HRM

UNIVERSITY OF SUNDERLAND

Faculty of Business & Law

Exam Paper

Module Code : HRM325

Module Title : Performance Management of Human Resources

Time Allocated: 3 Hours

SAMPLE

INSTRUCTIONS:

Section A: Answer FOUR out of six questions (40 marks) – ONE HOUR

Section B: Answer TWO questions from FOUR - essay and report questions - (60 marks) - TWO HOURS

You should be careful to plan the use of your time as outlined above

THE UNIVERSITY'S REGULATIONS CONCERNING CHEATING, COLLUSION AND PLAGIARISM APPLY TO THIS EXAMINATION

Table of Content

Section A...................................................................................................................................3

Section B...................................................................................................................................4

Introduction to Human Resource Management.......................................................................5

Report Inclusion....................................................................................................................6

Recruitment update in an organisation................................................................................9

REWARD STRATEGY:...........................................................................................................10

E LEARNING STRATEGY:......................................................................................................11

LEARNING ORGANIZATION:................................................................................................11

PERFORMANCE MANAGEMENT SYSTEM:...........................................................................12

TRAINING AND LEARNING..................................................................................................14

Training and Development.................................................................................................15

Resignation and Confirmation............................................................................................15

Performance Appraisal Responsibility................................................................................15

360 Degree Feedback System in Performance Appraisal:...................................................16

HRM and Leadership Theories:...........................................................................................17

Organizational Development and Change:.........................................................................19

Benefits, Rewards and Recognition:..................................................................................20

Employee Empowerment:..................................................................................................21

Coaching, Mentoring and Knowledge Sharing:...................................................................22

REFERENCES........................................................................................................................25

Section A

Answer FOUR questions – Each question is worth 10 marks

1. What are the Major Differences in the “Control based Model” and the “Resource Based Model”

in the SHRM ?

2. What are the challenges faced by the Human Resource Management to SHRM, and how it has

responded to the challenges.

3. Outline the Major aspects of Learning Organization in SHRM.

4. What are the Major feature of E-learning and Reward system in terms of Strategic

Management?

5. How is Leadership Theories Impacting the SHRM in terms of organizational growth?

6. Discuss the features of the 360 Degree performance evaluation system with respect to the

SHRM ?

You should allow no more than 15 minutes to answer each of these questions

Section B

Answer two questions – Section B is worth 60 marks (30 marks for each question)

Question 1

“Performance Management System is started by organization to achieve the common objective of the

organization” Describe the methods and process of evaluating the performance in terms of the

organization’s strategic growth and Individual Growth? (30 marks)

Question 2

Describe the characteristics and objective of the Hard and Soft Human Resource Planning and how it

has contributed in maintain the organizational strategies?(30 marks)

Question 3

What are the different aspects of the employee reward system, and how at times the reward system

becomes problematic for organizations (30 marks)

Question 4

For the organizations strategic development, Learning and Training plays an important role, and at

times organizations need to shift their focus towards this process. Discuss the position of the

organization in context of requirement and starting a training and Learning program. (30 marks)

You should allocate no more than 60 minutes for the Part B questions

--------------------------------

End of the examination paper

Introduction to Human Resource Management

Introduction

- Human resource management (HRM) is a relatively modern label for the range of themes and

practices involved in managing people. It is defined and described in a variety of (sometimes

contradictory) ways.

Many people find HRM to be a vague and elusive concept - not least because it seems to have a variety

of meanings. Pinning down an acceptable definition can seem like trying to hit a moving target in a fog.

This confusion reflects the different interpretations found in articles and books about human resource

management. HRM is an elastic term. It covers a range of applications that vary from book to book and

organization to organization.

You should think about the purposes of the definitions and the different aims of academics and

practitioners. Academics are interested in the theoretical basis and intellectual validity of the concept.

Practitioners have a job to get on with and are likely to be more interested in a practical description of

the management discipline for which they are responsible

This report highlights the Human Resource Management (HRM). It put light on the culturally compatible

HR strategies of the organization. This report puts light on the specific Hr strategies, policies and

practices of organization. The HRM strategies which make an organization culturally compatible in

different nations, we start our consideration with the theoretical knowledge of culturally compatible HR

strategies. In the end we conclude with our recommendations for global organizations.

