Increased importance of human resource management is associated with health care organizational activities and operation. In particular, legal and ethical issues, safety and welfare of employees, and motivation and support initiatives are vital for enhancing collaboration and enriching organizational culture.
Due to the increased diversity of cultural backgrounds of both patients and employee, the human resource managers should pay closer attention to the influence of globalization and technology on healthcare delivery and teamwork training, leading to higher quality of patient care.
Because employees constitute the most valuable asset of an organization, managers should be concerned with their productivity and performance. In order to developed a well-organized and effective workforce, the human resource department should provide constant improvement in such areas as job analysis and recruitment, legal and ethical management framework, healthcare career promotion, distribution of employee benefits, motivation and support, and future trends in employees’ development.
The partnership between HR department and management is unique in the field of health care because the majority of healthcare organizations are premised on a dual managerial structure of health services managers and clinical managers who are responsible for monitoring two groups of employees with various responsibilities and training needs (Niles, 2012). For instance, clinical managers are more experience in training specific clinical area whereas health service managers are focused on specific requirements.
Regardless of levels of organization, employees should adhere to the ethical and legal standards accepted in healthcare industry. The legal issues should be established between the healthcare institution and the consumer, namely healthcare professional and provider.
Ethical codes of conduct should also be developed to cope with ethical dilemmas and conflict situations in the most efficient way (Niles, 2012). State and federal laws have been implemented to protect both patient and healthcare provider and, therefore, legislature is foundational in dealing with safety and welfare of the stakeholders. In this respect, the role of HR manager consists in introducing efficient standards that would allow them to enhance the cultural environment in an organization.
Job analysis and design is another important responsibility that HR managers should uphold to sustain motivation and enhance support for the employees. In fact, job design implies development of a set of duties, tasks, and responsibilities that employees should accomplish. In case, employees face misconception in terms of the requirements, they overall organizational framework might fail (Niles, 2012). Therefore, strict distribution of responsibilities is indispensible for sustain performance and establishing control.
Within the content of recruitment and motivation, HR managers should be endowed with efficient problem solving and decision-making skills (Muller et al., 2006). Problem solving is concerned with providing solutions to specific situations. Decision making is also important for managers to implement proactive facets of management (Muller et al., 2006). Project management is another functional dimension that focuses on development of multi-stage accomplishment of specific assignments.
In conclusion, HR practices are vital for arranging tasks, responsibilities, and performance of employees. The role of HR managers in healthcare industry is confined to managing safety and legal issues, ensuring efficient performance, and developing problem solving and decision-making skills.
Job analysis and design is among the priority for HR managers working healthcare environment. Employees should be worked out specific strategies for enriching organizational culture. Due to the fact that employee performance depends on the ethical environment as well, the human resource managers should introduce efficient ethical codes.
References
Muller, M., Jooste, K., & Bezuidenhout, M. (2006). Health Care Service Management. US: Juta and Company Ltd.
Niles, N. J. (2012). Basic Concept of Health Care Human Resource Management. US: Jones & Bartlett Publishers.
Human Resources Management (HRM) comprises of a set of functions in any organization that engages in recruitment, and managing and providing guidance for employees in the organization.
Most Human Resources Management functions are carried out by the HR department as well as by supervisors and managers. HRM is the part of the organization’s functioning that looks into matters associated with people in the context of organizational development, employee motivation, performance management systems, recruitment, emoluments, training and administration.
Since HRM is directly related with performing functions relating to workers, it has to coordinate with trade unions in creating an environment of harmony and mutual cooperation that results in maximizing profitability as well as in improving employee welfare. This paper critically evaluates the future role of trade unions in representing the interests of workers in the modern workplace.
Introduction
Human Resources Management (HRM) comprises of a set of functions in any organization that engages in recruitment, and managing and providing guidance for employees in the organization.
Most Human Resources Management functions are carried out by the HR department as well as by supervisors and managers. HRM is the part of the organization’s functioning that looks into matters associated with people in the context of organizational development, employee motivation, performance management systems, recruitment, emoluments, training and administration.
Since HRM is directly related with performing functions relating to workers, it has to coordinate with trade unions in creating an environment of harmony and mutual cooperation that results in maximizing profitability as well as in improving employee welfare. This paper critically evaluates the future role of trade unions in representing the interests of workers in the modern workplace (Wood, Stephen, and Wall. 2002).
A trade union is described as an organization that has members comprising of union leaders and workers. The trade union’s primary functions are to negotiate the quantum of wages and terms relating to working conditions. They standardize and legalize working relations amongst workers and employers, initiate combined actions to execute the elements of collective bargaining, put up new requirements on behalf of workers and assist in settling issues concerning their working conditions.
Trade unions are mostly categorized as company unions that represent the issues of a single firm and do not necessarily have a direct link with the trade union movement. Thus, trade unions are understood as organizations of workers that act as a collective force in efforts to safeguard and cater to their common interests by making use of collective bargaining methods.
The most important influence of a trade union upon human resources is its impact in framing HR policies and guidelines. If an organization is not having a strong trade union its HR policies may not prove to be efficient, because upon the entry of a trade union, the management has to structure such policies in ensuring that they reflect concern for worker preferences that are represented by the trade union.
Therefore, it becomes possible for the union’s pressure for higher wages and job security to be included into the management’s agenda while considering employee preferences. In this way workers are able to express their dissatisfaction and grievances in terms of the working environment that impacts their jobs.
Main Body
First Body Paragraph
According to Tattersall (2010) trade unions are distinctive organizations and their roles are interpreted differently and recognized in different ways depending upon the relevance of related groups in any country. Conventionally, the roles of trade unions have been to safeguard jobs and to protect the real earning of workers, provide them security and better working conditions and to struggle against mistreatment and uncertainty in order to ensure fair treatment and equality in the context of employment.
The trade union movement has a long history of built up benefits that have been made possible through collective bargaining, because of which there have been a large number of legislations and industrial laws There is increasing literacy and consciousness amongst workers in this regard.
The trade union movement is characterized with the spreading of different social organizations and consumer and public protection groups, because of which there have been significant qualitative changes in the context of trade unions. Although the protecting roles of trade unions continue to be in shape, it now varies considerably in terms of substance.
Currently, there is a strong debate about the purpose and roles of trade unions. However, the most prominent view point is the one that relates to trade unions extending their roles further than just bread and butter issues. By adopting different forms of industrial action such as strikes and protests; and political actions such as influencing government policies; trade unions have been able to institute reasonable levels of legal and economic frameworks.
They have also been able to considerably restrict exploitation of labor in all industries where labor is organized. Many view trade unions as ethical organizations that play a major role in uplifting the poor and the helpless and in providing them with the status, respect and justice that is truly deserved by them.
In most countries public opinion has been quite hostile towards trade unions. Although the public is principally not opposed to trade unionism, it is opposed to the manner in which unions and union representatives go about performing their work. Mostly the public view point of union leaders is that they are repressive, dishonest and unconcerned towards the public.
Macbeath (1979) has held that they are characterized as exercising excessive power without much morality. Recent years have witnessed considerable decline in union memberships in most industrialized nations of the world. Trade union memberships have fallen drastically in a large number of European countries.
For instance, France is the worst effected where union membership has fallen to only 10 percent of the labor force. Similarly, in Holland it has fallen to 25 percent and in England it is presently 44 percent. The picture is not very bright in the US either where trade union membership has dropped to 16 percent.
In Japan it is quite low at 25 percent while in India it is only 10 percent. However, in some countries there is a different pattern. In Sweden, trade unions are highly respected and member ship is the highest at 91 percent. Trade unions in Sweden take part in all decision making exercises at local and national levels in addition to participating in the administration of legal systems. In Denmark and Norway also, trade union membership is quite high at 82 and 63 percent respectively (Getman, 2010).
In having originated in Europe, trade unions had become extremely popular in several countries during the industrial revolution. At this time, the inadequacy of required skills amongst workers in performing the tasks at hand had allowed employers to exercise immense power that resulted in the ill treatment and exploitation of many workers. Trade unions are known to comprise of individual workers and the main purpose of unions is to maintain and enhance the working conditions of worker employment.
During the last three centuries several trade unions expanded into different forms in being impacted by varied political goals. Historically, trade unions were mainly involved in providing benefits to their members. The earliest trade unions that were known as Friendly Societies mostly aimed at providing benefits to workers so that they did not get unemployed or adversely suffer because of health issues or old age.
Although in most developed nations such functions are now performed by the government, providing professional training, legal advices and representing workers is still considered to be a crucial role of trade unions. Another historical role of trade unions has been collective bargaining, which allows them to negotiate wages and working conditions for workers.
Trade unions have been known to effectively confront managements of companies by enforcing lockouts and strikes in order to pressurize managements to achieve their objectives. Trade unions are also known to participate in promoting legislation for the benefit of workers. To achieve these objectives they conduct campaigns and take part in lobbying and supporting specific people or parties in the context of attaining public offices (Klaus, 1980).
Second Body Paragraph
The structure, political involvement and legal status of trade unions vary significantly amongst different countries. Trade unions can organize themselves by including only specific classes of skilled workers, general unionism or industrial unionism. Such unions are generally alienated on the basis of local credentials though being united as national associations. A trade union can also be designated as a legal entity with mandates to involve in negotiations with managements for workers that are its members.
Such trade unions have legal authority to take part in collective bargaining exercises with managements in the context of working hours, wage settlements and other conditions of service. When the two parties are not able to reach an agreement, the next course of action is industrial action that culminates in lock outs or strikes. Sometimes extreme circumstances develop whereby activities become violent or unlawful in regard of such events.
Trade unions are also known to get involved in broad social and political struggles. Social unionism is in the nature of encompassing several trade unions that make use of their combined strengths to support social legislation and policy measures that are beneficial for their workers (Stiglitz, 2002).
In some countries trade unions are known to be closely associated with politics and political parties. The working systems of trade unions are also defined in terms of their organization model and service model. Service model is characterized in terms of focus being placed upon rights of workers, worker services and in settling worker/employer disputes. The organization model is characteristic of involving full time union organizers that involve in developing confidence, efficient networking and leadership amongst workers.
