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A Comprehensive Overview and An Analytical Insight Into Human Resource Management at Barclays Bank Plc
Introduction
============
This report is being produced to fulfil the criteria required for unit
4 of the AVCE course in business. It gives a comprehensive overview
and an analytical insight into human resource management at Barclays
bank plc. The report particularly focuses on the possible conflict
between Recruitment and Selection and Training and Development. At
Barclays bank plc in view of current economic climate for banks of
competition.
My report is going to include the four following functions:
1. Human Resources Planning - this will include
; Responsibilities covered by the HR function in the business, the
importance of people to the business
; Internal staffing information and external labour market information
to plan HR within the business
; Relevant labour market information and my comparison with how my
chosen business has used labour market
; An analysis of how relevant labour market trends relate to ongoing
HR planning of the business
2. Recruitment and selection - this will include
; Staff records, Human resources department will keep a record of
every employee - past and present. This usually kept on a computer
database. The record will include details of the employee's name and
address, date of birth, current job title and salary, starting and
leaving date, qualifications and experience and works number.
It is important for the department to have all personnel records
confidential, especially comments on attendance, punctuality and
personal circumstances.
; Identification of the features of key recruitment documents and the
factors to be considered in planning to fill a vacancy and carrying
out interviews
; An analysis of the key recruitment documents and an evaluation on
the quality of information in relation to the purpose of each document
; All organisations regularly need new staff - either to replace those
who are leaving or to fill in new vacancies if the company is
expanding. This is where personnel department comes in.
A. The Human Resources Framework The human resources framework is one of the four framework approaches identified by Bolman & Deal; this frame regards people’s skills, attitudes, energy, and commitment. The human resource frame defends the ideas that organizations can be stimulating, rewarding, and productive (Bolman, & Deal, 1991). The human resources framework focuses on leadership styles of support, advocate and empowerment, and provides efficient and transformative change for your organization by addressing human issues, leading to greater accomplishment of goals and better individual, team, and organizational performance. The leaders increase participation, support, share information, and transfer decision making down to employees in the
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009). This paper aims to analyse the role of human resource management in organisations and its linkage to the wider organizational strategy using Tesco and Harrods as illustrations.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
...selid, M.A. 1995. ‘The impact of human resource management practices on turnover, productivity and corporate financial performance’, Academy of Management Journal, Vol 38, pp635-670.
Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall
Torrington, D., Hall, L., & Taylor, S. (2005). Human resource management (6th ed.). Harlow, Essex, U.K: Prentice-Hall.
In dynamic, global competitive markets, successful organizations are likely to be staffed with managers capable of adapting to constantly evolving roles, and with the capacity to achieve and sustain optimal levels of performance. The global market place has currently impacted the practice of human resources management in the United States and will continue in the next ten years.
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
It is discussed that after the financial collapse in 1945, the human resource management has undergone several modifications due to the tremendous strain which the modern organisations have to endure nowadays. The causes responsible for changes in human resource management are
Scholes and Johnson (1993) explain strategy as the long-term goal and vision of a company, which satisfy the shareholders’ prospect in the course of aligning of its assets to its varying situation. Methods of Human resources are essentials for any company to succeed. Hence, overseeing these practices of human resources efficiently possibly will lead to overall effectiveness of the company. Thus, Human Resource Management (HRM) can be stated as in general administration choices and mechanism which rule the way in which the institute and its workforce syndicate. (Beer, et al., 1984, p.1).
Under the new model, licensed banks were authorized to carry out the following types of businesses: commercial banking (with regional, national and international reach); merchant (investment) banking; specialised banking (microfinance, mortgage, non-interest/Islamic banking); and, development finance (Sanusi, 2012). In response to this changing and evolving climate, an attempt to elevate HR’s perceived value to banking business emerged. Banks began to explore innovative strategies to attract professional and highly driven executives; this was in addition to massive manpower development programmes to re-train existing
have more of a major effect on the company's health. Irving Burstiner was quoted in in The