Line managers working at the BMW are increasingly becoming involved in personnel management (Dodgson, et al. 2008). Bach and Edwards (2013) note that despite line managers’ functional specialism and industry, they are expected to engage in personnel management activities that the very least in order to cover performance management function like performing engagement appraisal and administering poor performance. To some extent line managers at the BMW posses delegated power of recruiting or firing workers as the deem fit depending on their capacity (Qadeer, et al. 2011). This is not a new episode at the company in their quest to leverage themselves of having a proficient and innovative team working for them. The only difference about the whole …show more content…
Wilkinson, et al. (2015) note that the HR mutual service model, which is increasing in popularity, treat daily responsibilities for HR issues as strategic one to the company by allowing HR operations to become a centre of skill and talent nurturing as well as a strategic business ally within the company. The authors further note that this has partly been enabled by the development of E-HR (2015). So in most cases, HRM and presently, line managers, can make final decisions regarding personnel management without consulting with top management and because there is decentralisation of decision-making process given the increasing independence of HRM and a revolution in leadership style from authoritarian to participative leadership. In the last decade, the BMW has not only decentralised decision-making process, but also restructured the organisation so that each management unit is clearly defined and performs its work autonomously and each department supports team work beginning with line managers (Maguire 2005). Wilkinson, et al. (2015) argues the reason this is happening is because of the tendency towards individualism in recruitment relationship has continued to influence the tendency towards decentralisation of personnel management to the line
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
“Hr is shifting from focusing on the organisation of the business to focusing on the business of the organisation” (Zulmohd 2011). David Ulrich points out four distinctive roles of HR which makes the organisation most effective and produce competitive advantage. He planned to change the structure of HR function and build HR around roles. The four key HR roles identified by Ulrich, one HR business partner/strategic partner – aligning HR and business strategy which plays an important role in setting strategic direction. It builds strategic relationship with clients and strategically manages the development of the workforce. The second key role is administrative expert which creates and must deliver effective HR processes made to tailor business needs. It also involves managing people and HR related costs. To continue to the third key role, change agent which understands the organisations culture, and takes the responsibility to communicate those changes internally and gain its employees trust. The final key role identified by Ulrich is employee advocate which is a core in HR role represents employees and helps to improve their experience, protect employees’ interests and confirm strategic initiatives are well balanced. Employee advocates must also “ensure fair, ethical and equitable people processes and practices.” “David Ulrich’s HR Model is about defining the HR roles and
Human resource management can be viewed as the spider web that entangles a company’s workforce. HR departments are involved in employee’s work lives from the recruitment and selection process, to the training and development, performance reviews, and the compensation
" This global London-based mining and mineral company was severely impacted by the global recession in 2008. Such an impact forced unprecedented workforce reductions worldwide and decentralized HR management had to be brought in under a single umbrella to ensure an orderly and efficient system that would support the organization’s future productivity."( Case Study OneRedesigning HR HRMG 5000 - Student Simple). Human resources have a strategic significance if managed efficiently and productively. The company revamped and managed its HR functions in a manner so as to achieve the strategic goals of the
Summary Statement: This paper examines in detail HR function and its implications in an organization. The paper discusses how the HR function is handled in an organization. The paper explains what are the efficient ways to use it in an organization, its division and supervision strategies. Human resource function is the process by which the HR manager can ensure that the organization has correct number of employees with correct skills in present or in the future to meet the organization’s strategic business objectives. For example, if an organization plans to expand into new markets or to provide new services in the near future, the HR manager should develop a HR plan to measure how many new employees should be hired? What skills should the employees have? When should the recruitment start? How will this plan affect the existing employees? Does any Government regulation that should be consider? These are only a few of the many considerations in formulating an effective HR function The advent of knowledge economy requires companies to form a new concept of HR, that is, the human- oriented concept. Globalization refers to the development of an economy and any forms of governance that span much of the world. It means the integration of markets across the entire world and the increasing tendency for people, corporations and states to operate in or across national boundaries. By these exercises, the performance theory concludes that there may be some linkages within a broad view of performance which could explore causal links between HR and performance. In addition to Guest’s review on HR and performance, there is a growing body of literatures that support the correlation between high performance as a result of HR practice and vari...
At an operational level, organizations also have to be aware that the interdependencies between operational decisions and HR management practices. Decisions made on one aspect of human r...
The importance of Human Resource management is associated with the beginning of mankind. As the knowledge of survival had begun including safety, health, hunting and gathering, tribal leaders passed on the knowledge to their youth. However more advanced HRM functions were developed as early as 1000 B.C and 2000 B.C. Since the modern management theory took over, the working environment was transformed into a more friendly and safe work place. The workers were termed as most valuable resources. While some companies took the human side of employment seriously, there were others who did not find it mandatory. Hence they faced huge labor unions and factory shut downs (Henning, 2001).
