HUMAN RESOURCE MANAGEMENT STRATEGY 9
Reflection Paper — Human Resource Management Strategy
Reflection Paper – Provisional Human Resource Management Strategy
The main issue that I am going to reflect in this paper is the challenges that organisations face as they attempt to create a process that incorporates the four components of the Human Resource Management strategy; recruitment, selection, performance management as well as career planning.
Performance management is considered an enigma (Conaty, 2012). Performance on the other hand is subjective and its pursuit is a host to a number of systems and processes. Performance may be thought as a unitary and objective attribute but it is more exclusive than this. This is the reason why the focus of performance management has changed from only focusing on systems such as balanced score-card and management control systems to be viewed as more holistic process (Conaty, 2012). This means that performance management cannot be reflected in isolation from other components of human resource management. For instance, performance management in NPOs has attracted a lot of attention from scholars. There are organisational characteristics that pose problems for performance management in NPS and public sector. This suggests that there is need for other factors of HRM in order for such challenges to be eliminated. Performance management systems are aimed to define, control and manage the achievements of organizational objectives and act as a means of achieving results at an individual and organisational level (Conaty, 2012).
The concepts of the Human Resource Management system more complex in today’s business world than it ever was before. The innovative society as well as the economy is more unstable compared to previous years (Treven and Matjazmulej, 2004). Therefore competitive challenges create threats to organisations. These challenges may be in the form of global challenges, quality challenges, technological challenges and social challenge.
Successful HRM requires systematic thinking that should replace the traditional way of thinking (Treven and Matjazmulej, 2004). Systematic thinking tends to be informal and implicit. In human resource management, developing such attributes is portrayed as new challenges that require a holistic approach more than ever before (Treven and Matjazmulej, 2004). It is important for a business entity to consider the suppliers, competitors, customers, employees and stakeholders among others I have learnt that the human resource management is very essential in meeting the arising competitive challenges that face organisations today (Triss, Mankin and Kelliher, 2012). The implementation of a functional human resource management can result in a great success for an organisation. Activities of HRM such as recruitment, selection, staffing and training and development to name a few become effective and positively impact employee’s motivation as well as their ability to develop products and services that offer customers higher quality (Triss, Mankin and Kelliher, 2012).
In this course, I have learnt that knowledge management is an important concept in business practices and in human resource development (Yang, Zheng and Viere, 2009). There is a large body of collected works on knowledge management but with limited comparative theoretical integration (Yang, Zheng and Viere, 2009). Generally, although there exist dynamic structures for organising knowledge management theories, there are two shortcomings. Firstly, structures are not fully developed since there is no major interaction between components of knowledge that result inadequate insights of knowledge management (Yang, Zheng and Viere, 2009). Secondly, there is no effort made to deeply analyse the predominant knowledge management theories in different literatures. The field of human resource practice needs to develop dynamic knowledge management principles in order to improve organizational functions (Yang, Zheng and Viere, 2009).
One of the main challenges of knowledge management for organizations is developing a holistic view on the three facets of knowledge: perceptual, conceptual and effectual. Hereby, in order to be possible for knowledge to be managed, it is important for us to understand what knowledge consists of. Perceptual knowledge is an individualistic understanding of the world through experience; conceptual knowledge is a scheme of interrelated frameworks transferred across situations and affectual knowledge is a personal sentiment towards a particular object (Yang, Zheng and Viere, 2009).
Based on these definitions, it is most appropriate to view knowledge as an individual’s awareness coupled with understanding of the world that is acquired through personal familiarity, emotional affection and cognitive processing (Yang, Zheng and Viere, 2009). The holistic theory argues that the three facets of knowledge are interrelated. Knowledge management must therefore be focused on the management of change in the facets of technical and critical knowledge throughout the business entity (Yang, Zheng and Viere, 2009). For instance, knowledge management is often led by managers empowered in an organisation. To some degree, everyone including employees and subordinates need to participate in managing knowledge. Companies that succeed involve everyone in knowledge management.
These challenges highlight that the indispensable holism is required. Holistic view initiation starts from the top of the management where human Resource managers are expected to promote this view through the organisation mission statement, vision and organisation culture (Treven and Matjazmulej, 2004).
Creating an organization that functions through a holistic approach of human resource management requires managers to manage both the internal and external environmental factors in order to enable the employees in contributing to the organisation’s performance and competitiveness. For instance, a computer-integrated manufacturing company utilizes computers to enhance its operations. These computers require employees to monitor equipment, share information with others and understand the operation of the company (Treven and Matjazmulej, 2004). Work teams in such as setting increase employee control and engagement. The creation of a positive environment encompasses linking the human resource management to the organisation objectives and goals, ensuring that HRM is in acquiescent with local and international laws and creating employment relationship. Holistic view also entails assessment of work of the employees that allows for effective human resource decisions (Treven and Matjazmulej, 2004). Managers should make sure that the employees acquire the required skills in order to perform both the present and the future jobs. Managers need to accentuate the company’s vision and mission and develop employee’s skills in order to be competitive. Therefore, new values of employees and competitive advantage of an organisation requires a new HRM orientation (Treven and Matjazmulej, 2004). This often provides several opportunities for employee’s contributions towards the vision and mission of the organisation. This makes up a key part of the holism of management.
