Human Resource Management in a Business Context - Case Study Example

Name: Professor: Institution: Course: Date: TABLE OF CONTENTS 1.0: Introduction-------------------------------------------------------------------------------------------3 1.1: Overall Objectives ----------------------------------------------------------------------------------3 1.2: Evolution of Human Resource Management----------------------------------------------------3 1.3: Human Resource Development-------------------------------------------------------------------4 2.0: Training and Development Program-------------------------------------------------------------5 2.1: Training Needs Assessment----------------------------------------------------- 6 2.2: Types of Training------------------------------------------------------------------ 7 2.2.1: Staff Orientation ---------------------------------------------------------------- 7 2.2.2: On the Job Development -------------------------------------------------------- 7 2.2.3: Career Management ------------------------------------------------------------8 2.2.4: Management Development --------------------------------------------------- 11 3.0: Selection of Training -----------------------------------------------------------------------------11 3.1: Planning and Implementing the Programme ------------------------------------------------- 12 3.2: Evaluation of Training -------------------------------------------------------------------------- 12 Recommendation -------------------------------------------------------------------------------------- 12 Conclusion ---------------------------------------------------------------------------------------------- 13 References------------------------------------------------------------------------------------------------14 1.0 Introduction 1.1 Overall Objectives The overall objective of implementing a capacity building program for employees is to enhance their organizational skills and retain them by reducing the rate of employee’s turnover. This is part of the measures of enhancing staff capacities, so as effectively and efficiently perform their roles and functions for the Organization to achieve their goals and objectives. The objectives are; To establish what is Human Resource Management To establish the evolution of Human Resource Management To determine the key steps in Human Resource Development To design a training and development program To identify the importance of training to both the personnel and Organization To determine the limitations and benefits of Human Resource Development 1.2 Evolution of Human Resource Management During the 1970’s when transfer of human skill to machine was in progress a lot of separation of human beings resulted as a consequence. A lot of philosophers then contributed ideas that resulted to managing people which is today referred to as Personnel Management. Personnel Management was initiated in Europe between 1960s and 1970s (Brewster, 2004). Some of the philosophies that have greatly contributed to the evolution are the Babylonian Civilization Philosophy which encouraged learning, Chinese civilization philosophy which encouraged principles of personnel Management, Egyptian Civilization Philosophy which came up with the job description, the Hebrew Philosophy initiated training as well as tasks delegation, the Roman Philosophy aided in solving Organizational problems, Biblical Philosophy which recognized all people as equal, Islamic Philosophy that initiated reward through remuneration for equal job to equal pay and finally Ancient Indian Philosophy which encouraged job recognition (Malhotra, 2006). During the end of the industrial revolution around the 18th Century there was a lot of labour abuse and employees faced a lot of job loss and poor working conditions while the Government never intervened. Inevitably as a result of the misery of the workers any trade unions that they formed were not recognized by the Government and they were reported as unknown and illegal (Brewster, 2004) FW Taylor later came up with the principles of management in 1878 (Gilbreth 2004) and H Gantt who introduced a payment of wages system referred to as Gantt chart and task and Bonus (Business Week 2004). There has been a lot of debate on whether Human Resource Management and Personnel Management are different. Some have argued that Human Resource Management is centered on resources while Personnel Management is centered on the workforce (Adiele 2009). Others argued in a different perspective emphasizing on Communication at work, employment terms, job satisfaction, training and development and employment benefits (Mahoney& Deckop 2006). However, Guest (2007) concept of argument was based on commitment by the employees, job adaptability and integration. The evolution has however continued to be interpreted differently in terms of behavioral and scientifically by a variety of authors. 1.3 Human Resource Development The definition of Human Resource Management has been defined into many models such as Decenzo and Robbins (2008) categorizes HRM into motivation, development, acquisition and maintenance. Brewster, (2004) identifies areas such as reward and work systems while others refer it to recruitment or selection and performance appraisal. All the different approaches and perspectives ultimately have contributed to a combination meaning the transformation of employee’s abilities, knowledge and Organization skills with the aim of motivating and inspiring the workers (Anthony 2005). “Human” refers to the worker or employee, “Resource” means that the laborer is viewed as important asset in a Company while “Management” implies to the strategic plan set for the workers Management (Anthony, 2005). 