HRM is basically a Data-Base which contains the data entries for Employees, Personal History,

Qualification and Background recruiting information, compensation details and Availed leaves and

Holidays Including balance one.HRM have Performance appraisal file which contains all the data entries

for the appraisal of the employees. Beside leaves it has data which Shows working time hours of the

employees. Recruitment data of the HRM contains all the Information About the hired new employees,

hiring new employees with the job descriptions and Job Specifications which means what all Skills are

required for each employee and the skill level. It also contains a database for all planned and actually

done Training for the employees.

Report Inclusion

This Report Includes:-

1. Strategic Management

2. Strategic HRM

3. Recruitment update in an organisation

4. Turnover according to present Budget

5. Training and Development

6. Resignations or Firing

7. Confirmations /Hiring

8. :Leadership Skills in HRM

9. 360 Degree Appraisal

10. Leave(EL,CL or any other leave)

11. Talent Management Strategy

12. Employee Empowerment

13. Coaching and Mentoring

14. Wellness activities with the working Environment

15. Industrial Relationship within the organization

Strategic Management

The word Strategic comes from the Greek word strategus, which means ‘commander in chief’. The

development of the word strategy suggests that it means to the leading capabilities, in terms of

management context.

Wheelen and Hunger(1995) define Strategic Management as ‘ that set of management decisions and

actions that determines the long-run performance of a corporation’. Hill and Jones (2001) defines the

strategic management in quite a similar way as ‘ a action that a company takes to attain superior

performance’. Strategic Management is a never ending process in an organization which majorly

depends upon three parts, The Value of Senior Management, Environment in the Organization and The

availability of Resources.

Strategic Human Resource Management

Strategic human resource management relates to the Manpower management, but in strategic manner

maintaining the importance of the effective management of people as a source of advantage in

competition.

Strategic HRM or HR strategy are quite unclear in terms of the outcome of the process among the two

For Snell et al., (1996) Strategic HRM is and outcome of organizational system designed to achieve

sustainable competitive advantage through people. In other scenarios, SHRM is viewed as a process, ‘

the process of liking HR practices to business strategies’ (Ulrich, 1997)

Strategic HRM is highly influenced by Environmental issues and business strategies, HR strategies are

determined at all the three levels of management and by the ability of the leadership style of the local

managers to follow through goals in terms of the specific environmental context.

The another Part of the strategic HRM is the fluctuation in the management thoughts, and making the

HR function to be structurally integrated. The HR policies of any organization should fit with the

business strategies of the organization keeping in thoughts the competitive market conditions. The

concept of the business integration with the Strategic HRM can be seen in three parts.

1) the linking of HR policies and practices with the strategic management process of the

organization

2) the internalization of the importance of HR on the part of line managers.

3) the integration of the workforce into the organization to foster commitment or an ‘identity of

interest’ with the strategic goals.

Human Resource Strategy Model

Here we will examine the link between the organization strategy and HR management/Strategy. In the

last few years academics have added at least 3 different models to differentiate the HR strategies, these

are:

1) Control Based Model.

2) Resource Based Model.

3) Integrative Approach.

Control Based Model

The first approach to modelling different types of HR strategy is based on the nature Strategic Human

Resource Management 49of workplace control and more specifically on managerial behaviour to direct

and monitor employee role performance. According to this perspective, management structures and HR

strategy are instruments and techniques to control all aspects of work to secure a high level of labour

productivity and a corresponding level of profitability

Resource Based Model

This second approach to developing typologies of HR strategy is grounded in the nature of the reward–

effort exchange and, more specifically, the degree to which managers view their human resources as an

asset as opposed to a variable cost. Superior performance through workers is underscored when

advanced technology and other inanimate resources are readily available to competing firms.

The Integrative Model

Bamberger and Meshoulam (2000) integrate the two main models of HR strategy, one focusing on the

strategy’s underlying logic of managerial control, the other focusing on the reward–effort exchange.

Arguing that neither of the two dichotomous approaches (control- and resource-based models) provides

a framework able to encompass the ebb and flow of the intensity and direction of HR strategy, they build

a model that characterizes the two main dimensions of HR strategy as involving ‘acquisition and

development’ and the ‘locus of control’.

