The City of Southbridge Local Government Authoritys HRM - Case Study Example

Human Resource Management Name Course Name and Code Instructor’s Name Date Executive Summary Strategic HRM is the process of linking the human resource function with the strategic objective of an organization in order to improve its performance. The City of Southbridge has an almost redundant HRM department that must be reformed and transformed to SHRM for it to function effectively. The department’s recruiting processes are not up to standard where employees within the department were derived from other organization sections having little understanding of HRM activities. The department was being run as a support function rather than a strategic function. This report discusses the roles of the HRM department and the significance of implementing a strategic HRM within the City of Southbridge is discussed. The recruitment and career development programs must be established in order for the department to function effectively. Table of Contents Executive Summary 2 Table of Contents 3 Introduction 4 Discussion 5 Findings 5 Analysis 6 Roles of the HRM 6 The importance of SHRM 7 HRM Changes for the City of Southbridge 8 Conclusion 9 Recommendations 9 References 10 Introduction Organizations and companies function successfully depending on the relationship of operational and performance strategies at different levels. The human resource management policies together with practices of an organization must be in line or fit with its strategy from its point of competitive environment and with its immediate business conditions that faces it. Strategic human resource management is the process of linking the human resource function with the strategic objective of an organization in order to improve its performance (Bratton, 2010). It defines the organization’s intentions and plans on how its business goals and objectives will be achieved through people. In this regard it is based on the human capital; people who are tasked with implementing the strategic plan, and the systematic approach that should be used in defining where the organization should go and how it should get there. The City of Southbridge Local Government Authority is faced with myriad HRM shortcomings that demand for apt restructuring and integration to strategic human resource management (Nel et al., 2012). This report is purposed with discussing the role of City of Southbridge Local Government Authority’s human resource department. The report will also provide a clear understanding as to why the local authority needs to come up with and implement a strategic approach to its human resource management. Accordingly, the report will identify potential areas that must be reformed for the HR function to be strategic. The researcher used qualitative method in collecting data. First, the researcher extensively reviewed the HR documentations within the company in order to establish its HRM background information. Similarly, he interviewed all the 21 HR department employees in order to gain an inherent understanding as to how the department operated (Nel et al., 2012). Consequently, he also interviewed all senior managers from other departments across the organization. Discussion Findings HR department at City of Southbridge local government authority was only meant for transactional functions and administration where the payroll and recruitment being the major subsections of the department (Nel et al., 2012). Entirely, the HR department was perceived and understood as a support function; senior managers and their subordinates alike could not fully comprehend what was really expected of the HR department in the organization (Nel et al., 2012). The researcher also established that the HR department had never been involved in strategic planning and in fact the former HR-Manager Mr. Howard, although an effective administrator he neither knew nor understood what strategic planning was all about (Nel et al., 2012). The department had no evidence of strategic planning and it seemed none of the HR department’s employees had a clear understanding of what strategic planning was and how it would effectively improve the functioning of the department (Nel et al., 2012). Critical to note, through interviews of the HR staff, Mr. Brian concluded that none of them was equipped with relevant HR qualifications or even was a member of related professional association. Most of them were recruited from administrative background that initially came to HR in low support jobs and worked their way out over the years to more senior roles. In the same line of discussion, the organization’s CEO also noted that HR depart ought to work better in order to keep the organization out of trouble particularly in matters of employment (Nel et al., 2012). There were concerns about how the HR department was being run within the organization; the CEO wondered if at all, the department was efficient in delivering its duties depending on its size and cost. Following this discovery, it is evident that the department undergoes through a significant reform process in order to make it more strategic (Nel et al., 2012). Analysis Roles of the HRM The above findings evidently show that the City of Southbridge local government authority HR department does not exercise its roles as a HR department is supposed to. The basic roles of any HR department include managing the recruitment, selection, and the final employment of employees (Dainty & Loosemore, 2013). Accordingly, the latter is tasked with coordinating employee benefits and coming up with viable employee training and development plans and strategies (Trevor et al., 2009). It is also important to note that HR professionals are regarded as consultants and hence they are not required to work as an independent business function; in essence, they obliged to advice managers on several issues that affect employees and come up with different strategies that will aid the organization in accomplishing its business objectives (Mayrhofer, et al., 2013). Across the organization and at all levels, managers and HR professionals must collaborate in developing the employee’s skills; for this matter the HR professionals advise managers and supervisors on how to assign different roles to different employees thus making it easier and simple for the organization to adapt to any changes within its environment (Dainty & Loosemore, 2013). For example, flexible organizations allow the shifting of employees to different business functions depending on the firm’s business priorities and employee preferences. HR department and professionals within any firm must come up with or suggest strategies that aim to increase employee commitment to the organization (Mayrhofer, et al., 