The key HRM problems at UniCall
The following account presented on the HRM issues provided in the case study on UniCall, it is clear that the company is engulf with traditional HRM practices. Fundamental to the strategic HRM viewpoints, there is an assumption that company performance is influenced by the set of HRM practices it has in place. There is no performance management system installed yet the firm adopted electronic surveillance as strategy of control to monitor employees’ performance. There is no proper or clear measures for team performance since some of activities require working as and the system reflects the focus on results thus, mounting unduly pressure on employees to meet turn-around-times thereby causing resentment of the method and demoralizing. Focusing on results alone may discourage other important organizational goals neit...
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3. Engagement in organizational change, recognition of threats and opportunities, and functioning as a mediator between stakeholders and the business.
4. Developing core competency and stronger talent and deployment.
In conclusion, it can be believed that both HR and their management, particularly when utilized in combination, can be seen as value adding to the organisation in its efforts to tackle the unprecedented challenges of the volatile business environment.
Aguinis, H. (2009) Performance Management. 2nd ed. Upper Saddle River, NJ: Pearson/Prentice Hall.
Cole, M. (2010) Unleashing breakthrough Growth. [Online] Available at: www.accenture.com (Retrieval date: 8 August 2010).
Pilbeam, S. & Corbridge, M. (2010) People Resourcing and Talent Planning: HRM in Practice. 4th ed. London: Prentice-Hall International.
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