2.0 Training and Development Program Every Organization should recognize staff training and development as an integral part of its human resources capacity-building process (Alan 2007). In this regard Management should strive to build the capacity of the staff and enhance leadership capacity through training and facilitation at every stratum to operate effectively. Competent and well motivated human resource is the most important asset in an organization. In addition, staff members should be recognized as having a need, while in service, for continuing development of their technical skills and need to be involved in the development and improvement of the organization as a whole (Armstrong 2009). According to Armstrong (2009), the Management should ensure that the Programme Officers will assume overall responsibility for implementing a staff training program that will serve the needs of the organization in the best way possible. The Company should provide its staff with access to training programs based on employee development needs. The rationale for providing training is: (a) To ensure that staff have the skills that will enable them to perform their duties and carry out their responsibilities in the most efficient and effective manner. (b) To enable staff keep abreast with current thinking and new directions in their line of technical and professional expertise. (c) To develop common shared values and team spirit among all staff. Towards the above objectives, Management will provide training opportunities and awareness for training and development to employees. The organization will endeavour to ensure that each employee attends training at least once every calendar year subject to availability of funds. In pursuit of these training and development policies, management shall develop and implement an organization funded staff training and development programme comprising of the following: Orientation and induction programme On the job development Self development Staff training through external programmes Management development 2.1 Training Needs Assessments Needs assessment will be conducted mainly through performance appraisal and the normal supervisory interactions to determine training and development needs and suitable interventions (Adiele 2009). The needs assessment will be conducted by first carrying out a gap analysis to determine the current and desired situation of knowledge, skills and ability. Secondly identify the priorities and importance of activities, evaluate the performance problems and propose solution to the problems. Every effort will be made to ensure that proposed training and development programmes meet either specific short term or long term needs of Management staff and their career development (Adiele 2009). Annually, the supervisors and staff will meet and discuss training needs. Training needs will be based on the results of performance appraisals and proposed plan of action for ensuing year. Training courses should be relevant to the goals and objectives of Management. The organization will put in place mechanisms for assessing training needs. The assessments will focus on the actual and anticipated needs both of Management and individual staff. The outcome of the assessment will be used to develop training plans and budgets. Availability of training funds in the budget line will be ascertained before sponsoring staff on any training course or conducting In-house training. 2.2 Types of Training 2.2.1 Staff Orientation When new staff is recruited, an orientation programme will be drawn up by the immediate supervisor and Head of units in consultation with the HRM and the Managing Director. The purpose of induction and orientation will be to provide new staff with suitable information to create an understanding of the history, vision, mission, core values and objectives (Nankervis et al, 2008). Orientation helps the new employees to adopt the existing culture without much stress of a new environment and indirect costs associated with training are eliminated. The employees also get confidence and develop a positive attitude towards work. Manager’s time is also saved from answering questions asked by new employees. Orientation involves the general Company working conditions such as personnel matters on compensation and description of the employees’ roles, responsibilities and Company policies (Nankervis et al, 2008). The orientation programme for senior staff will include a period of familiarization in the various activities within departments and/or projects outside the office premises in order to gain insight into the operations of the organization as well as introducing them to Management’s key partners and donors. A mentor or experienced employee will be used to relieve the new employees from anxiety. Only the important and specific issues will be addressed to minimize boredom and giving too much data and information to the employees which can be overwhelming (Gilbreth 2011). 2.2.2 On-the-job Development On the job development is a very important element to the staff member’s growth and development. All program officers have a duty and responsibility to assist in the on-the-job development of all staff under them. This type of training can be carried out by availing the human resource policy manuals, job descriptions, other policy manuals and documents that are relevant to Management as an organization to the staff to read, understand and appreciate (Armstrong 2009) By Interaction between senior and junior staff throughout an assignment by coaching, consulting, critiquing, evaluation, leading by example etc in order to improve the skills and competencies of the staff being coached. This method is beneficial in that its cost effective, well suited for small groups and the job gets done immediately. It has however has draw backs for