2011

Reviewing Human Resource

Management

Jon Topu
Jons Cabana
4/28/2011

REVIEWING HUMAN RESOURCE MANAGEMENT

April 28,
2011

Table of Contents

Abstract.....................................................................................................02
The impact of an organizational structure on the management of human resources .03
The impact of an organizational culture on the management of human resources 04
Measuring Human Resource management's effectiveness in improving
performance06
Improving Human Resource
Management07

Conclusion
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Abstract:
Human resource management (HRM) can be viewed as core processes of the project-oriented
company, upsetting the way the organization acquires and uses human resources, and how
recruits experience the employment relationship. Data about HRM is produced by researchers
and theorists who, through publishing their work in books and journals, construct knowledge in
particular ways and in so doing frame the way HRM debates take shape in the academic and
practitioner literatures. In most of the existing literature HRM is framed primarily in terms of
large, established organizations, while other organizational types, such as, those relying on
projects as the standard form of work plan, and are marginalized in discussions about what
HRM is and how it should be accomplished. The authors argue that due to specific
distinctiveness of the project-oriented company, particularly the temporary nature of the labor
processes and lively nature of the work environment, there subsist specific challenges for both
organizations and employees for HRM in project-oriented companies, and that these have been
neither widely recognized nor sufficiently conceptualized in the present mainstream HRM or
project management literatures.

The impact of an organizational structure on the management of human

resources:
Organizational structure is the process by which an organization communicates, distributes
tasks and adapts to revolutionize. According to the Reference for Business, organizational
structure is how a company utilizes its possessions to attain its goals. A company wishes to
keep its structure vibrant so that it can react to the things that impact organizational structure.
The company that can adapt is better able to carry on.
Growth
A major issue that impacts organizational structure is company growth. As a company grows,
the impact on the construction of the organization is significant. This can be particularly true
when the organization begins to make bigger to other geographic regions and the structure of
the organization is spread out over many miles. A company may start out undersized, but, as
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time goes by, more employees may be hired, necessitating the introduction of departmental
managers to aid creates a managerial structure. Additionally, an executive team may be
requisite to run the various aspects of the business, and there may be the desire for middle
managers who would report to the managers.
Customer Needs
Customer service is important in company; so many companies have created intact divisions
enthusiastic to customer service and maintenance. If a particular customer awards a large
contract to company, it may need to rearrange certain parts of organization to accommodate the
contract. For example, there may a want to be a whole sales division created just for that
customer and manufacturing may need to create a sub-process to assemble specialized
products as well. As the needs of its customers shift, so too will the structure of their
organization.
Technology
Technology can include an impact on how organization is planned and how work flows. The
Reference for Business points out that when computer networks became popular; it became
easier for public to work as groups. People did not necessitate being in the same room, or even
the same building, to be well-organized. Technology can create positions within the company
and it can abolish positions. When filing is done by electronic means, there is no longer a need
for as many file clerks as once had but there is a need for a section of technicians to keep and
grow the computer network. As technology continues to change the function of jobs in the place
of work, the landscape of organizational structure changes with it

The impact of an organizational culture on the management of human resources:

One of the primary farm duties of strategic leaders is to make and maintain the organizational
uniqueness that incentive and encourage collective attempts. Perhaps the most fundamental of
these is organizational culture. A Dynamic View suggests that an organization's culture
develops to help it deal with its surroundings. Today, organizational leaders are confronted with
many multifaceted issues during their attempts to generate organizational accomplishment in
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VUCA environments. A leader's success will depend, to a great level, upon understanding
organizational culture.