The four components can be addressed separately but are more alike than different. It is not possible for a business to be successful when utilizing recruitment and selection more than performance management and career planning (Triss, Mankin and Kelliher, 2012). However, the four components work best when they are used together. Recruitment, selection, career planning as well as performance management are interdependent but they formulate a fundamental organisational subsystem. They should therefore be addressed in combination rather than individual components (Conaty, 2012). Doing so, will enable an organisation to develop an enhanced and effective engaged workforce, which will in return reap benefits of a proactive and positive organisation. However, these four components although important to an organisation, cannot be implemented together in a given space of maturity. An organisation should first champion for one component and when successful, other components can be introduced in the business (Conaty, 2012).
Another challenge that is often faced while managing the different components of HRM by all department managers is conflict that occurs as a result of clash of opinions, values, and morals (Dwyer, 2012). I have learned that the ability to manage conflict is essential skills that an individual should possess in his or personal and work life. Conflict can occur to be positive or negative subject to how people deal with it. It takes place when two parties have different goals or needs and one group obstruct with the other party’s endeavour to satisfy these. Conflict also occurs due to differences in facts, values, actions and wants of different parties.
Developing negotiating tactics can be used in resolving conflicts. Negotiation can be termed as the method of solving differences and conflicts whereby compromise and agreement is reached (Dwyer, 2012). In an event of a conflict, individuals often want to attain the best outcomes for their position. In solving any organisational conflict, effective strategy is required. Thus, good negotiators are individuals who have respect for one self and also for others and include other people needs and concern in decision-making (Dwyer, 2012).
Negotiation can be a win-lose whereby one side gain in an even of a conflict while the other side lose (Dwyer, 2012). Such negotiations affect one side in a negative way and this can compromise their productivity within the company. Identifying the best negotiation strategy however can avoid such outcomes and leave both sides of the negotiation content. Without a good negotiation strategy, conflict can escalate leading to organisational failure
In managing conflict, I would require to design a map that encompass the party involved, their needs and the issue in question. Parties involves in a conflict can design effective options to manage conflict before it escalates (Dwyer, 2012). For instance, many organisations have employee conflicts as a result of differing opinions and lack of effective communication. As a result, employees are detached from their task and no coordination is possible. This leads to failure (Dwyer, 2012). An example of a company that has implemented negotiation strategies to solve conflict is McDonalds. The company utilizes a demographic peace theory that highlights that different branches of McDonalds never go into conflict with another. In an event of a conflict, a strategy that ensures mutual agreement between the parties is instituted. This has reduced conflict occurrence in the company and has enabled effective conflict management and an overall success for the company.
In conclusion, during the course, I have learnt that managing the four human resource components including: recruitment, selection, career planning as well as performance management requires managing organizational and individual performance, knowledge management, a holistic view and conflict management performance. Performance management cannot be used in isolation from other elements of HRM. It is purposed to define and manage achievements of organisational objectives. Knowledge management on the other hand is an important framework in HRM and knowledge management principles need to be developed in order to enhance organisational functions. Creating an organisation that depends on holistic approach to HRM require managers to organise environmental factors to enhance organisational performance. Organisational performance is affect by conflict and thus need to be appropriately managed. Negotiation tactics can be used in managing conflicts. The four components of HRM work better when they are used in combination. They are interdependent but they create an important organisational subsystem.
Judith, Dwyer 2012, Negotiation and Conflict Management. The Business Communication Handbook, Frenchs Forest, N.S.W; Pearson Australia, 9th Edition, Chapter 8, p. 218-246.
Yang B., Zheng, W and Viere, C 2009, Holistic Views of Knowledge Management Models. Advances in Developing Human Resources, Vol. 11, No. 3, p. 273-289.
Treven S., & Matjažmulej 2004, A Requisitely Holistic View Of Human Resources Management In Innovative Enterprises, Cybernetics and Systems, vol. 36, no. 1, p. 45-63, DOI: 10.1080/01969720590887298
Frank, J. Conaty 2012,»Performance management challenges in hybrid NPO/public sector settings: an Irish case», International Journal of Productivity and Performance Management, Vol. 61, Iss. 3, p. 290 – 309.
Shafique, O 2012, Recruitment in the 21st Century, Interdisciplinary Journal of Contemporary Research in Business, vol. 4, no. 2, p. 887-901.
Truss, C., Mankin, D. and Kelliher, C 2012, Strategic Human Resource Management, Oxford, Oxford University Press.