instance the trainee may adapt bad habits and if there is no program set the job may be incomplete and assignments inconsistent. Finally review and evaluation at periodic times of the performance of staff through appraisal and counseling interviews to manage the growth and development (McLagan &Patricia 2009). It should be the policy of Management to encourage staff to pursue on the job development activities on a personal basis or through the organization. Employees should be motivated in order to encourage them to be willing to learn and apply skills from different a staff which enhances multitasking. Management will encourage its employees to be literate, keep up with the ever changing environment – Physical, social, economical and political. However, staff will also be encouraged to take own initiates on development such as active participation in professional organizations relevant to nature of work/profession, reading relevant current professional literature, participating and presenting papers in conferences, seminars and workshops. On the job development will also be considered to allow an employee initiate the training they mostly desire (Guest 2007). Self development allows employees to re-discover their potentials, view life differently from a different perspective, reestablish themselves and balance their daily schedule of activities (Adiele 2009). 2.2.3 Career Management Programme This is formal training, which just like self and on the job development is very important element to the success of the Company’s operational and survival. Guest (2007) describes career development as having no boundary and employees should have no limits to achieve their objectives and goals. Employees will be encouraged and supported to pursue external training, including exams, relevant to their areas of specialization. These external training programs will be based on results of staff performance evaluations and training needs assessments, and must, as a rule, be such as are expected to contribute to enhanced productivity at work. However, such training programmes shall be subject to availability of funds. Career development can be developed through the social network of coachers and mentors. Mentors are described as role models whom others look up to and follow their behavior through observation. They can be a former workmate, a teacher, a guru or an influential person in the society. They play a vital role in providing advice on how an Organization works, mentor on career advice and any other job related advice. Mentoring is categorized into psychosocial and career functions. Nankervis (2008) defined psychosocial functions as creation of identity and competence of the mentee while a career function involves future career development. Mentoring programs are known for their early career development, development of Management level managers and the output of well talented staff. Coaching is defined as allowing individuals to face their own roles and responsibilities. This ensures that they achieve their goals and improve on their job performance which trickles down to the Organization (Werner& Desimone, 2009). Social networks involves connection with a group of different experts with deferring careers who support an individual with various aspects of information such as job opportunities, job performance, career progression, business ideas, job promotion and income generation ( Werner& Desimone, 2009). However, through research in USA by Ibarra (2002) and Burke et al., (2005) established that men social network involved career development while women concentrated on social support 2.2.4 Management Development In order to increase the effectiveness of Management, the Managing Director in consultation with the Management Team will initiate management development programmes for existing and potential managerial staff (Smart Manager 2011). This may involve formal training, secondments or exchange, and special development programmes. Though majority of Managers bring in talent from their former employers they are motivated when the Company invests in their Career development and hence they become loyal to the firm. The Management programme initial cost is very expensive but it has long term benefits. The Managers even work overtime without pay and are willing to mentor new employees. Rapidly the process pays off with creation of team work which increases the Organisation talents, growth, efficiency, progress and profitability. Such development programmes will only be considered where it is directly beneficial to the functions and needs of the Management (Smart Manager 2011). 3.0 Selection of Training Management will encourage employees to attend various types of training aimed at equipping and improving knowledge, skills and attitudes. For this purpose, staff training will involve the three types of training and development that shall form a policy. These are (a) Short Courses, (b) Medium term courses, and (c) Long term courses Short Courses a) External Training This type of training will include short courses of up to three (3) months on various aspects of organizational development, organizational and human resource development. Each year the Managing Director and the HRM will share information on training from various organizations and consult with Heads of units. The Management will nominate staff and approve short courses. b) In-house Training In this type of training, the Managing Director and the HRM will obtain and circulate information of available course that are appropriate for the staff. The in-house courses will strive to respond to training needs that are common to staff. A training agency may be identified and requested to submit a training programme outlining objectives, contents, resource persons, cost and any