Behavior and Artifacts

It can also characterize culture as consisting of three levels. The most visible level is behavior
and artifacts. This is the visible level of culture, and consists of behavior patterns and outward
manifestations of culture: perquisites provided to executives, dress codes, level of technology
utilized and where it is utilized and the corporeal layout of work places. All may be noticeable
indicators of culture, but difficult to understand. Artifacts and behavior also may say to us what a
group is doing, but not why. One cartoon which captures this aspect shows two executives
sitting at their desks in an office. Both have large billed black and white checked hats. One is
saying to the other, "I don't know how it started, either. All I know is that it's part of our corporate
culture."
Values
At the next stage of culture are values. Values underlie and to a large extent determine
behavior, but they are not directly visible, as behaviors are. There may be a difference between
stated and operating values. People will trait their behavior to stated values.
Assumptions and Beliefs
To really realize culture, companies have to get to the deepest level, the level of assumptions
and beliefs. Underlying assumptions grow out of values, until they become in use for settled and
drop out of responsiveness. As the definition above states, and as the cartoon illustrates, people
may be unaware of or unable to expressive the beliefs and assumptions forming their deepest
level of culture.
To realize culture, everyone has to understand all three levels, a difficult task. One additional
part complicates the lessons of culture: the group or cultural part which "owns" the culture. An
organization may have many different cultures or subcultures, or even no visible dominant
culture at the organizational level. Recognizing the cultural unit is important to identifying and
understanding the culture.
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Organizational cultures are formed, maintained, or transformed by people. An organization's

culture is, in part, also fashioned and maintained by the organization's leadership. Leaders at
the executive level are the principle source for the age bracket and re-infusion of an
organization's philosophy, verbalization of core values and condition of norms. Organizational
values express preferences for certain behaviors or certain outcomes. Organizational norms
express behaviors accepted by others. They are culturally good enough ways of pursuing goals.
Leaders also establish the parameters for formal lines of communication and note content-the
formal communication rules for the organization. Values and norms, once transmitted through
the organization, establish the permanence of the organization's culture.

Measuring Human Resource management's effectiveness in improving

performance:
This editorial examines the strategic role of HR and its main practices, describes the outcomes
of particular categories of HR practices, explains the significant reasons for measuring HR's
efforts, and proposes a structure for assessing HR. Eventually, organizations will be able to
employ the information to determine how particular HR practices associate with better business
results; determine potential areas for investments, expansions, and reductions; justify budget
allocations; and be more liable for each dollar spent within the organization. The framework
proposed does not only explain the cost for each major HR activity, but demonstrates the value
of the motion and, hence, the opportunity to establish if it is a worthwhile investment and
strategy for creating a competitive advantage.
Over the years, incredible emphasis has been placed on creation HR practitioners strategic
business partners and a value-added resource within organizations. Traditionally, HR
professionals could talk generally and conceptually about employee morale, turnover, and
worker commitment as outcomes of HR efforts. Furthermore, the HR function was often viewed
as an expense-generator and administrative function and not as a value-added partner. To fulfill
the business partnership role of HR concepts need to be replaced with proof, ideas with
outcome and perceptions with assessments.
This construction has proven its effectiveness at many companies, to illustrate how HR creates
value, to use information to increase investments in particular HR strategies and eradicate
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ineffective investments, and to serve as a significant resource in strategic business planning

and budget allotment.
Understanding the Strategic Role of HR
In today's business environment, organizations continually necessitate to evaluate their internal
and external situation for challenges and opportunities to continue competitive and to sustain
growth. Political, economic, social, and even psychological changes within our societies have a
significant contact on organizations.
Many factors drive changes in organizations today, plus the use of technology, globalization,
changes in workforce demographics, the abolition of bureaucracies in organizational structures,
and the need to find equilibrium between work and family issues. Understanding the prospective
of an organization's resources and optimizing the output of such resources, given the changes,
provides an momentum for HR to become the key source of creating the competitive advantage
for the organization.