They also engage in provoking movements that involve many union members. In general, most trade unions have been seen as being a blend of these two philosophies. Despite the fact that the political philosophy, structure and sovereignty of most trade unions is diverse, they are all characterized in having leaderships that come to the forefront by way of a democratic election process.
Many feel that workers that are trade union members are able to enjoy better wages and working conditions as compared to those that are not union members. For instance, in Britain, the widely believed leftist environment in trade unions has led to the creation of an intransigent right wing trade union organization named Solidarity that enjoys support of the rightist British National Party.
Nevertheless, it is accepted that the presence of an established trade union is a pre requisite for ongoing industrial harmony. It is well recognized that settlements made through the procedure of negotiation and collective bargaining amongst employers and trade unions prove to be more lasting and acceptable.
Trade unions form an important part in any industry and assist in establishing meaningful communication amongst employers and workers. They have the competence to provide requisite advices and sustainability in ensuring that the disparity in belief systems does not transform into major disputes.
The main objective of trade unions is to stand for workers but they perform other broader roles in safeguarding workers’ interests. They also engage in providing requisite training to workers on different matters in order to enhance their competence, skills and career prospects. Another major objective is to enable a safe and healthy working atmosphere (Cockburn, 1976).
Trade unions play a positive role in assisting the Human Resources department in the recruitment process by selecting workers and inculcating a sense of discipline amongst the workforce (Edwards, 1995). They assist in settling disputes in rational ways and help in making social adjustments.
Workers are required to orient themselves in the new working environment and with new regulations and policy initiatives. It is common for workers to get confused, frustrated or dissatisfied because they come from different backgrounds and trade unions assist them in adjusting to new environments. Trade unions are thus an integral part of society and have to also consider issues involving national integration.
They undertake social responsibilities by encouraging and sustaining national integration by trimming down the numbers of industrial disputes and by encompassing a feeling of corporate social responsibility amongst workers. The basic objective to pursue such objective is to achieve industrial peace.
Trade unions have begun to face several problems in view of the present pattern of globalization. Globalization has virtually transformed trade unions into outdated organizations. Modern developments such as technological and organizational changes are taking place in all industries across the world.
Other issues such as the impact of the present global competition, transformation of the labor market, the introduction of innovations in personnel management practices, the substitution of public capital by private capital and properties, the presence of large numbers of small firms and the perceptions of new and distinctive ideologies have created adverse circumstances for the survival of trade unions.
Many theorists have argued that the conventional labor force in big industrial establishments is consistently diminishing while the numbers of workers engaged as fixed term or part time contractual work are increasing rapidly. A unique characteristic of the labor force is that workers are no more enduringly employed at one place of work. All these issues are viewed as reducing the impact and membership in trade unions (Hicks and Palmer. 2004).
It is evident that in order to increase its influence and effectiveness a trade union has to aim at achieving continuous growth, but the number of trade union members is declining across the world. According to Gospel and Willman (2003), trade union leaders appear to be much worried because most of the strength of any union is represented through the number of workers it has as its members.
Therefore, trade unions have to find ways to source larger number of members. Another problem faced by trade unions is the identity crisis that is impacting most trade unions in the previous totalitarian socialist nations of Europe. Such trade unions had been actively participating in creating new political systems in these countries.
This function is considered to have been the main reason for creating conflicting loyalties. On the one side trade unions seek to continue with their roles of being defenders of the workers and on the other they started fostering and advocating democratic, capitalist and market oriented relationships. Theorists argue that such contradictions significantly restrained the classification of workers with trade union systems, especially in Europe.
Third Body Paragraph
It is true that globalization has led to a complicated and multi faceted process for workers across the world. Trade unions have to now cope with the new challenges and develop strategies in the context of alliance building, global cooperation and the adoption of global labor standards in this age of fast paced changes.
The future demands that trade unions will have to enhance their agenda by including issues so that they actively engage with global organizations in order to impact their policies. Getman, (2010) feels that they have to organize international movements as well as extend and deepen their cooperation at global levels.
For instance, many international unions, such as the Trade Union Advisory Committee to the OECD (TUAC), Global Union Federations (GUF) and International Trade Union Confederation (ITUC), have started interacting with agencies such as the World Trade Organization, World Health Organization, World Bank Group and the International Monetary Fund to foster and advocate a just system of globalization.
It is known that beginning with the 1990s, many international union leaders have been lobbying for including the International Labor Organization central labor principles into the procurement and lending practices followed by the World Bank. Such initiatives delivered positive results whereby the International Finance Corporation (IFC) declared in May 2006 that all firms that dealt with the IFC will have to comply with its central labor processes and standards.
Similarly, in December 2006, it was declared by the World Bank that the central labor standards requirements have been made applicable to all public works initiatives supported by the International Development Association and the International Bank for Reconstruction and Development. The World Bank has also commenced with the inclusion of central labor standards in all procurement contracts funded by it after May 2007 (Getman, 2010).
Trade Unions will have to work towards expanding their network and towards alliance building, which in other words, is a step towards international cooperation. They will also have to address issues related to accountability and governance in view of the increasing pattern of globalization. The significance of this aspect arises from the fact that there is increase in coordination of productive activities by multinational companies in different nations.
Therefore, the enhanced integration of different economies into a global whole and the introduction of a new global production system demands added harmonization of national and global trade union plans. Given that global labor standards need to be framed in forming a catalyst to improve the working environment, the international labor movement should mobilize international communities to pressurize nations that do not adhere to international labor standards.
Conclusion
The role of trade unions is difficult to define in the present context because the market economy has immensely broadened the perceptions of enterprise ownership and labor relations are now more dependent upon other issues that are characterized by a global economy and fast changing economic order.
We are now living in an age of dynamic global atmosphere in which globalization has led to strong impulses for developing the world economy. Increasing practices of deregulation and global agreements on reducing tariffs and non tariff restrictions have created new options and complexities for industries across the globe. The world has begun to change in a manner that has never been experienced before.
Exciting opportunities have been created that may initially indicate the decline of trade unions but the fact remains that labor will always remain a major factor of production and has to be dealt with in manners that workers across the world have to be dealt with in uniform ways. To achieve theses objectives, trade unions will have to alter their strategies and create visions for working in a global environment.
The globalization of production activities also leads to increase in the flows of trade and related structural changes in trade patterns because of which there is considerable change in patterns of division of labor. This also implies that trade unions will have to reformulate their strategies in addressing the needs of workers in such circumstances. The main objective of trade unions should be to impact international agendas so that globalization results in bringing prosperity and fundamental rights to all workers.
References
Cockburn, Claud. 1976. Union Power : The Growth and Challenge in Perspective London, William Kimber.
Edwards, Paul K. 1995. Human Resource Management, Union Voice, and the Use of Discipline: An Analysis of WIRS3. Industrial Relations Journal, Vol. 25, No. 4, pp.205–20.
Getman, J. T. 2010. Restoring the Power of Unions: It Takes a Movement, Yale University Press.
Gospel, Howard, and Paul Willman. 2003. Dilemmas in Worker Representation: Information, Consultation and Negotiation. Representing Workers: Trade Union Recognition and Membership in Modern Britain. Routledge, Chapter 9, pp.143–63.
Hicks, Stephen, and Tom Palmer. 2004. Trade Union Membership: Estimates from the Autumn 2003 Labour Force Survey. Labour Market Trends, Vol. 113, pp. 98–102.
Klaus, von Beyme. 1980. Challenge to Power: Trade Unions and Industrial Relations in Capitalist Countries, SAGE Publications.
Macbeath, Innis. 1979. Votes, virtues, and vices: Trade union power, Associated Business Press.
Stiglitz, Joseph. 2002. Employment, social justice and social well-being, International Labour Review, 142 (1-3), p.19-29.
Tattersall, A. 2010. Power in Coalition: Strategies for Strong Unions and Social Change Ilr Pr.
Wood, Stephen, and Toby Wall. 2002. Human Resource Management and Business Performance. In Peter Warr, ed., The Psychology of Work. Harmondsworth: Penguin, Chapter 15, pp.352–373.
An Incentive Program is a prescribed system used to support or persuade definite proceedings or actions by a particular grouping of individuals at some point in a defined phase.
Incentive Plans are for the most part used in commerce managing to encourage human resources and in sales in order to create a center of attention and hold on to clientele. Technical text also refers to this notion as “Compensate for Performance”.
Finding a method to provide incentives to your human resources to keep good value and immense efficiency in their labor can be demanding. A lot many times, the financially planned sum for incentives is very tiny.
The administration over and over again must pool in with new thoughts that can encourage their employees and is cost efficient. The unusual kinds of incentive plans for workers differ based on the desired product that you want.
An incentive is something that is given to workers in order to motivate them to work harder and more diligently to achieve the set targets and goals of an organization. Every employer uses different methods and incentive techniques according to the nature employee’s work.
Giving incentives to your workforce is in other words encouraging them to work better and more efficiently. A good person in charge shows admiration and appreciates them regularly to boost their morale. Naturally if the employees develop this respect for their leaders they will be self-motivated to work harder to get the acknowledgement for themselves and their leaders.
Some worker incentives presented by companies include:
In current years, corporations offer additional benefits so that workers analyze these bonuses as an additional fraction of their yearly remuneration. This logic of privilege is an unintentional outcome stemming from a number of factors. The first being that the company leaders feel obligated to pay bonuses even in years of insignificant or deprived monetary show.
This move, is though kind, often destabilizes the motivational worth of incentive plans in which tough act is contented by cash. A second issue, important to a sense of claim, is the lack of efficient announcement of plan limitations to staff (FMI, 2011).
Incentive programs can be a disappointment to sales people at times. It’s not always true that incentive plans have motivational affects on the sales personnel.
The hanging of the recognizable carrot is usually unstated to be at the spirit of human performance, psychology, enthusiasm, and, in exacting, trade. Producers and distributors normally use this method with their channel associates in an attempt to add exclusive motivational worth to products or services.
The financial values of incentives are often not the serious issue in motivating sales personnel to do well. The problem lies in the understanding that not all sales personnel can be motivated in a similar fashion. Therefore, not all incentive plans work in different scenarios.
