study, this is a human resource management issue. Both the Sandstone University as well as the Red brick’s Institute of Technology does not practice employee attraction and retention. It is evident that no such practices such as employing employment systems to ensure they attract and maintain their employees who are seen as a unique resource to the success of many organizations (Purcell et al, 2003). It is evident that the institutions do not apply the human resource management function to help them select the most competent and skilful people (Snell and Dean, 1992). It is for this reason that the Sandstone University has highly qualified personnel to enhance their brand image but lacks staff with experience as well as the teaching capability to maintain their competiveness and sustainability in the market. Red brick’s institute of technology on the other hand, has less qualified personnel but highly experienced staff. Such staffs are not knowledgeable and competent to enhance the success of the institutions. Furthermore, Sandstone University as well as the Red brick’s Institute of Technology needs to employ such measures as psychological as well as education in the recruitment process to ensure that both institutions hire the most competent people they require to realize sustainable competitiveness (Barney, 1991). Logical and practical recommendations/ solutions to overcome the above named human resource management challenges and issues In order to ensure that the organization or institution is successful and that they are able to maintain competitiveness among its competitors in the global market, the institutions have to ensure that they implement an effective human resource management (Marchington and Gemgulis, 2000). According to studies, an effective human resource management is one that takes into consideration the human resources who form the main firm’s knowledge base (Marchington and Gemgulis, 2000). In our case the Sandstone University as well as the Red brick’s Institute of Technology needs to adopt effective employee motivational approaches. Employee motivation is defined as the influence that enhances the employees to work towards achieving the goals and objectives of the institutions (Guthrie, 2001). Employee motivation is done through ensuring that the employee needs are met. This way the employees feel motivated and as a result they complete the tasks assigned to them effectively (Guest, 1997). It is apparent that the needs and each person are very different and hence it is recommended that the Red brick’s Institute of Technology and the Sandstone University utilizes different motivational tools to enhance their staff to put in the necessitated efforts to increase the productivity of the organizations (Guest, 1997). Motivational tools include organizing seminars and training programs to ensure that their employees have the right skills for effective production (Huselid, 1995, Guthrie, 2001). Through the training the staff‘s capabilities, knowledge, ability as well as skills. In return, the educational institutions will generate highly competent workers who are in high demand in the wider market (Guest, 1997). Moreover, the Red brick’s Institute of Technology and the Sandstone University can motivate their staffs by improving their compensation package; this includes salary increments, end of year bonuses, and the provision of flexible working hours (Fernie and Metcalf, 1995). Past researches indicate that improving the compensation package and enhancing the institutions reward system not only motivates the employees but also affects job satisfaction since the employees feel more contended and comfortable. It is evident that rewards enhance motivation mainly through the apparent value of the packages as well as their contingency on performance (Fernie and Metcalf, 1995). An effective motivational approach will contributes significantly to the Red brick’s Institute of Technology and the Sandstone University’s sustainability. By ensuring that the employees are not overworked through employing more teachers, improved production will be noted in the two schools (Fernie and Metcalf, 1995). To address the problem of competency and skills, it is recommended that the Red brick’s Institute of Technology as well as the Sandstone University employs the right measures when selecting their employees (Barney, 1991). To achieve this, the two educational institutions need to reconsider their organization structure, practices as well as employment systems to ensure they attract and maintain their employees who are seen as a unique resource to the success of many organizations (Boxall and Steenveld, 1999). In addition, it is barely possible to attain a competitive advantage within the schools without considering the human resources who form the main firm’s knowledge base. Therefore, the Institute of Technology as well as the Sandstone University needs to ensure an effective staff recruitment (Boxall and Steenveld, 1999). They need to apply the human resource function to help them select the most competent and skilful people (Boxall and Steenveld, 1999). Furthermore, the institutions need to employ such measures as psychological as well as education in the recruitment process to ensure that they hire the most competent people they require to realize sustainable competitiveness and to generate people who are in a high demand in the wider market (Fernie and Metcalf, 1995). In the interview the Institute of Technology as well as the Sandstone University should aim at knowing what the employees expects of them as well as make it clear to the employee what the schools expects of them so as to enhance the understanding of the goals and objectives (Fernie and Metcalf, 1995). In addition, they