Recruitment update in an organisation

In an any organisation recruitment is the Process to Identify the need of an organisation According to

the Vacancy in an particular Department and organisation needs to Recruit someone at the vacancy at

which application forms for the post have arrived to the HR Department in the organisation. This may be

Through two types, Internal and External. Selection is second Step to select the Candidate according to

the Job Description and choosing from applicants a suitable candidate to fill a post.

Than it comes to Training of new Joined Employees .Training have various of processes involved in

which make sure that job holders have the right skills, knowledge and attitudes which is required to help

the organisation to achieve its objectives and Desired goal. For increasing the Effectiveness of the

recruitment internal recruitment should be Preferable, have benefits like Considerable savings can be

made. Individuals with inside knowledge of how a business operates will need shorter periods of training

and time for 'fitting in'. Internal promotion can act as an motivation for an Employees, The organisation is

unlikely to be greatly 'disrupted' by someone who is used to working with others in the organisation.

Through this type of recruitment organisation can understand the strengths and weaknesses of an

insider which could not be Possible in hiring of outsiders. This is having some bad faces too like you will

have to replace the person who has been promoted. Promotion of one person in a company may upset

someone else.

While in External Recruitment it attracts the wider range of talent, and provides the opportunity to bring

new experience and ideas in to the business. But it is Cost Effective or sometime it happens that

company may end up with someone who proves to be less effective in practice than they did on paper

and in the interview situation. In such cases it is Important that job Description and job Specification

should be Clear according to the organization. A job description is how a particular employee will fit into

the organization. The title of the job should be Clear with job responsibilities, and Reporting Person, a

simple description of the role and duties of the employee within the organization. For this Job Analysis

have to be done which is a process to examine the Jobs order to identify the key requirements of each

job and Job analysis can be carried out by direct observation of employees at work, by finding out

information from interviewing job holders, or by referring to documents such as training manuals.

Information can be gleaned directly from the person carrying out a task and/or from their supervisory

staff.

A job specification is Different from the job description - in addition, Job Specification highlights the

mental and physical attributes required of the job holder. Job analysis, Job description, and Job

specification can provide useful information to a business for recruitment instruments. The appraisal will

then involve a review of performance during the previous six months, and setting new targets. Job

details can serve as a useful basis for establishing the targets. Selection involves procedures to identify

the most appropriate candidates to fill posts.

REWARD STRATEGY:

Reward strategy provides the organization the specific direction in developing and designing

programmes that will make sure that organization rewards the behaviours and performance e outcomes

that supports the achievement of the business goals.

Gomez-Mejia and Balkin (1992) defined the reward strategy as:

The deliberate utilization of the pay system as an essential integration mechanism through which the

effort of various sub units and individuals are directed toward the achievement of an organization’s

strategic objective.

Reward Strategy should be founded keeping in the proposition that the people are the ultimate source of

value for any organization. The basis of strategy depends on the organization’s requirement in the

shorter and longer time span as specified in the corporate strategy.

Reward Strategy should mainly concern with the direction an organization should follow in making the

right mix and the level of financials and non financials awards in terms of making the business strategy.

1) The demand of the business strategy with cost constraints.

2) Helps to achieve cultural changes.

3) Making the right alignment in between core competencies of the organization and individual

competencies.

E LEARNING STRATEGY:

The Learning strategies of an organization are majorly dependent on the Human Resource

Requirement. The starting point of the organization should be the approach adopted for the provision of

the e-learning and development opportunities, keeping in mind the difference between the learning and

development.

The learning strategy should cover the:

1) How the e-learning needs will be identified.

2) Organization has to identify the role of personal development planning and self-managed

learning.

LEARNING ORGANIZATION:

Organizations are termed as the continuous learning process and system (Harrison, 1997), and

organization learning has been identified by Marsick (1994) as:

Co-ordinated system change, with mechanism built in for individuals and groups to access, build and

use organizational memory, structure and culture to develop long – term organizational capacity.

The Aim of Learning strategy in organization is to develop the organization’s resource based capability.