The 80-20 Rule: Twenty percent of the sales personnel make eighty percent of the sales and profits. Too repeatedly, sales incentives are given out to the complete sales force. The danger in an agenda like this is that the glove that fits all and sundry, in the end, fits no one. Progressive advertising strategists believe that the top twenty percent of the sales personnel are already motivated. Being more straightforward, a strategy that would be geared up for the next 20 percent of the sales force can be more alarming to light a fire and generate effective business (Suttle, n.d).
Competition: one and all hear the expression, “Timing is everything!” This is predominantly significant guidance for the successful incentive program planner. Any winning salesperson can tell that sales success is made as a result of due conscientiousness when at the front. The similar can be understood for incentive initiatives. Genuine incentive programs, like new movie releases, are more expected. The correct quantity of encouragement ensures better reception and attention on opposing in programs.
Reward: Any reward can turn out to be unmotivated, if the time span sandwiched between endearing and receiving is too long. Victorious incentive programs recompense right away!
Recognition: Psychological researches have exposed that the quest of recognition, in and of itself, can make the distinction in aiming that grave second twenty percent on the sales accomplishment ladder. Specialists have the same opinion that successful sales teams find motivation in their own supporters (Shearstone, n.d).
Over all, the sales people, if given out proper guidelines to work on, can make shocking progresses in the sales figures. Proper motivation with appropriate timing is the key.
A number of communication companies have implemented the incentive plan to boost employees’ morale. The incentive plans should though be lined out with direct relation to the organizational objectives. Any discrepancy in that can be of immense danger to organization itself.
In Commast Communications, the incentive plans if according to the organizational objectives are ideally outlined then there is no point that they won’t be effective to boost the sales force or to achieve the desired results.
The management should keep in mind the targeted employees who are being offered the incentive plans and make them according to it. It’s also necessary that the employees are made well aware of it and educated about the incentive plans.
In sales, normally commissions are offered on every clientele that a sales person manages to get. This normally works out in the favor of the organization. But it should also be kept in mind that nothing should go against the organizational objectives or that excess benefits should not make the sales team easy to go.
References
FMI. (2011). Short-term Incentive Plans for Today’s Economy and Beyond. Web.
Shearstone, P. (n.d). How to Create Sales Incentive Programs That Work. Web.
Human resource management implies to combine decisions concerning people with decisions on the objectives and goals that the organization aims to achieve. The most successful organizations are those that are able to integrate human resource management (HRM) into the organization’s planning strategies by laying emphasis on human resource processes that augment mission goals and create an effective bond between human resource and management.
Apart from playing a key role in the achievement of the organization’s goal and objectives, the HRM alignment also contributes to accountability in the organization. Although the human resource management accountability starts with elementary legal compliance (see appendix 1), it eventually includes all levels of the pyramid, as well as an illustration of how HRM sustains the success of the agency’s goals (US Office of Personnel Management 1).
Once the HRM alignment is established, it is vital to ascertain where the organization’s current position vis-à-vis its HRM alignment with strategic goal and objectives.
In order to determine its position, an organization must explore several objectives: first, evaluate the effectiveness of the relationship between HR and the organization’s goal achievement; second, assess the function of human resource team vis-à-vis the organization’s strategic plan; third, find out how the HR staff relate with line supervisors to accomplish organization’s strategic goals; fourth, establish effective strategies that will align human resource management with the organization’s strategic goals (US Office of Personnel Management 3).
The next section will discuss the HRM strategic processes with reference to strategic plan, strategic implementation and the strategic bond in an organization.
To a number of firms, a strategic plan is vital to their business. It enables firms to find out their current status, create goals and plan how to achieve them. Strategic plans differ from one firm to another. On one hand, some firms have adopted an all-inclusive processes that involve senior managers, line managers and HR staff in the planning processes.
On the other hand, a number of firms have developed a plan that is only carried out by senior managers with a minimal role from the line managers and HR staff (see appendix 2). Each office tenders in its individual goal and objectives without liaising with other offices (US Office of Personnel Management 6). The way HR staff is managed play a vital role in ascertaining how a firm will carry out its goals.
Without the staff, work cannot be done. Thus, the input of HR staff in the strategic plan of the firm must be the considered if the firm intends to achieve its goals. Therefore, by including the HR in the strategic plan, the firm is able to know vital aspects of the human resource management that are most relevant to the process. When assessing the plan, staffing, retention, HR development and quality of the labour force are crucial elements to consider.
Even though these aspects of HR could be seen as output programs, when they are planned and employed efficiently, they give credence to the ultimate outcome: the right HR staff, with apt skills, and in the right place to implement the mission of the firm (US Office of Personnel Management 8).
A number of agencies have integrated HRM with their business planning processes by including HR objectives, goals and strategies into the organization’s strategic plans. However, most agencies have not been successful in this respect. It is vital that senior managers identify the significance of human resource on priorities, activities and goals of the agency.
On the other hand, the human resource managers need to grasp the goals of the agency so that they can play a vital role in crafting innovative strategies to achieve these goals. The moment HRM is integrated in the agency’s business planning process; the human resource will no longer be set apart and confined to auxiliary functions but will turn out to be an essential factor that contributes to the agency strategic planning and achievements (US Office of Personnel Management 25).
System Functions and Requirements
Webdunia HRMS is an online-based application that entails a number of HR related functions such as HR staff management system, performance evaluation, leave management system, recruitment management system and administrative functions for maintaining master files. The online-based Leave Management System harmonizes communication between workers and staff. The Leave management makes sure all applications for leaves are efficiently documented and implemented (Webdunia 1).
The system enables workers to ascertain their vacation availability at any time and tracks the employees’ leave plans and balances. Webdunia HRMs also has an online-based Performance Assessment System that assists an organization to generate an efficient performance assessment for its staff. Some of the features of the performance appraisal system include: questionnaire for grading staff; auto initiate assessment of workers; and management appraisal lock days.
The Attendance Tracking System enables an organization to track time and attendance of staff in an efficient way. Some features of this software are: closely integrated with Access Control system; and display of several report using LMS and Access Control data (Webdunia 2).
The Recruitment and Management System (RMS) offers an automated hiring process as it tracks details to be analyzed later. The system enables an organization to improve its recruitment process. Some features of RMS include: interviewer management; candidate management; resource requisition; applicant tracking; employee referral; and schedule interview (Webdunia 2).
Webdunia is thus able to assist managers to cut on the manual workload of their administrative work since its simple and offers automated data that is used in decision-making process.
System Integration and Features
The HRIS system has three main features. These are: Input; Data Maintenance; and Output. The input feature captures the information of workers into the HRIS system. The data maintenance component adds and brings up to date new data to the database after information has been entered in the system.
The output component processes data captured in the system and then arrange the output data in a manner that the HR managers can understand easily. However, for the system to be effective the input data must be valid and reliable before it can be processed (Boateng 25). In addition, the HRIS integrates a number of functions such as data input, tracking data, payroll management, and accounting roles of an organization.
An efficient HRIS can provide several services such as: managing information of all workers; managing a number of documents such as staff booklets, and safety guidelines; benefits management by offering data on changes in enrollment status and updating staff information; it integrate payroll with other accounting systems and financial software used by the organization. In addition, HRIS tracks pay upgrades, staff attendance, training programs, and disciplinary measures to be adopted (Heathfield 2).
By using an efficient HRIS, the HRM can delegate some duties to its workers such as updating their benefits and changes in contact address. The HRM is thus able to concentrate on implementing critical strategic goals of the company. In addition, the system facilitates information needed for managing workers, training and career development.
Finally, the management is able to access data needed to facilitate the success of their staff ethically, legally and efficiently. This will enable the organization to align its strategic goals with the role of its workers (Heathfield 3).
Business Models used in this System
The Ulrich’s HR Roles model is an example of business model that is used in human resource management. This model facilitates business partnering by bringing about substantial changes in the HR organization. The Ulrich’s model has facilitated the restructuring of HR resources in a flexible way and allowed HRM to prioritize the implementation of the organization’s strategic goals. Ulrich’s model four main components: strategic partner; staff champion; change agent; and administrative expert (Ulrich 1).
Strategic partner concerns aligning human resource programs and activities with the international business strategy. This function is carried out by the HR Partners and HR Management. The change Agent component of Ulrich’s model is vital because it deals with sustaining the transition and change of the organization with respect to the organization’s human resource pool (Ulrich 2).
The function of HR is to support changes in the HR area and to ensure that the transition is smooth. The Administrative Expert component of the model takes time to change. It lays emphasis on the ability of an organization to offer efficient services at optimally reduced cost (Ulrich 3). The Staff Champion component is also vital in management of human resources.
It enables the management to ascertain need of workers. The Staff Champion is thus able to cater for the needs of workers and to offer them protection when the change process is activated within the organization (Ulrich 4). Thus the four components of Ulrich’s model are to the success of the HRM activities.
Works Cited
Boateng, Agyenim. The Role of Human Resource Information Systems in Strategic Human Resource Management. Hanken: Swedish School of Economics and Business Administration, 2007.
US Office of Personnel Management. “Strategic Human Resources Management: Aligning with the Mission”. Office of Merit Systems Oversight and Effectiveness. 1999. Web.
Talent management refers to means of attracting tacit knowledge from employees (Deb, 2006). It is an important tool in management for purposes of economic growth and streamlining the impacts of recession. However, talent management has been noted as one of the human resource challenges bearing in mind that it is often under huge pressure emanating from line and top managements (Deb, 2006).
On the same note, the Taj Star system is a people oriented system. There are fresh graduates hired in leading areas in hotel management. Employees in this program are trained in virtually all fields. The most common among them are finance, sales and marketing, front office management, hospitality services and human resource management.
Employees in this program are highly valued. The community uses techniques that can elicit knowledge from members while at the same time adding their knowledge repertoire. There is also a 360 degree feedback program that helps evaluate performances of officials. This program is effective because it brings about efficiency in management of tacit knowledge. There is also an award system for employees who demonstrate exemplary performance.
This initiates positive competition and in the end everyone gets value from the system. It is however recommended that the company ought to add more value as well as dedicate surplus resources to employees’ tacit knowledge especially in dealing with outside stakeholders. As a matter of fact, customers are important in any organization, and for this reason, all employees should taken through intensive capacity building and training so that they sincerely understand how to handle customers in a more professional manner.
