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A report for the AFP HR issues, requirements and topic are in the following attaches.

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    High School
  • Page:
    3
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    1848

АFР НR ISSUЕS 4

RЕРОRT FОR THЕ АFР НR ISSUЕS

THЕ АFР НR ISSUЕS

Introduction

Human resources department in the police force is obligated with the task of recruiting law enforcers, ensuring that their work environment is conducive and providing favourable terms for their line of work. The police force Human Resource department is also tasked with ensuring that relationship of these law enforcers with their colleagues in higher ranks is good. This paper, therefore, highlights some of the Australian Federal Police Human resource issues.

Back ground

The Australian Federal Police is a law enforcing body within the Australian government that ensures that set law and policies governing the societies are adhered to and observed. The common goal for the Australian Federal Police is to ensure the provision of a diverse, safe, fair, accountable and respectful workplace environment for the Australian society. Through its law enforcing obligation the Australian Federal Police is built on the vision on fighting crime together and in the long end winning. This body is estimated to have a total of 6,571 staffs of whom 44% are outside the Act, and a total of362 found abroad. From the totals, 6,571 staff female staff members comprise of 35% (Hameiri 2009). Some of the profound strength of the Australian Federal Police is its success is fighting the crime problem in Australia. One the other hand, one major weakness of this body, is its complacency in enforcing the law.

Analysis

Extent of alignment of HRD practices and organisational strategies and their implications

Organizational strategies are the drives for an organization’s Human Resource Development practices. The organization strategy, in this case, spells out the organisations operations and governs how things within the organization will be run. Therefore, the Human Resource practises in this are dependable on the organization strategies. The organization, therefore, has to approve the Human Resource practices taken up by the company’s human resource department ensuring that they are in line with its set strategies. An organization strategy, therefore, has to consolidate its Human Resource practices for it to be successful (Alagaraja 2013). On the other hand workforce, planning also contributes to the achievement of these organisational strategies.

In case, the Human Resource practices are left out in the creation of the organisation strategies the organisation’s long-term goals might end up not being archived. This shows that the Human Resource practices are crucial in the creation of an organisation’s strategies. Therefore, it’s inherent in the organisation’s strategy planning rather than simply being a boost for the achievement of this goal (Carden and Egan 2008).

Human Resource strategies focus on capturing ‘the people element» workforce planning plays a significant role in meeting these set strategies in the course of achieving its long-term goals. Workforce planning, in this case, ensures that the Human Resource debarment recruits the right workforce, with the right mix of skills, attitude, and behaviour towards their job position (Index to Human Resource Development Review 2006). This will enable the organization perfectly implement its practices.

Lack of alignment of these issues might hinder the achievement of organization goals through ensuring that the organization functions smoothly. This is likely to result in frequent operational problems due to the different strategies took up by the organization, its Human Resource department and organization workforce in implementing these strategies (Human resource management: the key concepts 2011). In this case, the goal of fighting crime might not be met due

Key issues with the organisations HRD practices

Some key issue with the organisation’s HRD practices the AFP workforce being complacent in the implementation of these practices. The AFP workforce is claimed to be lenient in carrying out it task. It is evident through the results of these practices that the workforce did not implement them with the required keenness and seriousness. The other key issue with the HRD practices is the lack of diversity. Since AFP has quite a huge number of staffs, it should ensure that it embrace diversity in the implementation of these practices. The other HRD issue facing AFP is the lack of workplace related learning. The law enforcement line of work is one that frequently evolves with technology being a major factor instigating this evolution. Therefore, the workforce in this line of work should learn and train frequently in order to keep up with these changes (Teimouri et al. 2014). In this case; AFP’s HRD practices do not embrace workplace learning therefore making AFP lags behind in service provision. These had made it difficult for the law enforcers to be able to emplace the technological evolution which makes their work ease and efficient rather it lags behind with the outdated equipment’s and technology that have proven to be expensive, time consuming and inefficient. This is a clearly notable problem which has hindered AFP productivity also resulting in unmet long-term goals. These are issues for the organization since diversity is crucial for efficiency in service provision, especially in the law enforcement sector.

Extent in which HRD practices integrate with one another

It is the primary logic to integrate HRD practices in an organization in 0order to ensure smooth operations within the organization. A lot of conceptual illustrations have asserted the need of interpretation of HRD’s practises in AFP. This intergradation has ensured that both practices are compatible therefore easily helping AFP in focusing on its goals Essentially, HRD practice focus on the development of AFP’s capacity to respond to its external environment through better deployment of the organization’s human resources (Heneman and Milanowski 2011). Integration of HRD practices; in this case, entail creation of a pool of labour for AFP which entails a broad array of compatible skills with AFP strategies

Integration, in this case, is important since it creates a perfect catalyst for the achievement of AFP which is consolidated with the HRD practice. On the other hand, these integration of HRD practices also ensures that AFP best-fit strategies to steer it towards achieving its goals. The other importance of integration of HRD practises is it leads to the creation of value based leadership in AFP which ensures that the operation of these Australian government body is managed effectively helping it achieve its long-term goal and societal obligations (Stone-Romero 2008).