This is as per the basic principal of the strategic Human resource Management, mainly it is necessary to

invest in people in order to develop the human capital required by the organization.

There are majorly 4 principle of learning Organization.

1) Systematic Problem Solving: This is majorly dependent on the quality of the process and

people within the organization.

- Making a scientific methods, rather than doing the guesswork for problem solving.

- Believing and depending on data rather than doing the assumptions as the background of

the decision making process this is called the fact – based management.

- Using the simple statistical tools.

2) Experimentation: This activity involves the systematic changes in the process adn continous

development of the processes and programmes. Treating these as the integral part of the

learning organization.

3) Learning From Past Experience: Learning organization review their success and failure and

access them systematically and record the lessons learned during the specific period of time,

in such a way that employee find it open and accessible.

4) Learning From Others: There are times when the most powerful insight comes from the

outside, so learning from outside is the immediate and new perspective. The process of

learning the immediate environment is termed as SIS – Steal Ideas Shamelessly.

PERFORMANCE MANAGEMENT SYSTEM:

Performance management is to contribute to the development of the high involvement organization by

getting different teams and individuals to participate in achieving the objective and the different means

to achieve them.

Performance Management Strategy aims to obtain the means through which organizations, individuals

and teams can produce the better performance and the results within the agreed framework and

planned goals.

SCOPE OF PERFORMANCE MANAGEMENT STRATEGY

Performance management strategy focuses on what is involved in managing the organization.

Performance management is the natural process, not a system, not a system or a technique (Fowler,

1990). Performance management strategy concerns everyone in the business – not only managers. It

gives the assumption that not only managers are responsible for the performance of the teams,

according to this it’s the shared responsibility of the Managers and Team.

Performance management process are part of an Holistic approach to managing for performance which

is the concern of everyone in the organization. In terms of performance management strategy, holistic

approach means being concerned with the complete organization. A combined view is taken of the

constitutes and parts of the performance, and how these are impacting and contributing to the desired

outcome and goals of the organization, individuals, teams and different departments.

HUMAN RESOURCE PLANNING:

Human Resource Planning is an integral part of the business planning and business strategies that are

included in the Strategic HRM. The Strategic Planning process defines the projected changes in the

different type of activities that and organization is doing and the scale of these activities.

Human resource Planning understand those plans and strategies in terms of people requirement in the

organization. But it can influence the business strategy by drawing attention on the ideas in which

people are developed and deployed effectively to achieve the business goals and also focusing on other

problems that might have resolved to make sure that people required are capable of making the

required changes and the necessary contribution.

Humans Resource Planning according to Quinn Mills (1983) can be defined as:

A decision making process that combines three important activities: 1) Identifying and Acquiring the right

number of people with the proper skills; 2) motivating them to achieve high performance; and 3) creating

interactive link between business objective and people – planning objective.

HARD AND SOFT HUMAN RESOURCE PLANNING:

There are ways to make distinction between the hard and soft human resource planning. Hard HRP

based on the analysis that right number of right type on people are available when needed by the

organization.

Marchington and Wilkinson (1996), described soft HRP as, it is more explicitly focused on creating and

shaping the culture of the organization, so that there is clear integration between corporate goals and

individual goals, employee values, belief and behaviour. Softer version of the Human resource planning

is more closer to the subject and process of Human Resource Planning.

Humans resource Planning deals with the major issues like employment of the people rather than the

traditional quantitative approach of Manpower Planning. But this also addresses those aspects of

human resource management that are majorly concerned about the organization’s requirement of the

people from the prospective of skills, numbers and how they should be deployed.

Supply Forecasting:

Estimating the requirement of people keeping in check the current availability of resources and the

future requirement, after allowing the wastage. The supply forecast will also take into account the

current market trends related to the availability of skilled resources and demographics.

Forecasting Requirement:

This includes the analysis of demand and supply forecasting to identify the future market requirement if

there is any deficit of surplus, with the help of models if required.

Action Planning:

To make plans to deal with the forecasting deficits through the internal promotion process, training of

people and external recruitment. If required preparing the plans for unavoidable downsizing to avoid any

compulsory redundancy, also making the retention and flexibility strategies.