Shangri-La Hotels and Resort
Talent management is a long term activity, and as such, most companies and business organizations do focus on giving it a future and long term planning approach. According to Deb (2006), line managers should always be at the forefront of managing talents among their employees.
This aspect of management is replicated in Shangri-La Hotels and Resorts. The company has a drive to practice globalization through provision of learning opportunities. In addition, it has revamped a training program for all its employees all the way from the lower level to top management executives. The training program is tailored towards appealing people of generation Y. The company has also set up a taskforce mandated to generate fresh ideas from the young persons in the company.
Talent management is all about letting the employees give what they have and then tap this knowledge for the purposes of organizational development. Deb (2006) adds that talent management must utilize crucial HR processes especially if the approach is to bear any fruits or succeed.
It must be directed towards organizational performance by directing knowledge in improving activities of major sector in the organization. Some of Human Resource practices that go together with talent management include employee engagement, competition for skilled employees, managing employees using global practices and outsourcing international trends (Deb, 2006). Shangri-La Hotels and Restaurant has put all of these practices in reality by ensuring that modern ways of employee management are practiced.
It can however be recognized that there is no extensive training program to enhance tacit knowledge of the employees. Therefore, it is highly recommended that the company ought to initiate a program that will to only recognize locked knowledge of the employees, but also to train them more intensely.
Radisson
This is one of the companies that have managed to get managers from within. Through constant assessments, tacit knowledge has been discovered. This is the best form of talent management, where, people are made to be managers as they progress.
The company has also initiated ideas that can attract engagements of the employees in major activities. The company has initiated a climate analysis program which takes place each and every other year. The program comprises of questionnaires which seek to get answers as to whether employees are satisfied with the management of the organization.
All employees in the organization are given training opportunities. Major groups for training include directors, divisional managers, executive board members, supervisors and other staffs. Employees are constantly evaluated on the basis of skills they have gained in their position, their presence and availability, ‘yes I can’ attitude, their ability to be proactive and professional knowledge. That is how the organization has managed to get managers from these employees.
They are promoted when needed and so far the program has been effective. However, it is recommended that more of training programs be provided. Employees come to the organization with knowledge of sort, and organizational managers should concentrate on enhancing this knowledge further.
Morgan Stanley
The program to recognize employees at Morgan Stanley Company started way back in the year 1993. This was when it introduced 360 performance evaluation programs for its employees. The guiding principle was feedback of information obtained from peers, internal clients, superiors and subordinates. The company has constant evaluation of its employees.
As part of the process, its employees are required to fill a form which is then interrogated to determine possibilities of issues such as promotion and appointments. However, some managers have complained of ineffectiveness of some of the processes used in managing talent. The gathering of information has been noted to be ineffective. As well, there is rampant grade inflation existing in the company. Therefore, it is recommended that the company review methodologies towards managing talent in the organization.
For effective talent management, there must be retention programs, proper sourcing of information, transitioning and defining and managing competitive salaries (Deb, 2006). The company should comply with these measures of talent management and in addition seek to use technology as a way of improving employees and the organization at large.
Novotel Company
This company has opted to upgrade teams in the organization. It is apparent that this is a proper measure in talent management. In essence, team work assists in eliciting talents among employees and in effect helps in building or improving management of an organization.
The company has also resulted to using online services by reorganizing rooms and restaurants plus public rooms. This is a global concept, and by using it, the company is conforming to international recognized standards of management. The practices in this organization which touch on management of talent in employees are putting them into various teams.
These teams are capable of enhancing proper working relations in the employees. Team working not only makes the organization move forward, but also builds the employees at individual levels. However, it can be recognized that the company has not put strong measures of eliciting talents in the employees. It is hereby recommended that the line managers opt for eliciting tacit knowledge at individual levels rather than using teams and groups.
L’Oreal Company
The company has a focus on mainstream products. These products are capable of convincing any end user to adopt them rather than go for competitors’ products. Interestingly, the company does not know how to manage its employees. For example, the employees are only allowed a 30-minute lunch break.
In case there resist, security guards are forced to drag them out of these rooms and to some extent zealous employees are beaten up. This is one of the companies which have little to show when it comes to management of employees. They should be managed with value as advocated for in talent management.
According to Deb (2006), employees should always be recognized as the force behind success in the market. However, this company has what it terms as golden compensation. The company is seemingly quite generous to its employees as well as its line and top managers. Their pay is raised regularly, and this confirms that the company has a sole focus on giving monetary value to its workers. It is recommended that the company change tact and add recognition and talent management as a way of putting strong working staff.
In summing up, it is imperative to note that talent management in organizations is indeed a crucial component in Human Resource. While professionalism derived from ordinary training of employees is key and a basic requirement before hiring employees, it is crucial to reiterate that when talents are well nurtured and utilized at workplace, the overall impact is impressive in terms of productivity of employees. Indeed, this is clearly evident among the organizations analyzed in the essay.
Reference
Deb, T. (2006). Strategic approach to Human Resource Management. New Delhi: Atlantic Publishers.
Introduction and what is expected of a good recruitment model
Recruitment is a process of identifying qualified people for a specific job by catching the attention of the recruits, cross examining them and choosing qualified people. Most organizations both mid and large sized have professionals who perform the work of recruitment while at the same time, they might outsource the process to agencies who offer recruitment services.
The best recruitment model for an organization is one that addresses the internal and external factors, a model that is based on these factors and a work or job investigation that recognizes the behavior and characteristics of workers which will then help in selection of candidates who are competent for that job.
Strategies of organizations change from time to time as they respond to changes in the economic and business environment (Delery, 1996). For this case, I am going to discuss the ‘strategic recruitment and selection model’ which I think will address the above concerns during recruitment. The use of this strategy in recruitment emphasizes the need to match people with the job requirements.
Job analysis
Strategic recruitment and selection model entails several steps or procedures of selection. First, job analysis has to be done which involves the following; establishing the relevance of the job analysis, listing the characteristics of the personnel to be hired, selecting the job in question for analysis, gathering data of the job analysis, reviewing and developing the specifications and description of the job.
In order to perform job analysis, information is gathered using the following techniques; use of questionnaires, observation, records of participants and the procedures of the civil service.
Description of the job should be very clear and should not rhyme with description of other jobs while at the same time, specification of the job should be comprehensible and followed so that the right person with the correct skills for the job is selected. Job analysis enables recruiters to know what the job is all about and what skillfulness and capability to search in candidates (Noe et al., 2010).
Planning and recruitment
The next level in strategic recruitment and selection model is personnel planning and recruitment. At this stage, plans are developed for selection of candidates which involves the requirements of the personnel, availability of candidates from outside and within the organization.
For an organization to know the demand for new employees, it has to consider make predictions of the services on demand. When the demands of the personnel are determined and evaluated, the next stage is to come up with a group of eligible candidates through advertisements, employment agencies or the internet.
Analysis of the application form is the first step to collect data which enables recruiters to make predictions about their past and future performance. Human resources scheduling and selection has a direct impact on the level of dedication of the member of staff because it translates on the ability to develop. Therefore, the whole process of personnel planning and recruitment has to be done using reliable tests and interviews.
Examination
The process of examining and choosing employees is critical to them. Employees who have performed to the required level have a higher tendency to perform their duties effectively as compared to employees with low level of performance who can be obstructive and rough.
The hiring process is very expensive for organizations, hence, cost effective screening is highly emphasized. During hiring process, legal implications of the whole process should be put into consideration because if the selection process is unfair, some candidates might go to court to challenge the recruitment process. It should not discriminate against women, the aged people, the minorities or the physically challenged.
Validity and reliability
The other concern of this model is the validity and reliability of the testing and interviewing process. The test should specifically get results of what is expected of the applicants. The criterion and content validity of the test should be related to job performance and test fairly the tasks and skills of the job respectively. The model also emphasizes on the reliability of the test so that consistent results can be obtained even if the same test was to be administered severally.
In order to validate the test, the job is first analyzed to find out the skills and human characteristics required to perform the job, then a test is chosen to assess the traits needed for the job. Selection of the test is done with full consideration of the past experiences and research. The test is then administered using a reliable technique. Concurrent validation can be used where existing employees are first tested then their performance compared to the applicants though it is not a fair tool of evaluation of the applicants (Noe et al., 2010).
The model places emphasis on best practices to be used in testing guidelines. A test is part of the selection process and should not be solely used for selection but a check for initial stages of the interview. Tests are not perfect and could even represent less than twenty five percent of the ability of the applicant to perform the job successfully. The test should be validated to ensure that they meet legal requirements and good practices in order to meet the objectives of the job requirements.
An analysis of the present hiring procedures of the organization should be done regularly to make sure that issues of minority and gender bias are addressed in order to make testing is fair to all applicants. Records of performance of all applicants should be kept because it might be helpful in research and advancement of recruitment processes in future. It is also important that correlation of the test scores with performance of the job be done at a later stage after hiring has been done.
Assessment of management competencies required for a job is critical. As discussed earlier, the biggest challenge in recruitment and selection is the procedure of identifying the appropriate qualities necessary for the present and prospective applicants, which will then help to match the person and the job.
Normally, job analysis has been used to determine these qualities. Job analysis can be split into two; individual and task orientation. Task orientation is defined by the actions that a person is expected to display as derived from findings of the job while individual orientation behavior and repertory grid (Ulrich, 1996).
Psychometric model
Psychometric model of testing is used when other forms of evaluation are unreliable. In this model, the whole job is broken into small subunits then, these small units shall be used to evaluate understanding and capability. According to Legge (2004) the model takes into consideration individual values as an indicator of good performance, while other factors such as bias, minority and bias are also considered.
The social process model has been on the limelight as it regards the selection process a social process as well as selection and evaluation. In this model, it is believed that the process of recruitment is likely to have psychological effects on the applicants like attitude towards the organization. Proactive measures can be taken before selection by putting into consideration the individual differences of candidates (Paauwe, 2009) .
Interviewing of candidates varies according reason, content, organization and the manner of administration of the interview. The relevance of an interview can be undermined by irrelevant information predominating, lack of knowledge of the job requirements, being in a hurry to hire and making decisions hastily.
