Human resource management is the process of selecting, training, developing and compensating individuals at work.(Rugman and Hodgetts 2000). It is defined as a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving competitive advantage (Bratton and Gold 2007). It executes or examines what can be or should be done to effectively and efficiently to satisfy their needs as well as the organization’s. However, there are situational factors that sometimes shatter an organization’s approach to strike a balance. An example of this is the current economic downturn otherwise known as the recession. The National Bureau of Economic Research defines a recession as a significant decline in economic activity lasting more than three months. It is thought that recessions can have impact on the functions of Human Resource Managers specifically functions such as employee recruitment, compensation, training and communication.(Sojka, 2012).In this paper we will evaluate the options organizations implement in their restructuring exercises as a result of the global economic recession and indicate how HRM functions have been affected.
Literature Review
There has been extensive research on the effects recessions have on HRM functions. Previous literatures by various authors have been reviewed to indicate how organizations across the globe have survived similar economic downturns.
In a journal by Phillips (2012) Mitchells & Butlers, a UK based company implemented what the author describes as a coherent strategic plan which resulted in a boost in sales and profit. The company achieved these results despite the challenges it experienced within the external environment. Some of t...
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...workforce. According to Theo Haimann, “Staffing pertains to recruitment, selection, development and compensation of subordinates.”
Pine Hill Dairy and their extension has realized that sometimes hiring additional employees is not always the best method to obtain labor because in recent years they have invested huge amounts of money in machinery, equipment and employee training to effectively become more efficient while reducing cost.
When HR planning indicates the need for additional labor, organizations have a number of choices to make. This may be the first step in a full-scale recruitment and selection process, but sometimes hiring additional employees is not the best method to obtain additional labor. It may be appropriate for an organization to consider alternatives to recruiting, such as outsourcing or contingent labor, instead of hiring regular employee.
Hiring about 500 employees for the new plant raises some concerns. Considered a medium-sized plant, it is important for management to implement human resource
With any company, you need strong vision and mission statements to help consumers better understand your business and where you intend on being in the future. After reading the case, I found many issues that management must address in order to sustain a profitable business. The first problem that needs to be addressed is the development of a vision and objectives. A business plan is needed and management must find answers to questions like:
Finarelli, M. (2009). Intended consequences: How changes during strategic planning can make or break a plan. Retrieved on October 10, 2011, from http://www.hss-inc.com/documents/SHSMD-MariaNovSpectrum.pdf
This report will investigate the British retailer Marks and Spencer. It will analyse why decision making, planning and goal setting are important to the organisation. Decision making is a process of identifying problems and opportunities then resolving them. Mission planning is the way that organisations aim to achieve their goals. All organisations have goals, these are the reasons that the company exists. Boddy (2005:178) states “A goal is a desired future state for an organisational unit. Goals provide a set of detailed objectives for an organisation’s desired outcomes”. Within this report there is a brief outline and history of Marks and Spencer. It will then look at the missions and goals of the organisation and will go on to critically evaluate planning and decision making processes that the organisation could be using. To conclude it will summarise the findings.
Arthur, A., Thompson, Margaret, A., Peteraf, John, E. Gamble, A., J., Strickland III. (2014). Crafting & Executing Strategy: The Quest for Competitive Advantage 19e: Concepts & Cases. C6-C25.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Companies all over the world varies but yet shares a common challenge, that is to solve problem not only effectively and efficiently but also creatively. The P-O-L-C framework which stands for Planning, Organising, Leading and Controlling plays a major role in both the company’s survivability and success. The SWOT analysis looks at both internal and external factors that can affect the Starbucks’s performance. The purpose of this report is to define and analyse how Starbucks respond and should have respond to the change of its external environment on the cofee market,This report will also identify and disscuss how The P-O-L-C framework and can help starbucks to compete and reduce the loss of their failing peformance in the Australian market and how SWOT analysis helps to define some externalities that can be a threat to Starbucks.
Strategic planning directs every movement in a business and is very essential to business performance (London 2002, pp.26-33). The strategic plan and operational plan are extracted from Best Buy Form 10K to better clarify the current situation and future direction of Best Buy.
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).
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
Human Resources Management (HRM) Interventions relates to the idea of improving an organizations overall performance and efficiency by improving the members (individuals and groups) performances, commitment, and flexibility. According to Beer et al. (1984), this is often a relevant intervention technique when organizations are facing increased international competition. They see the value of HR investments as a way to improve organizations competitive advantages. Further, they establish that HRM policies have long-term consequences and immediate organizational outcomes. These policies should include the overall competence of employees, the commitment of employees, the cost effectiveness of HRM practices,
Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.
HRM comprises a set of policies designed to maximize organizational integration, Employee commitment, flexibility and quality of work. (Guest, 1987) as cited by (Armstrong, 2009) this statement entails that HRM function has policies to guide its activities, if these policies are well integrated with the strategy of the organization, it can enhance employee commitment and result in quality of work, as cited by (Armstrong, 2009) that the overall purpose of human resource management is to ensure that the organization is able to achieve success through people, however the function of HRM is affected by several other factors, this essay will look at three Internal and external environmental factors affecting HR Specialist.
The lack of success at Omega, Inc. rested in the hands of an incompetent sales staff who were not informed of the company’s mission statement and goals. The staff received limited training on the jobs they were to perform. Omega was faced with the challenge of getting the employees to achieve their sales quotas. According to (Aguinis, 2007), “There are two important prerequisites required before a performance management system is implemented: knowledge of the organization’s mission and strategic goals and knowledge of the job in question.” The benefit of superior knowledge of the organization combined with clear and agreed upon mission and strategic goals of their unit would afford employees the opportunity to make contributions that will have a positive impact on the organization as a whole. In addition, one must possess the knowledge of the job in question to execute the tasks necessary to be done and how they should be done. This knowledge is obtained through a job analysis. Omega failed to implement strategic planning throughout all the franchises. According to Aguinis (2007), “Strategic planning allows an organizati...