TRAINING AND LEARNING

In Strategic HRM and Organisation Development context, Training and Learning are characteristically

different:

Training adds to the knowledge and skills for doing a particular job, Fills the gap between the required

and the actual knowledge, skills required to complete a job. Training can be of different types, Job

oriented and vocational in nature. Short term activity designed especially for operatives. it is mainly the

initiatives of the management, and the result of external motivation. It aims to meet the current

requirements of the job and the individual-a reactive process. Apprenticeship is a typical example.

Learning is a behavioural process which is continuous from birth to death. It is mostly informal, but there

could be formal phases as well. From learning to talk, walk, run etc, to learning to operate a computer,

fly a plane to learning to socialise, to lead a group, to move an idea, the list is infinite and touches upon

all that we acquire from birth to death.

Training and Development

Induction is the process of introducing new employees to an organization and to their work

responsibilities in that organization. For the new employees in an organization are generally given an

induction program in which they have meet other co-workers and get Involve with their knowledge and

Experience and are shown the skills they must learn. It is observe , that the first few days I an

organization will involve observation, with an experienced worker or the manager. Many organization

will schedule an detailed training scheme, open format with which is done on an internal basis.

Examples are given in an form of larger public companies such as banks and insurance companies. In

Addition to this, employees may be encouraged to attend courses to learn new skills and get new

qualifications. There are two Forms threw which a training can be done :- On the job Training and off the

Job,

On the basis of performance of an employee in an organization and acquiring qualifications to do a

more advanced job, Promotion within an firm depends. Induction is the process of introducing new

employees to an organization and to their work responsibilities in that organization.

Resignation and Confirmation

A resignation is the formal act of an employee when he is not satisfied with an organization of giving up

or quitting one's office or position. A resignation can occur when a person holding a position fails to

perform his duty or gained by appointment steps down. When an employee chooses to leave an

existing position it is considered a resignation, When ever an resignation or termination happened in an

organization will create an environment of dissatisfaction or Disputes. because sometime it happens

that terminated employee is eligible but situation or the working environment makes him to resign. A

resignation is a personal decision to exit or quit a position, though outside pressure exists in many

cases. In case of government employees sometimes Resignation are not always acceptable in few

cases, However refusing a resignation can be a method of severe censure if it is followed by

dismissal.Some of the Leaves are Accumulated and Carried Forward but some of them are not viable to

carry Forward.

Performance Appraisal Responsibility

Performance appraisal is the process the managers like to work on least, there could be many reasons

for this, the major reasons for that is, lack of understanding of the importance of appraisal process and

training regarding the appraisal process which can bring in the managers interest in the appraisal

process and there can be lack of support in the field of training and development programme also

managers need support in implementing the appraisal process.

But this can be changed by the support of Human resource manager to support the implementation of

the process, they should train the managers so that they can conduct the successful appraisal process

there has to be review by the HR for the format used in the appraisal so that managers can get the best

output, HR managers can also assist the managers in developing the individual development planning

and programme.

360 Degree Feedback System in Performance Appraisal:

Managers should update their employees about the feedback regarding their work done in the

organization weather it is previous task or the on-going task, as it makes the employee feel valued in

organization, make them understand that they are the integral part of the organization. The feedback

process will make employee learn new things about them self and other prospective of enhancing the

skills, it will make employee know how their work is perceived by others. This process will enhance the

relationship between the employee and manager and improved communication and this will make the

more trust in between the manager and employee. This feedback process will make employee know

where they are excelling and where they could improve it will make them know what they should

continue to do and what should they change. Employee need to have opportunities to develop their

skills and grow. The employee who learns new things and applying them in process is more likely to be

retained and motivated.

There are so many reasons for companies to use a 360 degree feedback system, this system is very

accurate as the ratings from different perspectives provide a more complete picture of the eligible

employees capabilities than just one perspective, this process has richer understanding of the

performance of the contestants as it provides them to gain valuable insight on how they have

performed and it is perceived across different departments. This process is easy and fast to implement

in a cost effective way.

Advantages of the 360 degree system

1) It provides the more comprehensive view of employee performance than the other methods.

2) It increases the credibility of the appraisal process as it includes feedback from different

departments.