Recruitment process should involve an establishment rapport between the interviewer and interviewees and prior planning for the process to make sure that it is fair and fair. Interviewers should prepare adequately for an interview and have a structured guideline of the information to be extracted from the applicant, have knowledge of the job requirements and focus on questions that bring out motivational level of the candidate (Becker, 1996).
Conclusion- benefits of the model
Though the ‘strategic recruitment and selection’ is widely used in hiring, the model has the following challenges: it is expensive to administer, there is a lot of pressure on the recruiters due to short term orientation, difficulty in validation of evaluation decisions and lack of consistent corporate strategy. On the other hand, it puts into consideration the needs of the applicants, organizations’ job requirements and related human resources practices (Armstrong, 2006).
The other option of recruitment is the traditional recruitment and selection model. Comparing the two models, I would prefer the strategic model because the traditional model has a lot of weakness. The following are the disadvantages of traditional model; relies mostly on the interview as a selection tool, does not put into consideration the needs of the customers and providers, it is not a good agent of change and displays status quo.
References
Armstrong, M. (2006). A handbook of Human Resource Management Practice (10th Edition). London: Kogan.
Becker, B. (1996). The impact of Human Resource Management on organizational Perfomance: Academy of Management Journal. 39 (4), 779-801.
Delery, J. and Doty,H. (1996). “Modes of theorizing in Strategic Human Resource Management:” Academy of Management Journal, 39(4), 802-825.
Legge, K. (2004). Human Resource Management: Rhetorics and Realities (Anniversary Edition). Basingtoke: Palgrave Macmillan.
Noe, R., etal. (2010). Human Resources Management. USA, Chicago: McGraw-Hill, 7th Edition, 74-101.
Paauwe, J. (2009). HRM and Perfomance: Achievement, Methodological issues and prospects journal of management journal 46(1).
Ulrich, D. (1996). Human Resource Champions. The next agenda for adding value and delivering results. Boston, Mass: Harvard Business School Press.
Personnel empowerment refers to giving employees power and the capability to make decisions on their own; the concept means that employees are trained and coached on making the right decisions for the company in the event they have been left in such a situation.
Emphasis on employee empowerment was developed in the 1980’s in the era of strategic management concept development; the area has undergone numerous developments with management gurus coming up with new approaches.
For example in the 1990’s management gurus developed the concept of delegation which happens to be a strong support to employees’ delegation (Legge, 2004). the topic of human resources empowerment is crucial in contemporary business studies as it gives managers wide knowledge of how to handle their workforce.
This paper discusses how effective human resources managers empower their human capital to enhance their competitiveness; the paper will give reference to the hospitality industry players.
Human resources empowerment
Organizations require physical, human, and financial resources for their operation. Management scholars have continually argued that human resources are the most precious resources that organizations have; however to benefit from these resource effective personnel management strategies should be adopted (Bright and Earl, 2008).
Human resources department within an organization has the role of establishing effective strategies to manage human resources. Personnel management gurus argue that to benefit from human resources capabilities, managers should have policies that encourage employees’ empowerment.
Empowered employees are innovative, creative, invention, loyal, and highly motivated (Brown and Hesketh, 2004). Contemporary hospitality industry is highly competitive with new players coming up with new policies and approaches to business; companies in the industry need to have effective human resources empowerment strategies to assist them gain competitiveness (De Wit and Meyer, 2004).
The fact that the employees are making the decisions does not mean that leaders are not responsible for the decisions or they have lost control (Fagan, 2008). Leaders and managers are still the ones answerable to the decisions. In empowering environment, there is demand for strong emphasis on effective delegation.
Empowerment cuts across the entire organization; this is where the directors empower top managers to make decisions for their company but still remain answerable for the decision. The top managers then empower line managers to make decisions pertaining their line but still remain accountable for the decisions made.
On the other part, the line managers can empower supervisors and team leaders to make decisions, and then they become accountable for the decision made (Hind and Moss ,2005).
Team leaders and supervisors can make empower their team members to make certain decisions. When empowering human capital, organizations should have strong leadership, communication channels, and have high degrees of trust and accountability (John, 2004).
Why human resources empowerment is crucial in contemporary business environments
Personnel management gurus have defined human resources management as those policies and practices within an organization that make employees feel worth and respected by their employer. According to the scholars, people need to be appreciated on the kind of work they are doing despite the level of their expertise in the area (McGoldrick, Stewart and Watson, 2001).
When someone finds that his work has been appreciated then he works harder to improve his results. In the hospitality industry for instance there are many payers in different sectors; in the event of a restaurant, the waiters, barmen, supervisors, cleaners, and room attendants should be made to feel comfortable and worth within their company.
Among employees management should create an environment of teamwork where no one is more important than the other but roles and responsibilities in the firm have to be allocated and power distributed. When everyone feels worth, then he will be motivated to improve his performance for the good of the company (Milkovich and Newman, 2006).
Communication and employees empowerment
For organizations to practice rewarding empowerment there is much emphasis on having effective communication channels in the organization; effective communication channels are strong indicators of employees’ empowerment. Honesty and repeated communication are the main performance indicators of effective management practices (Paauwe ,2009).
Employees demonstrate high empowerment if they are getting involved in decision making and are able to make decisions that hold in an organization; when current business management like total quality management and six sigma are employed in an organization, managers are able to establish the areas that their employees have strength and seek to empower them along that line (Kleiman, 2000).
How employees should go about empowering human capital
Staff empowerment is a gradual method that managers should be very sensitive when enacting, they should know the areas that they need to empower their human capital to make decisions and try them using policies like volunteers to serve on a project as a Green belt.
When participating in green belt projects, employees are trained on how to define measure, analyze, control, and improve their problem solving skills in the effort to make them better decision makers (Swanson, 2002). With the additional skills and the lessons they learn from the green belt, they gain much confidence and are more willing and able to make decisions in the line of their empowerment.
They also increase their effectiveness and efficiency in solving problem and providing potential solutions (Storey, 2007). The hospitality industry requires people to make decisions and do the right thing always; the industry is more of a service oriented where employees are expected to be offering the right high quality service always.
Service cannot be curved into a person but the role played by the individual has the greatest role to play. With empowerment employees in the industry will be more flexible to make decisions that improve their service delivery and the net effect will be satisfied customers who translate to competitiveness (Armstrong, 2006).
The benefits of having empowered employees
Employees’ development and the existence of effective human resources management lead to employee’s motivation; employees get the zeal and synergy to perform in their tasks and give their best for their company. Motivation programs are enacted to create a platform through which employees empowerment will be raid on.
Motivated staffs are dedicated to their works and can be trusted with organizational decisions and roles (Bandt and Haines, 2002). After attaining high employees’ motivation, human resources management should develop employees’ development training programs that aim at improving employees’ skills expertise, exposure and problem solving skills.
For example when empowering line managers, they should undergo different organizational management programs to assist them develop skills to handle larger tasks than the ones they have been oriented to handling at line levels. They should not be left at free will or be given the capability of making decision before the management is certain enough that they can handle the situation (Henderson, 2003).
When employees fail to make quality, timely, and right decisions despite how effective and elaborate their processes are, the entire organization results cannot be appealing. Active employees are engaged with situations that they need to make decisions without much of consultation, they should be at free will to make decisions beneficial to their organization; to be capable to do this, and they must be empowered and coached to handle different situations (Storry, 2005).
Every level of an organization needs to have effective employees’ empowerment policies; it should have consistent executive coaching, management training, supervisory training, leadership development skills, and team management strategies (Harold & Michael, 1994).
There have been assumptions among management that employee’s innovativeness, and inventiveness is derived when they are highly motivated; although they believe is true, there is much relationship between employees’ empowerment and their creativity and innovativeness.
Employees who are highly empowered have higher chances of innovating and coming up with programs that benefit their employer (Beardwell and Claydon, 2010). In the hospitality industry for instance, there is much costs associated with the supply of goods and commodities to the company.
Employees in the line should be empowered to make decisions pertaining the flow of commodities in the company. When making decisions they are more likely to come up with a better way to handle the situation than when they were only receiving the goods without proper understanding on when they were ordered or sold. Innovation, invention, and creativity, are possible when employees are exposed to situations that require them make decisions that will be felt across the entire firm (Jackson, 1992).
Management should underhand that it is the same employees they have that handle some leadership positions in community like community leaders, serve on church boards, are elected officials, do volunteer work; thus they have some experience of leadership and should be given a chance.
When human capital has been empowered, they gain synergy of work processes /system and the improvements that follow can be amazing. The burden on managers to decide on every little thing in the organization is challenged (Littleford, Halstead and Mulraine,2004).
Relationship between creativity, innovation and invention and employees empowerment
The dramatic shift to knowledge economies has generated a flurry of interest in workplace creativity and innovation; it has called for the need to have highly empowered staffs to participate in decision making. Today’s business environment requires organisations to develop strong capabilities to innovate for long-term success and survival (Borkowski, 2009).
This requires businesses to develop creative work environment and develop innovative products and services; creative work environment are required for empowerment of employees since they are the platforms that empowerment dwells on. Management gurus ascertain that creativity and innovation can be viewed as closely related constructs as they exhibit significant overlap in characteristics.
To facilitate the discussion presented in the later part of this section, it is imperative to have a clear understanding of the two constructs (Kew and Stredwick,2008).
Thus, innovation can be defined as the process of capturing, filtering, developing, accepting and implementing new ideas, processes, products, or services; to be effected within an organisation, there is need to have empowered staffs who are the pioneers of creativity and innovativeness.
Review of literature reveals a large number of scholars and practitioners have acknowledged relationship between innovation and employees empowerment to facilitate organizational success and survival (Palmer and Hartley,2009).
Literature reveals that the concept of innovation has been defined in a number of ways. Further, management gurus assert that creativity is the “starting point for any innovation”. This discussion reiterates the need to develop a creative work environment to facilitate and lead innovation in an organisation.
To drive innovation within organisation, there is a need to blend creativity with business processes by developing and supporting a creative environment that recognises and nurtures innovation.