Improving Human Resource Management:

Good human resource management (HRM) is essential to retain staff and maintain a high
overall level of act within an organization. Effective HRM is one of the key structure blocks of a
comprehensive HRM strategy. A responsive human resource management system can help
ensure that staff knows what they are made-up to do, get timely opinion; feel valued and
appreciated, and have opportunities to be trained and grow on the job. Fragmented, politicized
human resource management systems and lack of human resource managers are two common
barriers to effective HRM.
Here are some ideas how the HRM can be improved. Some of these ideas may be difficult to
execute. Others may be as easy as sending out an e-mail. But all of them are worth doing.
Situating a strategically-minded head of HR on the senior executive team: This would
mean that HR is led by someone who not only has a firm understanding of HR practice, but also
has a stranded knowledge of the business and its objectives, the industry in which the
organization operates, and the organizations lawmaking and political constraints. The leader of
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HR should also be economically knowledgeable, have a focus on cost-effective HR practice,

and steward the desired organizational values and culture.
Building the strategic and change skills of HR. In the same way that organizations need to
have a greater focal point on management development, progress of the HR staff would also
significantly increase the skills of the HR role and the organization itself.
Set goals for HR around the quality and outcomes of HR policies and initiatives: The
appraisal of the HR task should look at the quality of the HR policies set, the level of quality of
the application of policies by line management, as well as the people outcomes of HR policies
(e.g. in relation to employee and customer satisfaction). This would encourage HR to look
holistically at the effectiveness of their contribution to the organization and work to progress the
application of their policies.
Build the visibility of HR throughout the organization: This would be particularly
advantageous for HR functions that are simply centrally located and have geographically
isolated employees. Although most sample organizations already use schooling and orientation
training as well as technology-based tools, such as HR intranet sites, to disseminate HR
information, feedback from many employees indicated that greater face-to-face contact with HR
is fundamentally important. Achieving this may require structural change and a more strategic
and innovative use of inadequate HR staff resource.
Managing performance
An examination of the sample organizations is that there is a general unwillingness to recognize
and address performance issues, both in relation to distinguishing between good and
acceptable performance, and in relation to managing underperformance. It appears that the key
reasons for this reluctance are the culture within the public sector of fearing to be seen to do the
wrong thing, and the difficulty public sector organizations have in articulating the real meaning of
what good performance means.
Initiatives to consider would include the following:
Ensure that performance appraisal templates provide direction on goal setting, enabling
individual goals to bring into line with organizational and departmental goals.
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Ensure performance appraisal templates that are relevant for different business units and job
families.
Evaluate both the level of achievement and quality of performance appraisal.
Consider the use of compulsory ranking in the performance appraisal procedure. This is one
way of enforcing to managers the significance of identifying performance issues. However, for
compulsory ranking to be efficient, it would generally require extra effort in relation to defining
what different levels of performance mean and supporting managers to judge employees fairly
and perfectly, and to give fruitful view.
Link 180 degree or 360 degree feedback to the performance appraisal process.
Make it easier for managers to manage underperformance e.g. through conducting particular
manager training in this part and cheering them to access HR for support.
Provide and encourage managers to use the performance appraisal process as a means to
develop the performance of individuals, through manager training.
Centrally track the achievement of goals and get in touch with set under employees
development plans. Communicate this to managers and regard as linking this to the managers
performance appraisals.
Ensure the stipulation of performance pay reflects employee.
Encourage and provide managers to give constant verbal reaction (e.g. through manager
training).
Sharing knowledge amongst public sector organizations
During the feedback sessions, HR from the sample organizations expressed a strong interest in
being able to participate in forums that would enhance their knowledge of good HR practice,
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enable them to improve their HR practice and therefore enhance the benefit they provide to their
organizations.
Conclusion: The department and HR have to modify in many ways. The rate of alteration is
likely to increase quickly and public and political potential of service levels will continue to grow.
Companies need to be able to carry on to attract talented inhabitants who will be committed,
involved in their job, will achieve high levels of performance and bring excellent value for
money.
Good leadership is essential for effective change, and this is one of the main themes of this
approach. Companies are committed to improving their leadership at all levels, and to becoming
an organization where leaders lead by personal illustration and motivate others.
Success will come from the way when people can anticipate, adapt and respond to change.
Employees who are fully involved with the organization are more motivated, more productive
and deliver greater benefits.
Through the senior management forum and various organizational development events, staff
will have the opportunity to be involved in decision making and to express their opinions
knowing management will listen to them and value their contributions. This will bring progress to
the organizations.

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