3) The feedback from other process can help to enhance the staff’s development.

4) They can directly report their problems to their managers rather than going through the normal

process.

Disadvantages of 360 degree system

1) This process is very time consuming and more complex on administration.

2) It may create the environment of suspicion among the employees as the process involves

different department in the process.

3) Lack of confidentiality as sometimes this process is outsourced to different outside companies

and there is always a threat of disclosing sensitive information.

HRM and Leadership Theories:

Leadership is the very important aspect of the HRM, this is the Job of HR manager to make new leaders

in and organization, somewhat the load is shared with the supervisors of the employees.

HRM Plays a very significant and important role in the leadership skills and creating leaders within

organizations.

It suggests that a leader should work on maintain the team’s commitment and the enthusiasm towards

the goal of the organization by meeting and completing their needs and requirements.

The other factors that might influence the leadership in an organization are: Assertiveness, Teamwork

and Crisis Management. Assertiveness is very important in leadership, it gives the idea what a Leader

want from his resources and where the resources stand. It gives them the opportunity to respond with

their needs and ideas. For Example: These days big organizations taking view of the employee and

responding according to their requirement and ideas to increase their participation for the organization.

A Leader has to increase and support the teamwork to get the best out of the subordinates, this will help

them utilize their skill to the best and can give them the chance to learn new things from the others.

In crisis management a leader has to be there with their subordinates and get to know there issues at

the time of crisis and problem and should give them the support they needed. For Example: at the time

of recession many big companies like IBM tries not to lay off their employee, instead they give them the

option work from home which in other terms reduce the employee cost to company as they are not

utilizing the company resources.

There are several theories that gives the generalized explanation of the leadership and how they can be

taken care of by the managers.

The implementation of these theories depends on the type of situation and on the employees the

organization is dealing with. Early leadership theories had focus on the difference between the qualities

of the leader and the followers, while as the time changes and with modernization of management

model the concept of leadership theory got changed with more focus on Situational Factors and Skill

levels of the employee.

The different leadership theories are as –

1) “Great Man” Theories: The great man theory believes that leaders are born, not made. This

theory generally portrays great leaders as the heroes and they are destined for the leadership.

It is called as “Great Man” because, at the time, leadership was called to be the male quality.

2) Trait Theories: This theory is quite similar to the “Great man” theory in terms of the idea and

concept like people has inherited qualities of being a leader. Trait theory identifies personality

and behavioural characteristics that leaders have.

3) Contingency Theories: This theory focus on the particular environment variable that will

determine which style of leadership is best for the particular situation. According to this theory

no particular style is good for all situations. Success depends on how the leadership is

implemented on particular situation.

4) Situational Theories: This theory explains that leaders identify best action depend upon the

situation variables. Different style of leadership is required for some decision making.

5) Behavioural Theories: According to this theory the leaders are not born they are made. In this

theory people can learn to become the leader through different modes like training, teaching

and observation of the other leaders.

6) Participative Theories: Participative theory believes that the ideal leadership style is

encouraging participation and contribution of group members and support group members to

feel more relevant and committed to the decision making process of the organization.

7) Management Theories: This theory focus on supervision and group performance. This

leadership theory works on the principle of rewards and punishment. When employees do a

successful job they are rewarded and when they got failed they got punished.

8) Relationship Theories: In this theory the leader focuses on the performance of the group and

with that they also want the individuals to grow and give their best to the organization.

Organizational Development and Change:

People and performance issue are the major and common concern for any organization in every

industry, these issues comes from the organization’s people strategies being out of step with the

business strategy. Organizations are expanding globally through acquisition or internal growth,

restructuring the company, attempting to standardize processes with latest technologies or outsourcing

human resources (HR) services to cut costs.

Any of the changes mentioned above can bring about a misalignment between the people and business

strategies of the organization.

This misalignment is a common problem that the People inside the organizationand Change practice is

uniquely adept at solving. We specialize in providing innovative, integrated and practical solutions to

align the organization’s people and business strategies. Our team drives your business performance by

helping you maximize the potential of your people. We can help them develop and grow. We can help

your organization to manage change initiatives, increase the effectiveness of your HR service delivery,

provide learning and leadership services and improve talent management.