In this regard; these include, organisational encouragement to innovate and contributions, supervisory encouragement to support work groups and show confidence, work group supports, freedom to be creative and innovative at work, sufficient resources, and (a challenging workplace environment.
It is important for organisations to provide their employees with the freedom to experiment and be creative (Johnson, Scholes and Whittington, 2008).
Intellectualism and employees empowerment
When making human resources management policies, managers should aim at tapping their organisations intellectual power; this can be attained through effective policies that empower employees.
When employees are empowered they made decisions that assist managers know their strength and weakness for their management purposes like human resources blending and deploying employees in different areas (Lindgren and Bandhold, 2009).
Before an employee has been empowered to make certain decision, they should have worked under delegated power were their decisions are evaluated for quality, timeliness, and how they respond to situations.
During the delegation stage, managers or the delegating power should give room for decision making but remain vigilant as chances of wrong decision will lead to him being accountable. Organisations with empowered staffs have high chance of being innovative and creative; when innovative and creative their organisations gain high competitiveness (Horn, 2009).
Conclusion
Human resources are the most valuable resources that organizations have; they have the capability of combining different factors of production to the benefit of their organization. Decisions made within an organisation determine the success that a firm will attain; fast, quality, reliable, and timely decisions led to success and competitiveness.
Employees should be empowered to make the right decisions at the right time as doing this improves operation within an organization. Employees’ empowerment programs start by training human resources and ensuring they attain such skills as they would require come up with the right decisions.
Coaching, mentoring, and delegation strategies are the most effective methods to develop employees’ problem solving capabilities and boost their confidence.
References
Armstrong, M. ,2006. A Handbook of Human Resource Management Practice. New York: Kogan Page.
Bandt, A. and Haines, S. 2002. Successful Strategic Human Resource Planning. San-Diego: Systems Thinking Press.
Beardwell, J. and Claydon, T. ,2010. Human Resource Management A Contemporary Approach. New Jersey: Prentice Hall.
Bright, J. and Earl, J. ,2008. Brilliant CV : what employers want to see and how to say it. Harlow: Pearson Prentice Hall
Borkowski, N. ,2009. Organizational behavior, theory and design in healthcare. London: Jones and Bartlett.
Brown, P. and Hesketh, A. ,2004. The mismanagement of talent : employability and jobs in the knowledge economy. Oxford: Oxford University Press
De Wit, B. and Meyer, R. ,2004. Strategy: process, content and context. London: Thomson.
Fagan, A. ,2008. Brilliant job hunting : how to get the job you want. Harlow: Pearson Prentice Hall.
Harold, F. and Michael, D.,1994. Motivation: theory and research. New Jersey: Routledge.
Henderson, R.,2003. Compensation Management in a Knowledge-Based World. 9th ed. Upper Saddle River, NJ: Prentice Hall.
Hind D., and Moss, S. ,2005. Employability skills for students. Sunderland: Business Education Publishers Ltd
Horn, R. ,2009. The business skills handbook. London: Chartered Institute of Personnel and Development.
John, B.P.,2004. Organizational Behavior, from theory to Practice. New York: Wiley.
Jackson, S.,1992. Diversity in the workplace: human resources initiatives. New York: The Guilford Press.
Johnson, G., Scholes, K. and Whittington, R. ,2008. Exploring corporate strategy. London: FT Prentice Hall.
Kew, J. and Stredwick, J. ,2008. Business environment. Wimbledon: Chartered Institute of Personnel & Development
Kleiman, S. ,2000. Human Resource Management: A Tool for Competitive Advantage. Cincinnati: South-Western College Publishing.
Legge, K., 2004. Human Resource Management: Rhetorics and Realities (Anniversary ed.). Basingstoke: Palgrave Macmillan.
Lindgren, M. and Bandhold, H., 2009. Scenario planning : the link between future and strategy. Basingstoke: Palgrave Macmillan
Littleford, D., Halstead, J. and Mulraine, C., 2004. Career skills: opening doors into the job market. Basingstoke: Palgrave MacMillan.
McGoldrick, J., Stewart J. and Watson, S., 2001. Theorizing Human Resource Development. Human Resource Development International, 4(3), 287-290
Milkovich, T. and Newman, J., 2006. Compensation. 8th ed. New York: McGraw-Hill.
Paauwe, J. ,2009. HRM and Performance: Achievement, Methodological Issues and Prospects. Journal of Management Studies, 46 (1), 123
Palmer, A. and Hartley, B., 2009. The business environment. London: McGraw-Hill Higher Education
Storey, J., 2007. Human Resource Management: A Critical Text. New York: Thompson.
Storry, A., 2005. How to Find & Keep the Best Talent: Train & Motivate. Franchising World, 37(9), 52-54.
Swanson, R. A.,2002. Human resource development and its underlying theory. Human Resource Development International, 4(3) 287-290.
Singapore is home to about 5 million people. Most of the people are very skilled and highly literate. The employment act of Singapore provides for fair treatment of existing and potential employees. The act prohibits discrimination on the basis of gender, race, religion, age, marital status, color, sexual orientation, political affiliation etc.1
Discrimination is any form of unfair treatment of the employee. Discrimination can occur during recruitment, promotion, pay rise or training. Discrimination is a bad practice because it makes the employee feel stressed or intimidated. Many prospective employees commonly fail to clinch job opportunities because of discrimination.
Actions Alex can take against the consultant
Following the events in this case, it is quite obvious that Alex has been discriminated against on the basis of age. This is in contravention to Age Discrimination in Employment Act (ADEA). The ADEA of 1967 protects current and prospective employees aged over 40 years from discrimination on the basis of age2. Because he has been discriminated against on the basis of age, there are a number of actions available to Alex3.
First, Alex can contact any manager in the consultancy firm to formally or informally inform them. It is integral that this manager be of a higher rank that the consultant who handled the recruitment.
Secondly, Alex can make an official complaint to the prospective employer through the Advisory, Conciliation and Arbitration Service. Alternatively, Alex can approach any Labour Relations body. The body can find the prospective employer and formally assist Alex place the grievance4.
Under the Employment Act of Singapore, Alex can use the Employment Standards Online (ESOL). This option will allow Alex to submit his complaints against the prospective employer or at least discuss this apparent discrimination with a labour relations official. This notification has to be done within 30 days from the time the alleged discriminatory act occurred5. Previously, such complaints could still be accepted within a period of one year.
In filling the age discrimination law case, Alex can adopt two approaches. First, Alex can file the case under disparate treatment. In this option, Alex would have to prove that the consultants had a specific intention to discriminate against him on the basis of age6.
This is usually common in cases where the supervisor behaves in a manner out rightly suggesting that the employee is old and no longer able to accomplish the task. Alternatively, Alex can file the case under disparate impact option7. Here, Alex would have to show cause that the prospective employer’s actions disproportionately affected him as an old aged employee – given his age of 56 years.
Local or international acts, conventions or regulations implicated in Alex’s case
Unlawful discrimination occurs in several ways. Any occurrence of discrimination contravenes a certain act of the law; be it local or international law. In Singapore, the Employments Act prohibits age based discrimination. Locally, the Employment Act of Singapore provides against any form of discrimination on any employee irrespective of whether they are nationals or not.
The Employment Act protects the managerial staff, seamen, domestic workers and any employee of the government8. Any such contravention is regarded as an adverse action according to the provisions of the Fair Workforce Act 2009
Internationally, age based dissemination is against the Age Discrimination in Employment Act (ADEA). Established in 1967, ADEA provides that both the existing employees and the prospective ones be protected against age based discrimination.
It further provides that no employer shall discriminate against any employee on the basis of their age when staffing, promoting, compensating or training employees. Under the provisions of ADEA, employers have express rights to favour older employees even when this action will not auger well with the younger employees
Conclusion
Discrimination is common in modern day business practice. The law prohibits any form of discrimination whether it gender based, racial, age or any other form. In Singapore, the employment act allows employees to sue for any acts of discrimination.
In this case study, Alex has been discriminated against based on his age despite his qualification and requisite experience. The Employment Standards Online (ESOL) allows Alex to sue the prospective employer. This discrimination on the basis of age is also in contravention with other legislation such as the Fair Workforce Act 20099 and the Age Discrimination in Employment Act (ADEA).
Bibliography
Beyer, James R. “Biggins Leaves ADEA Issues Unresolved”. National Law Journal, July 19, 1993.
Fick, Barbara. American Bar Association Guide to Workplace Law. New York: Times Books, 1997.
Gregory, Raymond F. Age Discrimination in the American Workplace: Old at a Young Age. Piscataway, N.J.: Rutgers Univ. Press, 2001.
Johns, Roger J., Jr. “Proving Pretext and Willfulness in Age Discrimination Cases after Hazen Paper Company v. Biggins.” Labor Law Journal 45, April 1994.
Kulatz, Karen. “Trading Substantive Values for Procedural Values: Compulsory Arbitration and the ADEA”. University of Florida Journal of Law and Public Policy 5, Spring 1993.
Lawrence, Emily J. “Clarifying the Timing Requirements for Federal Employees’ Age Discrimination Claims.” Boston College Law Review 33, March 1992.
Lynda, C. Watts. Age Discrimination: Can you prove It? 2010.
Ministry of Manpower. The Employment Act. Government of Singapore, 2013.
Payton, Janet G. “Age Discrimination Checklist”. Corporate Counsel’s Quarterly 19, January 2003.
Footnotes
1. Ministry of Manpower. The Employment Act. Government of Singapore, (2013).
2. Lynda, C. Watts. Age Discrimination: Can you prove It? (2010)
3. Gregory, Raymond F. Age Discrimination in the American Workplace: Old at a Young Age. Piscataway, (N.J.: Rutgers Univ. Press, 2001).
4. Roger Johns. “Proving Pretext and Willfulness in Age Discrimination Cases after Hazen Paper Company v. Biggins.” Labor Law Journal 45, April 1994.
5. Emily Lawrence, J. “Clarifying the Timing Requirements for Federal Employees’ Age Discrimination Claims.” Boston College Law Review 33, March 1992.