The integration is also important since it acts as a catalyst that is a provocateur for change within AFP. Lack of this integration would lead to the lack of role necessity into this government body which would further make it lose it urgency in tackling its required obligation (
주용국2010).to different strategies took up towards achieving this goal rather than focusing on one.

Findings

Existing gap between theory and practice in reference to the case study

The evident gap existing between theory and practise in the case study can be blamed on the fact that the organization is not aggressive enough in embracing technology. This results in its operation lagging behind and also the service provision not being effective and efficient. On the other hand, this constrains the organization operation to outdated technology which is time-consuming and inefficient (Asrar-ul-Haq 2014). The gap that exists between theory and practise in the case study can also be blamed on the organization not being aggressive enough in taking up improved training methods which would bridge this gap (Werner 2014). On the other hand, the organization’s lack of urgency in establishing work-related learning for its workforce can also be blamed for the creation of a gap between theory and practise within the organization in the case study (Bondarouk and Ruël 2009). The deprived the organisational workforce of learning in line with the evolving issues surrounding the organization that would keep them up to speed with these current changes. However, lack of work-related learning has led to this gap further expanding (Kim 2012).

Recommendations

Recommendations for the improvement of HRD practices

One significant recommendation for improving HRD is the implementation of the workforce from learning within the organization. This entails coming up with a workforce from learning where the organization workforce would frequently participate in educative seminars and workshop meant to sharpen their skills and enlighten them on current evolving issues in line with their roles in the organization (Pudelko, Reiche, and Carr 2014). The other recommendation is the organization embracing technology in an effort to ensure efficiency in service provision. In this case, in will have to conduct follow-up training sessions to enlighten its workforce on the technology and show them how best to use the new technological devices to be used by the workforce (Rutherford, Buller, and McMullen 2003). Taking up advanced or improved training for its workforce is another recommendation which can be directed to the organization. This would call for conducting frequent training for its workforce through seminars and training boot camps meant to sharpen the workforce skills (Torraco 2004).

Conclusion

Evidently the Human Resource department is a crucial division of any organization since it directly relates with an organisation’s workforce which guarantees the productive level of any organization. Human Resource Development is faced with constant evolution and diversity which call for the same from an organization to ensure that it gets the best from its workforce.

Bibliography

Alagaraja, M. 2013. Mobilizing organizational alignment through strategic human resource development. Human Resource Development International, 16(1), pp.74-93.

Asrar-ul-Haq, M. 2014. Human resource development in Pakistan: evolution, trends and challenges. Human Resource Development International, 18(1), pp.97-104.

Bondarouk, T. and Ruël, H. 2009. Electronic Human Resource Management: challenges in the digital era. The International Journal of Human Resource Management, 20(3), pp.505-514.

Carden, L. and Egan, T. 2008. Human Resource Development and Project Management: Key Connections. Human Resource Development Review, 7(3), pp.309-338.

Hameiri, S. 2009. Governing disorder: the Australian Federal Police and Australia’s new regional frontier. The Pacific Review, 22(5), pp.549-574.

Heneman, H. and Milanowski, A. 2011. Assessing human resource practices alignment: A case study. Human Resource Management, 50(1), pp.45-64.

Human resource management: the key concepts. 2011. Choice Reviews Online, 48(12), pp.48-6669-48-6669.

Index to Human Resource Development Review 2006. Human Resource Development Review, 5(4), pp.506-508.

Kim, N. 2012. Toward the Use of Human Resource Development for Societal Development: Issues, Challenges, and Opportunities. Advances in Developing Human Resources.

Pudelko, M., Reiche, B. and Carr, C. 2014. Recent developments and emerging challenges in international human resource management. The International Journal of Human Resource Management, 26(2), pp.127-135.

Stone-Romero, E. 2008. Strategies for improving the validity and utility of research in human resource management and allied disciplines. Human Resource Management Review, 18(4), pp.205-209.

Rutherford, M., Buller, P. and McMullen, P. 2003. Human resource management problems over the life cycle of small to medium-sized firms. Human Resource Management, 42(4), pp.321-335.

Teimouri, H., Shokouhi, E., La Fevor, K., Khoury, S. and Jenab, K. 2014. Concurrent Alignment of Human Resource Management and Business Strategies. SMQ, 2(3 & 4).

Torraco, R. 2004. Challenges and choices for theoretical research in human resource development. Human Resource Development Quarterly, 15(2), pp.171-188.

Werner, J. 2014. Human Resource Development ≠ Human Resource Management: So What Is It?. Human Resource Development Quarterly, 25(2), pp.127-139.

주용국, 2010. Exploration and Application of the Components of Strategic Human Resource Development and Human Resource Development Implementation Strategies. thekoreanjournalofhumanresourcedevelopmentquarterly, 12(1), pp.207-235.