Developing effectiveness in human resources management for organizational success

Source - web cam WTL company front view Source - web cam WTL company conference room The organization which I work WTL group is one of the leading manufacturers Lingerie, Apparel. To a large extent, the HR & administration department’s new found yet well-deserved prestige is the result of the enormous responsibilities undertaken by general manager. As with much of the current HR practice of the company the most significant fact is that company has more focus on the financial factors of the motivation of employees. But it’s just a single fact that effect to the motivation of employees as shows in Maslow’s Hierarchy of needs. Company can efficiently respond to the non-financial motivational factors to the motivation of its employees. Employees work longer hours and earn more, which would lead to find difficulties with balancing their family life. On the other hand they have to forgo the time that they spend with their family members. Continuous improvement in all busine

Criteria for an Effective HR strategy According to Armstrong   (2006) an effective HR strategy is one that works in the sense that such a strategy achieves what it sets out to achieve. In particular, HR Strategy: ·   will satisfy business needs; ·   will be founded on detailed analysis and study, not just wishful thinking; These can be turned into actionable programs that anticipate implementation requirements and problems; ·   is coherent and integrated, being composed of components that fit with and support each other; ·   takes account of the needs of line managers and employees generally as well as other stakeholders. As Boxall and Purcell (2003) emphasize, HR planning should aim to meet the needs of the key stakeholder groups involved in people management in the firm. The process of developing HR strategies involves generating strategic HRM options and then making appropriate strategic choices. It has been noted by Cole (1999) that the choice of practices that an

Distinctive human resource practices shape the core competencies that determine how firms compete (Cappelli and Crocker-Hefter, 1996). Extensive research has shown that such practices can make a significant impact on firm performance. HRM strategies aim to support programs for improving organizational effectiveness by developing policies in such areas as knowledge management, talent management and generally creating a great place to work. This is the ‘big idea’ as described by Purcell et al (2003), which consists of a clear vision and a set of integrated values. More specifically, HR strategies can be concerned with the development of continuous improvement and customer relations policies. Bridging the gap between theory and reality The analysis conducted by Gratton et al (2001) found that there was usually a wide gap between the type of theory expressed on top and reality. Managements may start with good intentions to do some or all of these things, however the belief of them

Source - https://youtu.be/TuinoCqVrEE HR policies serve as guidelines and benchmarks for specific HR activities and that they reflect what an organization is trying to achieve, not how it will achieve its goals. Distinguish HR practices identify broad HRM activities and techniques to ensure the actual implementation of the HRM policies. It is possibly at the practice level of the HR system that most research has been undertaken to date, predominantly in regard to the role of HR practices in high-performance work systems Kepes and Delery (2007) Human resource management operates through human resource systems that bring together in a coherent way as given below. ● HR philosophies describing the overarching values and guiding principles adopted in managing people. ● HR strategies defining the direction in which HRM intends to go. ● HR policies, which are the guidelines defining how these values, principles and the strategies should be applied and implemented in specif

Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets are the people working there, who individually and collectively contribute to the achievement of HRM objectives. Boxall, P (2003,p.5) describe HRM as ‘the management of work and people towards desired ends’.  Source: (Esoft Metropolitan MBA 2019 -MN7181 Lecture note  6 slide 3)   REFERENCE Boxall, P and Purcell, J (2003) Strategic Human Resource Management, Palgrave Macmillan, Basingstoke  Byars and Rues (2000), Human Resource Management, United States of America, New York.