6. Janet G Payton. “Age Discrimination Checklist”. Corporate Counsel’s Quarterly, 19, January 2003.
For an effective operation, organizations need human and physical resources; properly managed organizations have an appropriate number of personnel with experience and expertise (Bandt and Haines, 2002). To ensure that the right number of people is available when required, human resources management should develop effective framework of personnel management. In contemporary business world, business leaders are forging a certain direction for their company to enhance competitiveness.
Human recourses management (HRM) has a role to play in strategic direction of an organization. Effective personnel management is one role of managers; it is concerned with people at work and their relationship with their employer. Well-managed human resources results into an orchestrate team (McGoldrick, Stewart and Watson, 2001). This paper discusses the role played by HRM with the strategic direction of an organization.
Roles of Human resources management
The role played by human resources department involves those that look into the interests of employees, employer, and third parties like the government, labor unions, and employees relatives. When the roles are played well, then an organization can be assured of a motivated work force that yields high returns. Highly motivated employees are a benefit to their organization and also have a chance of career development. The following are the roles of human resources:
Human resources planning
Management should ensure that employees’ need at one particular point is known and measures taken to ensure right number are maintained. Planning involves using past staff needs and predicting the future needs. Employees can be sourced internally or externally: to ensure that there are adequate plan, then management should understand the availability of employees. The main aim of human resources planning is to ensure that there is the right number of employees, at the right time, at the right place, and at the right cost.
HRP helps the organization create and develop employee training and management succession programs. Training programs ensure that the right people are trained at minimum cost. Management succession programs eliminate unfair promotions. This programs therefore reduce both management and employee conflicts. Through HRP, management is compelled to assess critically the strengths and weaknesses of its labor force and personnel policies. Collective actions are therefore taken to correct the weaknesses.
When managing change, consultations with the affected groups and individuals may occur at an early stage in the change process, decisions can be undertaken unhurriedly and by considering all relevant options, rather than being taken in crises. Through human resource planning, an organization is able to adhere to equal employment opportunity (EEO) policy through analysis of the different employees it has. The organization is able to identify areas in which it is biased in employing (Paauwe, 2009).
Hiring
When a particular department establishes area/areas that require more employees, the hiring process starts timely enough that at no point will the organization suffer a deficit. When placing advert/adverts for position/positions, whether internal or external, it is important to define clearly the minimum qualifications required and the responsibilities of the successful candidate. When applications are received, they are sorted, and short listed candidate are contacted.
According to the recruiting organization organizational culture, interviews take different angles. Some organizations have aptitude tests only, others have the panel interview and others have more than one stage of interviews. Whichever the method, the objective of the process is to give the human resources management team an opportunity to learn the strengths and weak points of an applicant, then relate them to the demands of the advertised position. This will assist the when choosing the best candidate.
Labor shortfalls and surpluses are avoided since HRP ensures that there is the right number of employees as the organization may require achieving its goals. Cases of corruption in form of “ghost workers” are rarely reported in organizations whose management undertakes HRP honestly and seriously. Careful consideration of the likely future human resources requirements could lead the firm to discover new and improved ways of managing human resources (Storey, 2007).
Orientation
Successful candidates need to be oriented to their new environment; they need to learn the organizational culture and code of conduct of their new company. Organizations code of ethics defines how an organization responds to internal or external stimulus. In most organizations, they are in blueprints and an internal policy. They form part of organizational training needs. Organizations that uphold high respects for their code of ethics maintain good internal and external relations with their stakeholders.
Training, appraisal and motivation
To enable employees perform their duties effectively, continuous training system and employee’s appraisal is important. It helps management establish areas that needs improvement. Some organizations have employees training as a continuous process to ensure that employees are up-to-date with the changes in the industry.
Motivational measures should be put in place to ensure that employees are loyal to the organization and they work efficiently. This ranges from attractive salaries or/and benefits, to developing a good working environment. This ensures that employees are retained as assets in the organization (Storry, 2005).
Enforcing employment contract and related legal laws
When an employee has been employed in a certain organization, there is the contact that the employee signs with the company, the HRM have the role of ensuring that the contracts need have been complied with accordingly. When this is done, then the company will be at peace with authorities and the employees will have their psychological contracts fulfilled.
Employees sell labor and their intellectualism to their employer; at the end of a certain period, the employer is expected to compensate employees for the work done; the employment contract specifies the rate of pay as well as any benefits thereon. Employment is a legal engagement where the employer engages an employee for a consideration. Wages and remunerations are among the financial gains that an employee’s stand to benefit from his employer (Legge, 2004)
Tangible and non-tangible benefit includes paid leaves, insurances, loan agreement policies and sick leaves. In most organizations, labor cost constitutes a large portion of the organizations budget; when it comes to company’s performance, wages that an organization pays has an effect on the company’s competitiveness directly and indirectly, it supports the strategic plans and actions developed within the organization. In labor-intensive industries, the cost of labor is high than in capital-intensive industries.
There are some internationally recognized labor laws that give minimal direction to the wage rate payable in certain industries; they are developed with agreement with domestic governments after considering the nature of the industry and its benefits to international community.
If a company is in an industry regulated by international labor laws, then its human resource management has the role of enforcing the policies. Different countries after considering their economics standing have set some regulation of wage rates payable; domestic legislations are concerned with minimal wage rate, which all companies operating in the economy are expected to have (John, 2004).
Ensuring fair treatment and legal compliance
Human resources policies are internal, national, and international policies. Adhering to these policies is important to avoid conflicts.
Internal human resources policies
Every company has its own policies defining the relationship between the employees and their employer. I have learnt that this document is not a human resources document but a document for the entire organization’s employees. Having one and understanding what it says is crucial. Internal policies define issues like salaries, promotions, appraisal mechanism, transfers and duties and responsibilities of employees.
National policies
Different countries have different labor laws and legislations. Understanding of these laws is important to ensure that there is no violation. Previously, I thought that it is the HRD only, which should understand these laws, however, I have realized that they are national laws that a company should ensure that their employees understand and if possible make a copy to each employee. These laws define discrimination, sexual harassment, taxation policies among others.
International laws
There are some international labor laws that a company should ensure that they are not violated. They include laws on gender discrimination. Understanding of these laws is important in international diversification of a company (Beardwell and Claydon, 2010).
Summary of reasons why HRM is crucial in strategic management of an organization
The human resources department has the mandate of ensuring that adequate employees are available at all times. It has the mandate of planning, deploying, employing, training, retaining, and dismissal of employees. When the department is undertaking this duty, it looks into quantitative and qualitative aspects.
Qualitative means the right number of employees and qualitative means employees with right skills. Workers engage their mind, time, expertise, and intellectualism in their works; they expect to be compensated through wages, salaries, bonuses, and non-cash benefits. According to employment agreement, an employer and employee are obliged to respect labor law in the country of operation and uphold to employment-contract terms and conditions.
Developing an efficient team is the role of personnel management assisted by top and line managers; it starts with human resources planning to appraisal, motivation, rewards, and ends with termination of employment contract. Terms of employment vary with organizations and so do human resources practices like selection, contracting, and recruitment.
One of the major functions of human resources department is developing a compensation strategy that satisfies all the employees irrespective of their rank, an effective reward strategy should be able to trigger motivation and increase the zeal to work-hard in an organization (Armstrong, 2006)
Conclusion
The human resources department has the mandate of ensuring that adequate employees are available at all times. It has the mandate of planning, deploying, employing, training, retaining, and dismissal of employees.
When the department is undertaking this duty, it looks into quantitative and qualitative aspects; to ensure that the objectives of the department are met, the company uses the assistance of line and top managers in enforcing and reinforcing the policies set. When undertaking its roles, it should ensure that national and international labor laws have been enforced and rights of employees respected.
References
Armstrong, M. ,2006. A Handbook of Human Resource Management Practice. New York: Kogan Page.
Bandt, A. and Haines, S.(2002). Successful Strategic Human Resource Planning. San-Diego: Systems Thinking Press.
Beardwell, J. and Claydon, T. ,2010. Human Resource Management A Contemporary Approach .New Jersey: Prentice Hall.
John, B.P.,2004. Organizational Behavior, from theory to Practice. New York: Wiley.
Legge, K., 2004. Human Resource Management: Rhetorics and Realities (Anniversary ed.). Basingstoke: Palgrave Macmillan.
McGoldrick, J., Stewart J., & Watson, S.,2001. Theorizing Human Resource Development. Human Resource Development International, 4(3), 287-290
Paauwe, J. ,2009. HRM and Performance: Achievement, Methodological Issues and Prospects. Journal of Management Studies, 46 (1), 123
Storey, J.,2007. Human Resource Management: A Critical Text. New York: Thompson.
Storry, A., 2005. How to Find & Keep the Best Talent: Train & Motivate. Franchising World, 37(9), 52-54.
Swanson, R. A.,2002. Human resource development and its underlying theory. Human Resource Development International, 4(3) 287-290.
As many companies may have noted, there is a generation that is rapidly expanding in influence and power across all continents- the millennium generation. The millennium generation mainly consists of individuals that have been born from 1982 to around 2001.
At the workplace, the talent and capacity of millennium employees cannot be ignored. At the market, the increasing capacity of the millennial to consume goods cannot likewise be ignored.
As such, it would be foolish for companies to slumber in incorporating policies that are attractive to the millennium generation. In this paper, I will be discussing some of the important ways in which a company can attract the emerging generation of millennial.
In the direction of attracting the millennial, consideration will also be given to how companies can retain the older generation of employees and customers.
While Woodruffe (2009) believes that significant changes are required in attracting, developing and retaining the millennial generation, Kyles (2005) believes companies should focus on finding strategies which appeal to all generations.
The millennium generation includes individuals that have been born between 1982 and 2001. Many companies agree that the millennium generation will continue to grow in the market share; hence, a need for companies to develop products that are appealing to the unique needs of this (millennium) generation (Carlson, 2006).
Such a scenario has presented a dilemma for many companies. The dilemma is whether to concentrate on the older generation of customers, or focus on the new and emerging millennium generation (Carlson 2006). The outstanding idea in Woodruffe’s belief is that as the millennium generation increases its capacity of market share, there is a need for companies to tap into this emer
ging market by developing products and services that appeal to the millennium generation (Consoli, 2006). On the other hand, companies cannot simply concentrate on attracting the millennium generation while ignoring older customers.
