Introduction: The objective of this report is to critically analyse the Human Resource Management (HRM) practices of Summerfield Community Council (real name undisclosed for the confidentiality purposes). First, the report briefly describes the organisation’s background and the HR practices to be reviewed. Secondly, it discusses the relevant environmental characteristics of the company and how they affect the chosen HR practices. Third, it determines and evaluates the limitations of these practices in the chosen company with the support of the scholarly and research literature. In the end it provides the conclusions and the recommendations on the basis of the discussion. This report examines the two fundamental HR practices namely, the recruitment and performance management (PM). The analysis of these practices is research based and the information of these practices from the Summerfield Community Council is based on the primary sources including the company’s policy and the direct involvement of the author in the company’s HR department. This Report was constrained by the limited time frame and resources. In addition, there is a limited research work available to assess the HR practices in the non-profit sector. Analysis: The Current Scenario: Summerfield Community Council is a non-profit organisation (NPO) working for the women’s right in New Zealand. Its focus is in particular on ensuring the well-being of the New Zealand’s migrant and refugee communities. Also, it operates in other countries like Australia and Bangladesh on a limited scale. The recruitment and performance management practices are deliberated to be of greater importance than other human resource (HR) practice of the company. The company has an elaborated ... ... middle of paper ... ... and Sowa (2011) suggest that the PM in this sector depends on the annual employee appraisals. Also, the NPO do not depend on the performance based pay rewards which can be explained by the assumption of the managers that the frontline employees in this sector would be more satisfied by the intrinsic rewards rather than the monetary rewards. The PM in this sector relies on the training and development based rewards. Furthermore, these organisations are financially restraint which makes it harder for the HR managers to follow the PM policy, evaluate employee performance and give feedback on regular basis. Thus, the PM in the NPO is subject to the financial restrictions that leads to reduced frequency of these evaluations. This also shapes the rewards that follow the employee appraisals which are more focused on training and development instead of the monetary rewards.
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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.
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Schuler and Jackson (1987) defined HRM policies and practices as a system that attracts, develops, motivates, and retains employees to ensure the effective implementation and the survival of the organization and its members. The Human Resource Management team at Coles believes that providing the best shopping experience to their customers starts with creating a great culture and making it the best place to work for their employees. The team constantly identifies exceptional performers and invests in their talent to reach their full potential. Appropriate human resource strategies and practices have all become essential to attain organisational goals. Coles is an ever-growing organisation and is constantly confronted by the ever developing and unpredictable internal as well as external environments that the human resource management (HRM) practitioners must familiarize themselves with and be in a position to handle and respond to these challenges so as to stay updated, pertinent and valuable.
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In an effort to gain a working understanding of the Human Resources field, I chose to interview the Director of Human Resources for an organization in Miami, Florida. What I learned goes far beyond any classroom or textbook instruction. It is clear; the field of Human Resources will never be static, as society, technology, and legal environments change, so will the field of Human Resources.
High performance working is an approach taken by a business aiming to motivate and stimulate a more effective employee involvement and commitment resulting in higher levels of performance as well as a full utilisation of employees skills that each individual possess. Human resource management plays an important role in motivating staff and keeping them efficient. However recruiting the correct employees for the job with the necessary skills and motivation for the role within the organisation as well as giving them the correct training, thus enabling them to fulfil their role within the businesses correctly and efficiently is another extremely important factor. Finally if employees feel like they can contribute and have higher involvement and
In recent times, Human Resource Professional has faced a growing number of challenges in responding to the needs of the contemporary workforce and attempting to win “The War for Talent”. These include globalisation, increasing workplace diversity, technological change and an aging workforce among others. This essay will attempt to show that the three most pressing concerns the Human Resources Professional faces today in satisfying the needs of the contemporary workforce are those, of addressing skill gaps, ensuring employee wellbeing and adapting to increased workplace diversity. Companies will need, to address these three areas; in order to become “Employers of Choice”, meet the needs of their employees and achieve their Strategic Human Resource objectives and ultimately succeed in “The War for Talent”.
In this assignment I will be looking at the role played by the Personnel Management to Human Resource Management (HRM) for Sainsbury's and there historic developments. I will also be looking at how the existing HR function for Sainsbury's could be developed to work more effectively with the rest of the organisation.
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