Talent management strategy and succession planning

The pool of top talent both inside and outside the organization is increasingly scarce and expensive. We

believe any organization that obtains and nurtures the best employees from this finite pool will

fundamentally differentiate itself in the market.

Our talent management and succession planning approach:  Provides a resource planning framework underpinned by a clear link to business strategy and

business plans.

Enables high potential managers to be identified, allowing organizations to develop and nurture

those who are critical to their future.

Provides an audit of the organization’s current management strengths and weaknesses against

current and future needs.

Identifies where ‘weak links’ are, not only to fill individual positions, but also to detect risks

resulting from capability gaps at an organizational level.

Ensures that recruitment, assessment and development skills criteria (for both technical skills

and behavioural qualities) are based on a consistent set of standards and common language

Benefits, Rewards and Recognition:

Salary, benefits and Rewards are the important factor that a HR manager should take as the priority.

Human Resource manager should make the attractive pay packages that could attract the employees in

the organization and make them stay for the longer duration.

HRM has to create the opportunities in the organization and how the employees can be benefited from

the existing opportunities, these opportunities can be made within the provided budget for the proposed

changes. HR Manager has to indentify the facts and figures to give the rewards and recognition to the

employees doing the positive and inspiring performance.

Policies and programmes are being created by the managers to motivate their hardworking employees

and to get the best out of their employee by giving them perks and incentives for their outstanding

works.

Rewards should be given for the significant work done and the advanced goals achieved during the

particular duration with the specific accomplishment as they are the most cost effective form of giving

the recognition and motivation to the employees.

Rewards are like this they should not be replaced with any salary plan, for example they should not be

used as the long term alternative to the permanent salary adjustment, when these rewards are

distributed for significant high performance they show the significant change in the attitude of the

employee towards the performance and their work.

Employee Empowerment:

To be able to produce the target oriented result in an organization factors like employee empowerment

and the marketing factors like penetrating prices cannot be forgone.

Big organization uses the human resource tactics like employee empowerment as it plays a major role

in the organization. Employee empowerment acts as the major factor behind the increased interest of

the employee towards the work and to perform their best. The empowered employee of the organization

is always the prime asset of the organization, who always performs their best and gives the targeted

result. In the bigger organizations and HR friendly companies employee are always given the topmost

priority, so that they can feel they are the part of the organization and with the feeling of being

recognized they perform to their best level. Here employees are involved in the decision-making and

policy management this will result in the overall performance that company offers to their customers and

the major factor in the improvement of the quality management of the system.

The reason for applying the employee empowerment are the factors like highly competitive IT market

and recession also played a major role in it, as it provide the assurance towards the job and the

confidence of the company towards the employee and then employee can perform better to give their

best for the company.

While applying the employee empowerment culture in the organization, the organization has achieved

their multiple objectives, like they got the employee who are highly motivated towards the organization

and they perform the way that it in the end result in the good service and trust of customers towards the

organization.

One of the other employee empowerment feature is to apply the scheme of e-sops or stock option for

the employee who perform well, if the employee are awarded with the options of stock then the

employee feel them self to be the part of the organization this is one of the factor that the companies

can implement in their culture of HR practice to make them more employee friendly. This employee

empowerment scheme is one of the most successful and highly appreciated by the employee and

managers across the different companies around the world either they are small firm or the big firm

The other thing that contributes in the growth of the organization or the growth of their new product, it is

the practice or strategy that is employed by organization in order to capitalize the place for their new

product that is launched in the market, the price is placed that much low for the new product that it will

penetrate in to the market place and capture a significant part of market.

Coaching, Mentoring and Knowledge Sharing:

HR has to take care of the employee development program in the organization, they have to make sure

that every employee should get the desired training they, as per the requirement of the industry and

according to the experience.

Heads of every department has to make a database and requirement sheet as per the demand of the

employees, what they want to learn, what they should learn and what they have the expertise in,

management can schedule the programs accordingly.

Team leading and mentoring plays as important role as it is played by the module training and coaching.

A good mentor or a leader can get the best output from the team and employees.