The role of human resource management is one of strategic partner, administrative expert, and consultant (managing all of the organization’s people related processes strategically). It is the job of hr management in to recognize that decreased turnover, higher employee morale, and involved employees in the decision making process are all optimal in providing key leverage in an organization’s strategic plan. Management integrate strategic hr management with the organization’s strategy formulation. This means that management has searched the organization and its environment for opportunities and initiated projects and decisions to bring about changes that are both advantageous and competitive for the organization. Through this integration, HR policies must “cohere and be accepted across all company policy areas and across all hierarchies in the company”. These same HR policies had to be turned into practices that were used by both managers and employees as part of their everyday work. The hr management role has changed tremendously from being a mostly personnel function, consisting primarily of a lot of paper pushing, hiring and firing, to being totally responsible for the maximization of “human capital effectiveness”. Which primarily creates a better-trained, more flexible workforce that will add more to the bottom line. Peoples’ Bank went through some organizational restructuring in order to stay competitive in the market. As a result of the changes that were made in the Bank’s System, HR Management had to do research and analysis in order to scan the banks new environment to see what types of employees would be needed with the “new strategy’s skill and organizational requirements. This was a use of HR’s information management skills, which was followed by HR’s integration and change skills to manage the organizational interfaces, assess the organizations skills (or the current values of the banks human resource investment), set priorities, anticipate the future, and facilitate the changes. This is an excellent example of HR Management’s role being at every level of the strategic planning process.
The HRM is a wide and broad concept and serves to be useful enough for organization better growth and progression. At the end, it can be stated that the HRM is really a great concept and it allows the organizations to grow and flourish accordingly. This means a lot just as to make things highly effectual and up to the mark. Along with this, employee’s performance can also be made enhanced by meeting their needs and requirements. All what is being demanded is just to possess effective control upon one or the other respective areas. This stands out to be highly favorable in terms with making organization growing and mounting.
The internationalisation of the organizations has made the International human resource management function (HRM) complex. The IHRM has many functions that are the same as that of HRM. However, due to the internationalisation of the companies these IHRM functions must be accommodated to manoeuvre on the large scale while keeping in view, the more complicated and diverse business goals of the respective MNC (Dowling et al., 2009).This essay gives an insight into different roles of the IHRM in the multi-national companies (MNCs) and how these roles differ between the MNCs. Although IHRM performs significant activities in the (MNCs), the jobs performed by IHRM vary in different MNCs depending upon the strategy and structure of the respective MNC that is the degree of integration and centralisation. Also, the IHRM’s role differs between the MNCs on the basis of the size, nature of the business and the institutional and cultural context of the MNC. First, the essay briefly describes the terms that would be relevant to the essay. Second, it
Parallel to the evolution that has occured in the business world in decades past, is the evolution of views on participative leadership among managers. Participative leadership refers to the manner in which employers have come to treat their employees. This treatment has evolved from days of traditional, autocratic relationships– in which employees were told exactly what tasks to do, without regard to their feelings or what intelligent input could be made– to today’s spectrum of treatment defined by two terms, human relations and human resources. Managers’ approaches today, now consider, not only the employees feelings, but the potential added benefits they might be able to bring to the firm. The difference between human relations and human resources lies in the goals and expectations of the manager. With human relations, the manager’s primary concern is reducing employee resistance to authority with the satisfaction of the employee’s basic needs to feel accomplishment and belonging in the company; secondary is the performance and added benefits the employee may be able to contribute once morale is increased. On the other hand, managers who practices human resources look to empower their employees by encouraging them to take initiative and reach goals by their own capabilities and resources. With the sense of self-accomplishment gained by doing this, it is then that employee morale will be raised. Not only will the employee’s presence truly matter, but the company’s productivity and success will also be greater. Managers’ stances today are headed in the direction of the human resources model, a beneficial move for the welfare of company relations and success, but there are those who still practice human relations. Many companies demonstrate both models, proving employer/employee relationships in today’s companies continue to range the spectrum.
Human resources are the main drivers for today’s organization in managing employees as strategic plan as company’s objective (Haslinda 2009). Variety notion related with theory, perceptivity and understanding of human resource evolution from Industrial Relations (IR) tradition to Human Resource Management (HRM) has transpired to the present day. IR was considerably have two main division: labor management and mutual negotiation including the method of employment management (Kaufman 2001). The terminology from personnel management, or personnel administration and labor relations has been used by most writers represent IR or employment relations era. The evolving terms of both subject fields has initially started in 19th century by the emergence of HRM terminology as modern or an updated version of personnel management (PM) which still linked within the same environment (Ackroyd et al. 2005). Furthermore, HRM content more about employment relations management and contract determination (Ackroyd et al. 2005).
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Human resources are considered the most crucial asset of any organization. However, few organizations harness the potential of their human resources fully. In today’s turbulent environment, organizations need to address their human resources more carefully for them to attain their goals and to acquire a competitive advantage. The intense communication due to globalization not only forces company to embrace low cost, speed, innovation and adaptability but also raise the need of managing human resources strategically for them to be a source of sustained competitive advantage. This paper studies a case of a HR department of a company with subsidiaries in China, India and Germany. These countries have significantly different societies and employee