have to ensure that they select both qualified and employees who have a lot of experience. This will see the two educational institutions being very successful and remaining competitive in the global market (Boxall and Steenveld, 1999). Evident from past researches, employee attraction and retention is a very vital aspect of the human resource management (Paauwe, 2009). This is due to the fact that it ensures the sustainability of the organizations as well their competitiveness in the global market. Apparently the Institute of Technology and the Sandstone University can ensure employee attraction and retention through training their employees to improve their capabilities, skills, knowledge and abilities (Paauwe, 2009). Moreover, employee retention and attraction can be achieved through employee motivation. Therefore the two educational institutions are encouraged to ensure that they adopt such strategies and tools as increased employee package and rewards, promotions and holidays for their employees. It is anticipated that if all this are effectively put into practice then the institutions will be at an advantage (Becker and Gerhart, 1996). This is due to the fact that the employees will be contended and they will feel appreciated as their needs are realized. As a result the institutions will remain competitive and sustainable (Becker and Gerhart, 1996). The Institute of Technology as well as the Sandstone University will also ensure that they do not lose long term capabilities by adopting employee retention and attraction. Poor human resource management planning is yet another issue that the Institute of Technology as well as the Sandstone University needs to adopt models and strategies to address (Boxall, 1998). Though a task that takes time and thought, creating an effective human resource plan is not an onerous task. Effective human resource management plan is anticipated to help the Institute of Technology and the Sandstone University in decision making. In addition it will help the organizations the fields within the schools that require additional staff as well as the positions that require specific skills so as they can plan on how to recruit more employees and the kinds of training programs they need to adopt (Boxall, P. 1998). The institutions can ensure an effective human resource planning by adopting the right demand models that focuses on understanding what the employees expects of them and ensuring that the employees comprehensively understand what the organization requires from them. Furthermore, the Institute of Technology as well as the Sandstone University should ensure that they put in place corrective and monitoring action processes (Fernie and Metcalf, 1995). This will ensure that the operations of the organization are running as expected and in case of mishaps, corrections are done to ensure that the schools maintain their sustainability and competitiveness (Huselid, 1995). Besides, the Institute of Technology and the Sandstone University should ensure they have a comprehensive data on the employees as well as the external labour market. This can be done through ensuring checks to ensure their employees are up to date (Paauwe, 2009). Through this checks they will be able to determine the kind of training programs and seminars that will enhance their staffs capabilities, knowledge and skills (Fernie and Metcalf, 1995; Guest, 1997). According to scholars, the human resources are the most important aspect to the success of the organization. Hence both the Institute of Technology as well as the Sandstone University will be no exception if they adopt a good human resource management plan to ensure that appropriate techniques are employed and that the decision making process is right (Guest, 1997). Evidently, effective human resource planning also enhances employee retention and attraction through the planning of trainings and seminars (Fernie and Metcalf, 1995). Conclusion The essay has discussed human resource management. It has started with an introduction to human resource management. As defined, human resources is the name given to the function in an organization which entails recruitment of new employees as well as their management and the giving of direction for them to work towards the success of the organization. According to past research, the increased competition both globally and locally, necessitates that the organizations and institutions become more resilient, adaptable, customer focused as well as agile in order to succeed. For it to be successful, human resource management, ought to be driven with a comprehensive understanding of the bigger picture of the institution so as to be in a position to influence the policies as well as the key decisions. The essay has discussed the human resource aspect using the case study of the Merged School of Business. The key stakeholders identified are the Institute of Technology as well as the Sandstone University. As evident in the essay the several issues and challenges have been identified from the case study. They include; lack of employee motivation, lack of employee attraction and retention, poor human resource management planning and the problem of competency and skills. In order to address these problems a number of recommendations and solutions have been suggested. The Institute of Technology as well as the Sandstone University, has been advised to implement an effective human resource management. This is one that entails motivation of employees through rewards, retention and attraction of employees through training, effective selection of employees and ensuring effective planning by employing such models as monitoring and corrective approach. 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