If there is a lack of leading qualities then it start producing the sense of dissatisfaction among the

subordinates and the junior team members. So to be a good mentor one should have to understand the

team requirement and issues and try to give them the solution accordingly.

Mentoring is directly relates to the leadership skills within the organization and employees. When we

think of the leadership development proposal or programme then the first thing that comes in to the

mind is why we need a leadership development programme the answer is very simple :- A leadership

development program will help individuals to work in the high risk situations and will allow them to

develop leadership skills in the adverse condition.

The organization for which we are going to propose the leadership development is the I-touch. I-touch is

the UK based organization and is once the leader in mobile and digital entertainment.

A program is built for the leadership development having several steps like

1. Establish common set of values for leadership:- Every member of the I-touch organization has

given the chance to evaluate the organization and give their feedback regarding the

organization and this will prompt them to make the right decision. This concept will generate

the model of sharing and discussing, what is right.

2. Investing early in leadership training: - Early investment doesn’t mean putting money in the

development programme of the I-Touch. But this is the concept which emphasizes

management to go to the junior leaders of the organization and bring them in front to learn as

they are the one who are most receptive to learning. This will give I-Touch the advantage of

having many junior people and will make the competition in the organization.

3. Giving experiential training: - For the employees to generates the understanding of the

organization and how the different functional areas works of the I-Touch, a formal training

course of the leadership is required. This will be more realistic and relevant in terms of their

approach toward the business of the organization and how the organization performs in the

high –risk situations.

4. Generating decision making skills: - Learning from the previous failures of the organization,

and acknowledging that errors and risk are part of the organization, the leader will be prepared

with the decision making ability and giving them the situation for crucial thinking

5. Encouraging Employee of leadership: - Employee of the I-Touch will be given a self-directed

task that will increase their confidence and will encourage them to develop leadership attitude

inside them.

6. Partner with outside expert for better ideas: - A seminar is conducted in which leaders and

managers from the other organization of the same field as I-Touch are invited to give their

views about the leadership and how one allow them to being in the innovative ideas rather than

using the rejected and old ideas.

After completing all the initial process for the leadership program in the Organization. All the employee

of I-Touch, who took part in the leadership development program are given an Experimental test/

Training: After that training After Action Reviews is done to improve the learning and improvement to

occur within the organizational environment of the I-Touch

The goal of this Leadership development programme in the I-Touch is to realize the people the

increased demand of service from the company and bring in the pre prepared leaders.

Employee of the I-Touch after this program will be sent to the leadership role much faster and they are

given the high responsibility. After completing this programme the leadership expectation of the

professional in I-Touch got increased and they become more eager to represent organization.

From this process we can learn that leadership is not the born feature, it can be learned and taught, if

proper guidance and support is provided.

Knowledge sharing is the part of the HR process, which helps them to keep a pace of the organization.

Knowledge sharing help to reduce the dependency on a single employee, with the help of knowledge

sharing a kind of atmosphere is created in the organization in which every employee knows the task of

the every other employee and in his or her absence they can perform that task.

External Factors HRM: - There are some factors which lie outside the organization and the

Managers don’t have the direct control over them. The Managers or supervisors can only react only in

these situations, and cannot make proactive and contingency plan against those situations. Some of the

external factors that can affect Management are: key Supplier Stops working, Stake Holder reverses its

decision to support. If a key supplier stops working then it will dir3ectly affect the organization and in that

case the leader has to act to give the support to its followers and employee.

REFERENCES

Heller, Robert. , Employee Empowerment: Management giving power to the people

[e-magazine], 2005, Available at:

http://www.thinkingmanagers.com/management/employee-empowerment.php

George Bohlander, Scott Snell., Managing Human Resources, Cengage Learning,  2009 

Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy., Managing Human Resources, Pearson/Prentice Hall,  2009 

Robert L. Mathis, John Harold Jackson., Human resource management, Thomson South West Publications, 2008

Ronald R. Sims., Human resource management: contemporary issues, challenges, and opportunities, Information age Publishing, 2006

Raymond A. Noe., Human resource management: gaining a competitive advantage, Irwin/McGraw-Hill,  2000

Winninger, Thomas J. Price Wars: How to Win the Battle for Your Customer. St.

Thomas Press, 1994.