As such, Kyles has suggested an approach that can be used by companies to balance between the needs of the millennium generation and those of older customers-developing enduring strategies and products that appeal to both generations.
In what ways are the needs of the millennium generation different from those of the older generation? Here, I will be focusing on the needs of customers. According to a report by the economist intelligence unit, there is need for companies to develop different approaches so as to attract millennium customers (Consoli, 2006).
Unlike the older generation of customers, the millennium generation obtains information on products through social networking websites and other internet interactive platforms (Carlson, 2006).
Here, many people may prefer online shopping, where they shop and purchase products online. Instead of visiting company offices to make inquiries on products, the millennium generation relies on online and media recommendations to buy products (Consoli, 2006).
Therefore, it is obviously important for companies to invest in peer marketing. Celebrities are especially influential in marketing products here. Moreover, rather than focusing on quality alone, the millennium generation has a deep interest in self tailored and unique products.
It is therefore important for companies that are keen on attracting the millennium generation to invest part of their marketing resources in new and emerging technologies, such as the internet. Focusing on the unique shopping behavior of the millenniums will also be helpful to companies with an interest of sharing the millennium market (Fields, 2001).
While workforce planning has long been a function for many organizations, it has become of increased importance because of the emergence of globalization, changing demographics, and other factors (Carlson, 2006).
Because we are interested in innovative HRM so as to attract the millennium generation, it is important to consider how the above changes affect the attraction of a talented and millennium workforce.
Since many companies are going global, so as to obtain a share of the global market, it is apparent that such a direction will lead to an employment of a workforce that is divergent in geographical demography, lifestyle, among other differences (Consoli, 2006).
A fruitful trend that has been emerging is one in which multinational companies establish sub independent companies in multiple global locations. Here, it is possible for each global area of operation to focus on unique and specific needs at play in its specific market (Consoli, 2006).
Issues of salary, experience, education, among others will obviously vary in different localities where the sub independent companies are based. However, it is important for companies to establish unique standards that are necessary for a creative workforce irrespective of where such workers may be based (Fields, 2001).
How is the millennium workforce different from the ordinary workforce? One of the most important characteristics that are present in most millennium employees is a desire to develop personal relationships with their employees (Carlson, 2006).
Most of the millennium employees will want to develop a nurturing and respectful relationship with their managers. Ordinarily, millennium employees will want to contribute to the decisions that are made by their employees, and would desire to develop and implement new ideas for the management (Carlson, 2006).
Therefore, rather than focusing on a bossy approach, the attraction and retention of the innovative millennium employees would call for a respectful relationship; beneficial to both the employee and manager.
Such a direction would call for a regular and respectful communication between managers and millennium employees (Consoli, 2006). Moreover, most millennium employees desire to grow in their careers as they attain personal development.
Such a trend would necessitate that managers implement programs that help their millennium employees to grow in their careers (Fields, 2001). Since such employees are not averse to tasks that are challenging, but fulfilling to them, it is useful for employees to develop a creative and a challenging environment for their employees.
Therefore, an opportunity that is presentable with a need to attract and retain a millennium workforce is a need for innovation (Carlson, 2006). Obviously, with the cut throat competition that presently exists in the business world, a definite approach for businesses to survive is to adopt a creative workforce.
Such a workforce would aid in the development of unique products that will always appeal to the market (Carlson, 2006). How can managers attract and retain a creative workforce? The first step would involve recruiting a talented millennium workforce; that is filled with new and unique ideas (Consoli, 2006).
The second step would involve the creation of a working environment that would promote innovation at the workplace (Consoli, 2006). Such a direction would involve an inclusiveness approach that values and encourages the workforce to develop new and innovative products for their companies.
Moreover, there is a need for companies to establish a system of supporting and refining ideasthat have been presented to the management by a creative workforce (Fields, 2001).
Here, it is important to avoid discarding any new idea that has been presented by an employee. Whenever such ideas appea to be credible, necessary support should subsequently be given to the concerned employee.
While Eckle (2009) suggests that social networking sites are good recruitment sources, Solove (2008) believes that information gathered from such sites is unreliable, and therefore, they are not a reputable source (Fields, 2001).
However, since the millennium workforce is mainly available at social networking sites, for companies to recruit a generation of millenniums, it is needful for companies to do some recruitment at social networking sites (Fields, 2001).
The obvious advantage with recruiting at social networking sites is an ability to select from a wide and global database bank of applicants. Furthermore, the process is cheaper, and it is possible to shortlist applicants at the stage of viewing their databases (Consoli, 2006). With emerging soft wares, it is possible to even automate the process above.
Here, it is easy for companies to filter applicants on the base of important attributes that they require from new employees. However, a social networking system presents a number of difficulties. Often, candidates may post impressive, but untrue information; that has been carefully designed to attract the eye of employees) (Carlson, 2006).
Besides, a non interactive physical environment with an applicant may overlook important parameters necessary for a company to decide on whether to recruit or not (Carlson, 2006).
Just like many other aspects of HRM, the issue of recruitment is becoming complex with time (Sago, 2000). With such a trend, there is an increasing need for companies to outsource some of the services that they normally perform.
By outsourcing a proportion of HRM services, a number of benefits can be accrued (Sago, 2000). Many HRM outsourcing agencies have created platforms for the recruitment and management of other HRM services.
At some levels, such companies have established platforms where they obtain multiple data banks for recruits online. As such, they are capable of initiating a program of recruiting designed to produce the best quality of applicants (Fields, 2001).
In some cases, recruitment agencies can go a step further to train potential recruits. Such a direction is important in ensuring that clients obtain recruits that have prerequisite skills (Fields, 2001).
Usually, such applicants are finally presented to clients for consideration. Moreover, useful resources, like soft wares for managing the human resource, can be accessible to companies through consultancy firms.
Besides, it is possible to easily update the skills of the workforce, which can be available through the services of consultancy agencies; hence, helping to boost the output of the human resource (Carlson, 2006).
As we had seen earlier, understanding the unique characteristics of the millennium workforce is necessary for creating an innovative employees; hence, innovative products, It is also important to understand that challenges that companies may face in an effort to accommodate millennium employees (Sago, 2000).
So as to retain the useful talents of millennium employees, it is important for companies to develop a comprehensive, and a clear system that can be used to reward innovative and hardworking employees (Jopling, 2004).
The use of bonuses, salary increments and promotions, are among the options that can be utilized by companies in the direction that has been described above (Jopling, 2004). As I had mentioned, a process that involves employees when deciding on important issues is also useful in motivating the young generation of millennium employees (Carlson, 2006).
Even with such innovations that may be precisely designed by the human resource to attract and retain the talented generation of millennium, it is ignorant for companies to ignore the needs of the older generation of employees. With such an arrangement, there is a need for companies to develop policies that carefully balance between the needs of all the categories of employees.
According to Smith (2003) in order for Australian organizations to attract and retain talent, as well as become globally competitive, investing in training and development is crucial and requires developing a more strategic, measurable and long-term Human Resource approach (Sago, 2000).
Here, global competition is based on the competitiveness of the type of products that a company will place on the global market. As it has been discussed previously, such competitiveness is reliant on a creative workforce that has a capacity to develop unique and innovative products (Sago, 2000).
Since having such a workforce mainly depends on a capacity to attract and maintain a creative and talented generation of millenniums, it is important for companies to develop a package of policies that are attractive to young millenniums (Sago, 2000).
Considering the inherent need for young professionals to grow in career and development, it is important for companies to incorporate training programs for their professionals. Such training programs must increase the capacity and skills of millenniums so that they are more empowered to increase their work output.
Here, it is important for all training to orient in attaining specific goals that agree with the overall goals of accompany (Carlson, 2006).
Apart from training and strategic management, it is crucial for companies to adopt tools that can be used to promote the capacity of employees (Heyboer, 2006). Here, it is fruitful for companies to develop effective performance management appraisal systems.
Such systems must be designed with the unique goals, and needs of a company in mind (Heyboer, 2006). Currently, there exist several approaches that can be used for the purposes of gauging the performance of employees.
Rating scale and 360 degrees are among the various performance management appraisal systems that are available to employees (Heyboer, 2006).
Apart from orienting the design of a particular performance appraisal system with the needs and goals of a company, it is important for the human resource manager to consider a number of issues and challenges that may arise from the use of such a system (Carlson, 2006).
Such a process may start by evaluating the strengths and weaknesses of each type of an available performance appraisal system. Once the above step is surpassed, it may be useful for the human resource manager to identify ways in which he can tackle the weaknesses that may arise with a selected performance appraisal system (Consoli, 2006).
Conclusion
In one dimension, the process of doing business involves developing a range of products and services that will always be attractive to an existing market. With the constant change of multiple parameters that exist in a market, there will always be a need for market preferences to likewise change.
With the development of a new millennium generation, parameters at play in the global market have inevitably changed. Unlike previous generations, the millennium generation is independent in ideas, creative and technology savvy.
Such a direction has created a need for companies to develop products that will appeal to the emerging generation of millenniums. Likewise, it has become important for companies to invest their resources in attracting the innovative and creative generation of millennial employees.
Amidst such efforts, companies have tried to retain multiple generations of employees and workers so as to accommodate important market and workforce segments.
So as to tackle the challenges that exist in companies, in all the dimensions hat have been mentioned above, It is useful for human resource managers to develop policies that would auger with the mentioned challenges to increase the competitive edge of their companies.
Such a trend would call for a creative and innovative human resource that will attract the young generation of millennial.
Reference List
Carlson, S., 2006. Tech-savvy ‘Millennials’ have lots of gadgets, like to multitask, and expect to control what, when, and how learn. Should colleges cater to them?’ The Chronicle of Higher Education Oct 52(7), A34
Consoli, J., 2006. Magid: Millennial Generation Imperative for Media Business. Brandnews. 21 June 2006. [Online] Web.
Eckle, J., 2009. Get social, get a job. Computer World
Fields, B., 2001. The Millennial generation: Are higher education and the workforce ready for them? [Online] Web.
Heyboer, K., 2006. To teach tech-savvy Millennials, forget ‘boring’ books. [Online] Web.