other relevant information. c) Medium term courses These are training courses of between 3 months and 1 year. They could be part time or full time. The Board will approve medium term courses. d) Long Courses These are training courses lasting between 1 and 5 years. They could be part time or full time. The request for this type of courses should be channelled through the Head of Units to the Managing Director who will table the request to the Board of Directors for approval. Communication between employees and the immediate supervisor and the Managing Director on issues of career development and training are a mutual responsibility. The selection of suitable training shall be done mutually by the staff and immediate supervisor and must closely relate to their jobs. Recommendations for training shall be submitted to the Management Team who shall review and endorse within approved training budget. 3.1 Planning and Implementing the Training Programme It is critical that planning of training is conducted in a manner that will not disrupt day to day work. This involves determining the budget for the training, timing of the training, source of funding, the trainer, re-scheduling work, appropriate release and administrative procedures, justification of training, expected output and objectives (Anthony 2005). The above training programme especially on the job development ensures that time is not wasted and new staff orientation also maximizes the available experienced staff. 3.2 Evaluation of Training The effectiveness of training should be monitored and assessed to determine the extent to which the training objectives have been achieved. There are generally four kinds of training evaluation namely outcome, formative, impact and process (Armstrong 2009). Process evaluation involves receiving feedback information on training while formative evaluation ensures the needs of the employees are met. Impact evaluates the effects of the training on achievement of goals while outcome determines whether the results desired in application of new skills have been met. Evaluation shall be carried out by the HRM department in collaboration with department heads. Short term evaluation will consist of staff appraisal while long term evaluation will be conducted by a hired consultant especially for the Management positions which are crucial. Evaluation can be either quantitative through experiments or qualitative carried out through interviews or team work groups. Process evaluation will be used to answer the question what has been done? `Mainly it will focus on producing results by following procedures. It will take place during training and monitoring at the end of the event. Process evaluation is the most common used method by consultants and trainers (Armstrong 2009). Recommendation Some of the benefits that will accrue from the above training program are customer satisfaction, employee motivation through increased job satisfaction, reduction of employee turnover, improved innovation, efficiency in carrying out processes which improves productivity, the Company image is enhanced, adoption of new technologies and enhanced risk Management. Though training is a long term asset to the Company it’s very expensive to sponsor and train staff with a constraint budget. The already trained staff may progress their career and move to other firms leaving behind a vacant gap that will take time to fill. In addition a lot of time may be spent on training affecting the day to day activities. However in the long run the benefits are more beneficial than the drawbacks and therefore a training programme is essential for any firm willing to maximize its profits in the long- run and achieve set Company goals and objectives. Conclusion The reason behind employee training and development is part of the employee professional development and Organizations should ensure that a policy is deduced for consistency, while implementation and evaluation follow up is up to date. The programme in essence will depend on the availability of funds and resources though a well laid down budget. The above programme consists of cost effective methods that cannot lead a firm into financial crisis. This will improve innovation because the world of business and the daily changing technology. REFERENCES Alan (2007) “Human Resource Management in a Business Context” Retrieved on 3rd May 2011 from http://www.hrmguide.co.uk/buscon2.htm Armstrong M (2009) Armstrong’s handbook of human resource management practice: British Library Cataloguing-in-Publication Data, London http://www.murshed.khanhouse.org/education/Armstrongs_Handbook_of_Human_Resource_Management.pdf Anthony, R (2005), Planning and Control Systems: A Framework for Analysis Brewster, C (2004) "Towards a 'European' model of human resource management” Business Week (2004), Milestones of Management, Retrieved on 3rd May 2011 from http://mgv.mim.edu.my/mmr/9906/990603.Htm Gilbreth, B (2011). Motion study: NY Guest, D (2007) "Human resource management and Industrial Relations” Nankervis, ( 2010) Human resource management : strategy and practice Mahoney, T & Deckop, J R (2006) "Evolution of concept and practice in human resource management” McLagan, Patricia A., (2009) "Models for HRD Practice." Training and Development Journal, Smart Manager (2011) “The importance of a successful new employee Orientation Programme” Retrieved on 4th May 2011 from http://www.smartmanager.com Robert H & Mitchell E. Kusy, J. (2011) Development of Needs Assessment part 1 Adiele ( 2009). “Importance of Training and Development in a firm”Retrieved on 4th May 2011 from www Groundreport.com “Importance of Management Development” Retrieved on 4th April 2011 from http://www.articlesbase.com/leadership-articles/importance-of-management-development- Read More