Strategic Human Resource Management and Training at the Australian Property Institute - Case Study Example

HUMAN RESOURCE MANAGEMENT Name of Student Name and Number of Courses Name of Professor Date Introduction The paper aims at discussing strategic human resource management and training at Australian Property Institute. The paper discusses performance of employees and promotion with regard to human resource management. Human resource management is a key factor in ensuring success of any business organization. The department in most organizations is always aiming at employing qualified staff, training them to be maximum producers, rewarding their efforts while building good economic and social relationships. The main aim and roles of human resource management in any business is to search for new and recent ways of working and bringing changes to the companies. In Australia, human resource management has developed through the following four stages (Alan Mankervis, 2010); Stage 1 which started in 1900-1940 involved the evolution of welfare management and administration Stage 2 occurred during 1940-1970 and it involved welfare, administration, staffing and training personnel management in industrial relations. Stage 3 occurred during 1970-1990 and it involved human resource management and strategic human resource management. Stage 4 is the current model of strategic human resource management, which began in the year 2000 to date. The most important function of human resource department at Australian Property Institute is to ensure that workers are happy with effective rewards in order to deliver. Motivation of workers involves training and constant evaluation and rewarding them. According to Peter (Purcell, 2000), two dominant normative models are used in human resource management. They include the model of best fit and model of best practice. The paper further considers the source based views of firms as to whether they provide better development to human resource management. The paper discusses the essentials of instilling management of core values, goals within the organization. The paper analyzes internal and external factors affecting performance their rational value with regard to Porters model. The paper also provides solutions and recommendations to strategic human resource management and development through training. Organization structure of API Managing performance The performance of individual value is a means of punishing or retaining employees within this organization. It is important for an organization to constantly keep stock of its workforce and evaluate its performance for the following three important reasons. First, is to improve organizational performance through individual contribution. This should be an automatic process of the HR management. Secondly is by identifying various potentials and existing talents, empowering them and transferring individuals into job places where they can better be suited and perform better. The managers should provide equitable method of linking payment and assessment and this will help in reducing negative competition within the company. The human resource department should advice the top management on the principles and objectives of the evaluation system. They should develop a consistent method of communication and consultation system with both the employees and top managing officials. They should also assist in setting of goals, objectives, standards, and evaluation by defining targets. They should assist in explanation on how to quantify and agree on objectives (JF, 2002). Besides this, they should also help in eliminating complexity and duplication. The HR should also familiarize their employees on the various stages of evaluation to be carried place. They should also bring to attention the various rewards attained by achieving the companies goals after the evaluation process. The evaluation and process should win the confidence of the employees in order to attain good performance. Australian Property Institute has departments, which at most times cause distortion of information hence influencing the decisions made by the executives. Information in an organization can be organized in a process-based manner. The process-based manner ensures that the organization is viewed horizontally regardless of the departmental boundaries. In addition, intangible (making of decisions, leadership, and innovation) and tangible should be spread equally within the organization fraternity. All the information regarding the intangibles and tangibles should be properly analyzed and catalogued. The point of strategic critical processes identification and evaluation should be emphasized especially those affecting the development of these characteristics. Adoption of a balanced and objective-oriented way of identifying and implementing SCAs can lead decreased risks and increased results in an organization. The particular organization can begin with ensuring there is a proper organization of information (DeNiSi, 2006). Australian Property Institute culture creates standards of acceptable conduct and an understanding of the styles of operation. Leaders play a very important part in culture as they contribute greatly to the changing, directing and sustaining of a highly delivering organizational culture. Facilitation of a certain culture in an organization requires commitment (walking the talk) by linking policies and strategies to the day-to-day expectations and activities. A business strategy is generally a deployment of a business entity from its formulation stage, to implementation and finally follow-ups. It involves a process in tiers; subsequent in nature, and that relates an environment to an existing