Human Resource Management
Human resource management refers to a planned approach to managing people effectively for performance. Managing human resource is aimed at establishing a flexible and a caring management style in order to motivate staff so as to make them perform to their best. In order for the business to achieve its set objectives, there is need to develop strategies which aims at enabling the available human resource to perform to their fullest. However, certain factors ought to be considered such as the low performance organization and high performance organizations. This paper aims at answering some questions related to human resource management.
Organizational strategies are set of ways and techniques that organizations have put in place in order to ensure that the set goals and objectives of the organization are fully met. It is prudent to note that despite the fact that strategies are crucial in the success of any organization, it is important that such strategies be underpinned by asset of particular human resource practices that are tailored to each organization’s circumstances as opposed to any set of generic best practices. This implies that each organization has to set his strategies depending with the circumstance in which such organization is in. this part of the paper aims at examining some of the reasons why some organizations in Australia are suited to the adoption of high human resource strategies as opposed to low human resource strategies. (Hiltrop, 2005)
First and foremost, it is crucial to note that creating organizational capability through human resource practices is not a panacea as many managers may think. In order to build and sustain long-term success in the organization, there is need for good facilities, reliable accounting practices, and efficient control and for the above all efficient and effective marketing tools as well as better human resource practices.
Despite the fact that most contemporary organizations in Australia are better suited to adopt high performance human resource strategies compared to low performance human resource strategies, this ought to be underpinned with certain human resource practices that is tailored towards each organizations circumstances. In order to attain high performance in the organization, it is therefore prudent that the organization adopt the following practices depending with their circumstances. So in the case o high performance organizations, the following should be taken into consideration. (Hiltrop, 2005)
Maintain high level of consistency between strategy and human resource practices; most studies based on human resource have been stressing on the importance of developing appropriate human resource practices especially by the high performance organizations which are consistent with the broad organizational requirements like productivity improvement, quality enhancement. Most of the models that have been put up by scholars such as Sparrow and other show that organizational effectiveness depend on their ability to reconcile their human resource practices and the organizational strategies.
Creation of a culture of openness teamwork and delegation; research shows that maintaining a culture of openness within the organization and delegation are some of the key contributors of high performance within the organization. Therefore, it is advisable that the organization invest in creating a culture in which people can openly share and discuss their knowledge and skills. (Hiltrop, 2005)
Since most organization in Australia aims at making maximum profit, there is need to develop high performance human resource strategies which aim at achieving maximum performance in the organization. Some of the strategies which can be put in place to guarantee high performance include: building human resource capability into the role and the mindset of each and every manager. It is therefore advisable that different organization adopt different strategies for high performance depending on the circumstances in which each of the organization is in. (Hiltrop, 2005).
Different organizations use different recruitment and selection approaches. For instance, the traditional approach is believed that it can suit low commitment organizations or low skill jobs in which the staff members are easily replaceable. On the other hand, processual approach suits high commitment organizations which do tend to develop and encourage them to use extra discretionary effort need to develop selection process. (Mortimer & Ingersoll, 2012)
Traditional selection process
The approach emphasizes on the importance to evaluate decisions which have been made in order to ensure that each step is done accurately. It holds the assumption that in case the applicant turns out to have been poor then it is either that the job was poorly defined or the human resource measurement instruments used could have been inappropriate in one way or the other and therefore need for fresh selection process. There have been issues which have been seen to arise with the traditional approach and this is why it is believed that it can only suit the low skilled people or the low committed organizations. For instance, the job analysis steps such as job description and the job specifications are only seen as a rational process that are simply based on the logical instruments that have been used to study each job. However, the fact remain that it is not always as logical as the proponents of the approach claim. This is because the managers involved may use their power to reduce perceived responsibility so as to contain cost. (Mortimer & Ingersoll, 2012)
The potential use of power in the selection process may render passive applicants to be seen as dull or as someone who actually knows where he fits in. this actually is an appropriate method for recruitment in the high performance organizations. It is inappropriate method for developing staff members and also to encourage them. It is therefore advisable that such approach be used only in low commitment organization because it is unlikely to deliver qualified employee needed in high performance organization.
On the other hand processual argues that the selection, assessment and evaluation are inherently social and dynamic human processes of exchange and negotiation. This approach is appropriate for high performance organizations because it capture how individuals and jobs are dynamic to allow for negotiation on the kind of individuals that are suitable for particular job and whether certain individual is qualified to undertake that job or not. As we all understand high performance organizations require highly qualified people who can help to maintain the high performance in the organization. This process therefore sounds appropriate for recruitment in high performance organizations because it ensures that individuals selected are suitable for the job. (Mortimer & Ingersoll, 2012)
Organization’s teams are important tools for success. However, their success is dependent upon the ways through which they are managed. Research shows that if handled appropriately, teams can be used effectively especially by the contemporary high commitment organizations. This therefore calls for team leaders who are sensitive to the process of group formation and development. This part of the paper shall therefore explore how good team management can lead to the success of the organization.
It is prudent to note that in the 21st century team work have captured the attention of various managers. This is because of the large amount of research data which indicate that the use of teams brings improvements in productivity, quality and even boost the morale of workers. Other more scientific and systematic studies which have been carried out concerning team work and organizational productivity has noted positive results. For instance, one of the studies conducted by (Coch and French 1948 ) in Harwood company which manufactures men’s shirts, shorts and pyjamas showed positive result on the relationship between team work and organizational performances. (Carlopio & Andrewartha, 2008)
However, the performance of the team also depends on the effectiveness of their leader. Effective team leadership ensures that the team members fully remain committed to their work. Good team leadership also ensures that all the goals and objectives set by the team members are all achieved by the end of the process. This therefore implies that for the team to be effective there is need for good, effective and dedicated leadership. It is therefore upon the management to ensure that each team in the organization is under proper leadership. This is the only sure way through which the organization can be sure that the team members are going to perform as expected or to their fullest. (Carlopio & Andrewartha, 2008).
It is prudent that all the team members be involved in avoiding groupthink and in reinforcing the vision of the team. However, the team leaders have special responsibility to ensure that the above mentioned two things take place. The following are some of the features expected of a good and effective team leadership.
- Ability to identify a threat or anything which might cause conflict within the team
- Be an effective mediator especially when conflict arises between the team members.
Hiltrop, J 2005, Creating HR capability in high performance organizations, Strategic Change. vol. 14, no. 3, pp. 121-31.
Mortimer, DE & Ingersoll, L, 2012. Managing human resources & industrial relations. 200175, Pearson Custom Publishing, Frenchs Forest, NSW.
Carlopio, J & Andrewartha, G 2008. Building effective teams', in Developing management skills: a comprehensive guide for leaders, 4th ed, Pearson Education Australia, French's Forest, NSW, pp. 442-91.