2013). For instance, they use recruitment process to match employees with the right management level with regard to their qualifications (Price, 2011). Capacity building is another key role that the HR department and professionals are tasked with; in this regard they are required to help the organization develop a competitive advantage in order for it to offer unique services and goods to its customers (Schuler & Jackson, 2008). For instance, the HR department must strive to recruit and hire talents and make sure these talents are kept and maintained for a longer period. The importance of SHRM City of Southbridge must integrate there HRM to SHRM in order to effectively and efficiently deliver their services to their customers. Strategic HRM is vital for high performance management that is significant improving the organization’s performance through its people in areas like productivity, levels of customer service, quality, profits, growth and delivery of increased value to shareholders (Schuler & Jackson, 2008). High performance management practices involves the rigorous recruitment and selection methods coupled with extensive and pertinent training and management activities, incentive pay systems and performance management processes (Price, 2011). High performance management also includes sharing of information across the organization, clear job design, high-level participation processes, monitoring employee attitudes, and properly functioning grievance procedures (Trevor et al., 2009). Similarly, high-performance management stipulates clear promotion and compensation systems, which recognizes and reward high performing employees (Cooper & Burke, 2011). When the City of Southbridge local government authority implements SHRM, the organization will have a high-commitment management (Armstrong, 2011). This is a form of management that is focused on eliciting a commitment where behaviour is primarily self-regulated rather than being monitored and controlled by external pressures to the individual, sanctions, and relations within the company based on high levels of trust (Price, 2011). High-commitment management is characterized by development of career system that strongly emphasizes on trainability and commitment as the valued traits of employees across the organization and at all levels. Furthermore, it demands for high level of functional flexibility thus moving away from rigid job descriptions (Cooper & Burke, 2011). High-commitment management also potentially decreases hierarchies thus ending the status differentials within the company. Finally, the high-commitment management relies heavily on team structure for disseminating information, teamwork, and problem solving. HRM Changes for the City of Southbridge The discussion above it is evident that strategic HRM improves and increases performance in terms of quality, efficiency, commitment and the entire management of an organization. High-performance management is a recipe for success for any company (Fottler, et al, 2010). In this regard, the City of Southbridge must change or improve their recruitment, selection and hiring procedures. In this regard, during recruitment, the organization must target individuals with necessary qualifications and talents (ABUQAYYAS, 2011). After recruitment, the new employees must be subjected to extensive and pertinent training to equip them with the necessary skills. Accordingly, sharing of information across the organization and at all levels should be encouraged in order to increase the performance of the firm (Fottler, et al, 2010). The department must also transform its management style to a high-commitment management one where employees are trained on how to be committed to their duties thus being autonomous rather than being controlled. Consequently, they should be trained on how to be flexible, encourage teamwork, and decrease hierarchies within the organization. Conclusion The City of Southbridge local government authority’s HRM department was perceived to be tasked with supportive function dealing only with recruitment and payroll activities. These are basic roles of the HRM department in any organization. The department must clearly know its functions and act accordingly in order for the organization to fully execute its mandate of serving people. Accordingly, the department ought to transform from just being a supportive function within the organization to a strategic entity thus helping in linking the company’s activities with its objectives. Strategic HRM will compel the firm to have a high-performance and high commitment management systems that are vital in ensuring the success of the organization. Significantly important, the organization must reform its recruitment section to make sure that employment is based on qualifications in the specified profession. Recommendations Strategic HRM implementation at the City of Southbridge local government authority will transform the HR department from being a supportive department to a more strategic one. The department will become effective and efficient in its operations. The organization must effectively employ new HR department staffs who are competent to handle HR matters professionally. References ABUQAYYAS, A. (2011) Strategic Human Resource Management (SHRM). Retrieved on 21/07/2013, from: http://ituarabic.org/hresources/15thHRMeeting/Documents/Doc13-Strategic%20human%20resource%20management%20%20%20ABUQAYYAS.pdf Armstrong, M., (2011) Armstrong's Handbook of Strategic Human Resource Management Bratton, J. (2010) Strategic human resource management. Retrieved on 21/07/2013, from: http://www.palgrave.com/business/brattonandgold/docs/bgcha02.pdf Cascio W. F., Boudreau, J. W., (2012). Short Introduction to Strategic Human Resource Management Cooper, C., L., and Burke R. J. (2011) Human Resource Management in Small Business: Achieving Peak Performance. Northampton: Edward Elgar Publishing Dainty A., and Loosemore, M., (2013) Human Resource Management in Construction Projects. London: Routledge Fottler M. D., Khatri N., Savage, G. T. (2010) Strategic Human Resource Management in Health Care. Massachusetts: Emerald Group Publishing Mayrhofer, W., Brewster, C., and Morley M., (2013) HRM in Europe. New York: Routledge Nel, P, Werner, A, Du Plessis, A, Fazey, M, Erwee, R, Pillay, S, MacKinnon, BH, Millet, B & Wordsworth, R (2012) Human resource management in Australia and New Zealand, Oxford University Press, Melbourne, Australia. Price, A., (2011) Human Resource Management. London: Cengage Learning Schuler R. S., and Jackson, S. E. (2008). Strategic Human Resource Management 2nd Ed. Washington: John Willey & Sons Trevor L. A, Ristow A., Pearse N. J., and Ristow, L., (2009) Human Resource Management. New York: Juta and Company Ltd   Read More