organizational variables. Employee training The Australian Property Institute does not offer training for support staff. For you to be a valuer within the organization, one must have attained a degree from the university. In addition to this, the valuer must attain 12 CPD (Current professional development) every year. For one to be an efficient valuer, one has to undergo rigorous training within the year, which should be both internal and external. Employee training is essential in ensuring that the employees are familiar with the organization’s goals, mission, and values. Many employers do not encourage external training for fear of competition and extra costs on their companies. It is therefore important that organizations provide their own systematic training within their own given timeline. Within the organization, the support staff is not offered any training. They are supposed to understand the valuation process in and out by watching their counterparts transact the business. However, formal training takes place for the support staff. OTEN (Open Training and Education Network) runs the valuation training in Australia. However, the organization has continually been changing the recruitment requirements (Soltani, 2004). This majorly aims at ensuring that the organization attains the best-qualified staff with the right qualifications. In some cases, they offer internship for university students then later employing them after advertising the courses. Depending on the nature of the business, it is essential to provide diversity training to the employees. Diversity is important since the current world brings different intercultural people together through interaction and socialization while conducting businesses within organizations. Provision of human relations within the workstations in the organization has helped many managers minimize conflicts and misunderstandings within the organization (Abu-Duleh, 2007). Safety training within the organization is also an essential tool that most employees should be possessing. Safety regulation, first aid, and quick responses to emergencies skills are important for employees within the organization. Sexual harassment training provides safety and security form many employees. Training of sexual harassment follows the guidelines of the company and the state laws that govern the work ethics and code of conduct in work places. When the above theoretical paradigms are properly understood and effectively beheld by the management team, then a multi approach dimension to leadership will be achieved. This approach will carry an integrated set of postulates that will be able to define an organization’s leadership competences. In as much as the organization shall have understood the fundamentals upon which the leadership modules are founded on, it would be most critical to be able to understand various models that can be employed to get the best out of any organization (DuBrin, 2004). This will be able to assist the managers in the event of executing their duties and in duty delegation. In specific, the models observed constitute:The AstraZeneca Capabilities of leadership: This model has been used often in the management based on performance. Moreover, managers use it in developmental and management planning. This is because they are viewed as key concerns of any leadership developmental programs. Therefore to fully arrive at a sound understanding of this model, the organization observes the following criteria; first it should clarify about a definite direction of strategy, be committed to the set tasks, and base their concerns on delivery. Secondly, they should establish proper relationships, forerun capacity building through the development of personnel, show a clear demonstration of individualized conviction and articulate through action based strategy, and finally building of self-awareness (Bolden et al., 2003). Performance based leadership is a model that an organization uses to be able to enhance business performance through set ideals of behaviors that relate. On this fact, the organization can be able to use the related behavior sets to recognize peer, pinpointing of developmental opportunities and establishing a survey based on the opinions of the employees. The core competences involved here include; achievement of top performances, a customer-based focus, capacity building, continual progressive build-up of individuals and integrated approach of executing duty (Arvonen & Ekvall, 1999). References Alan Mankervis, R. C. (2010). Strategy and Practices. Human Reosurce Management, vol 10 issue No 2 9-10. Arvonen, J. & Ekvall, G. (1999). Effective Leadership Style: Both Universal and Contingent? . Creativity and Innovation Management , 242-250. Bolden, R., Gosling, J., Marturano, A. & Dennison, P. (2003). A Review Of Leadership Theory And Competency Frameworks. Dunford Hill: Centre for Leadership Studies. DeNiSi, P. (2006). Performance Appraisal;Perfromance management and improving individual performance. Management organizational reviews, Vol 2 Issue 2 253-277. Dierdorff, E. (2008). If you Pay for skills will they learn. Journal of management, Vol 34 Issue No 4 721-743. DuBrin, A. J. (2004). Leadership: Research findings, Practice, and Skills (Fourth ed.). New York: Houghton Mifflin. JF, M. E. (2002). Moderators of Relationship between work-family conflit and career satisfaction. Academy of Mangement Review, Vol 45 Issue No 2 399-409. Purcell, P. B. (2000). Where have we come from and where are we going. Strategic Human Resource Management, Vol 2 Issue 2 183-203. Soltani, V. (2004). Contributions of individual employees versus level features . Total quality management, Vol 15 Issue No 8 1069-1091. Read More