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The rapidly development of technology innovation with combination with the increasingly demand of the global business world lead the organizations to seek new ways to gain a competitive advantage.In order to achieve this objective and to gain a business reputation via business performance,the companies transform their human resource functions by giving more importance and significance to their employee' needs and satisfaction throughout human resource management (west and Berman,2001).The objective of this report is the identification of HRM approaches as it has been shaped during the years while studying the solar industries we analyze how it manages its personnel in order to accomplish a high organisational performance .In addition,at the end this report some conclusions and recommendations are provided for improvement to HRM for Solar industries.Solar industries LTD has grown from a small entrepreneurial venture founded over 50 years ago into a large engineering company based on Farnborough.It has experienced expansive growth over the last decaded and its specialized products for electronics industry are exported to about 40 countries around the world.It is considered a market leader with an internationally recognised product brand.Within the firm,the strategic direction of product and technology development is guided by a 'technology roadmap'developed by senior management.While engineers lead the technological aspects of product development,decisions on new product ideas and concepts are governed by senior execittives. In the late decade of 1980,the organisations realized the significance of their employees as a capital assets or human resources; and by adopting and implementing a set of HRM practices (such as recruiting,training and developing people ect.)aimed to succeed a sustainable competitive advantage based on a business strategic view by making the employees involvement into the business process;and by establishing the organisationl culture that they are part of the organization (Kaufman 2001: 506). During this period,the HRM is transformed into a strategic approach may not differ significantly than the traditional personnel management (Legge 1995),Storey(1989).Identifies that 'strategic HRM is a dimension of the model of personnel management which focuses on organization as a whole . The responsibility for human resource is often decentralized to line management.It is characterized by an emphasis on strategic integration,employee commitment and flexibility; and also on the quality of goods and services which company offers' (Storey 1989). In addition,wright (1998) suggest that the essence of the human resource perspective is that employees are viewed as valuable resources and strategic HRM,in turn,is the development and implementation of an overall business plan that seeks to gain and sustain a competitive advantage by managing these human resource through an integrated,synergistic set of HR practices that both set off and support the overall business strategy of the organisation' (wright 1998).Nowaday ,as the economy has moved more to an outsourcing shared service and information economy, the competition for people with high qualifications and knowlwdge into the organisation has become more intense (Ha 2006).Although,the recruitment and the retention may be one of the most pressing challenges which organisation face today,successful companies must be able to combile completely what the employee wants with what the company on the same side wish to offer (Aghazedesh 2003:202).According to Taylor (2007), ' ' It 's a business
Despite of the fact that HRM has taken several shapes , could be defined from the literature as a 'soft' and 'hard' approach. The 'hard' approach of HRM focuses on the business performance by giving a slight emphasis on employees' needs.Moreover ,the 'Michigan Model supports this version of HRM model by focussing on the organisation's profitability and welfare through a strategic point view (Radcliffe 2005).However,the 'soft' approach of HRM known as 'Harvard model' emphasises on the importance of high commitment, involvement,training of its employees and open-mind leadership (Bratton and Gold 2003). Although these two versions of HRM are completely different, Edgar (2003) supports that the organizations are possible to take into account elements of both models in their HRM practices. This is owed to the fact that roughly in all cases, the overall business objective is the performance improvement of each organization, which could be achived through the adopting of the 'hard' approach (Edgar 2003). However,based on a previous survey ,it is discovered that companies have also the tendency to implement and combine these two approaches for better results on human resources management into them (Radcliffe 2005).
Training and development:--
Solar industries LTD realizes that the development and the training of its human resource is a long term investment which could contribute to the company's efficiency and quality of products and services which are offered (The world Bank n.d.). Based on that,solar industries introduce and adopt a human resource development strategy which is considered as its vital element to guarantee personnel with professional skills and knowledge (the world bank n.d.). Human resource Training and development could be defined as the individual and organizational growth which might be achived by their fullest potential throughout continuous training and learning (Kousiouris 2000) . Furthermore ,HRD is concerned by motivating people to find ways in order to improve their career and as a result of that the business performance.Although, Solar industries is an organization which is widely recognized that consists of the most efficiently and well motivated workforce,it is committed to its personnel who are employed in a wide range of tasks such as information technology specialists, researchs, administrators, etc (the Times 100 2007). For this reason ,Solar industries organizes training sessions (online or technical) around the world and supports its partners through training programmes (The World and supports its partners through training programmes (The World Bank n.d.). Solar industries are convinced that 'excellent people'need to be managed with an excellent way'. This means that people who are suitable managed ,they are more able to encourage themselves to perform well.Thus ,solar industries focuses on the full
engagement of people in the business environment which could combine obligation and organizational nationality. According to that the company needs to follow a strategic business plan which could lead the action to a result.Another essential element of its strategy is the way that it managers, develops and motivates its personnels (the Times100 2007). As it is referred,the main aspect of the solar industries' business strategy is its 'people excellence'. At the heart of 'people excellence'is the establishing of a high performance culture based on the assumption that nothing helps an individual more than to be given to him the responsibility and the sense of trust.Something which is widely recongnized as valuable and meaningful by the organization. This can explain why 'people excelence' is an important cornerstone for Solar industries LTD(theTimes100 2007). However ,Solar industries considers its human resources as well as its technology and innovation the key point of its Competitive advantage (hrSPECTRM,2007). In order to gain this sustainable advantage,solar industries needs to ensur e that its employees work closely on developing the company's heritage of innonvation.Solar industries also consider that there are variable ways in order to make its personnel to feel useful and engaged which include a personal letter or a special mention in a meeting, a promotion or a higher salary .solar industries by creating the feeling of belonging into a successful team they feel valued and willing to involve to the business success (theTimes100 2007). Solar industries promote a culture based on team collaboration.The global chief Executive officer of solar industries ,Klaus Kleinfeld reported that 'an individual can make a perceptible difference ,especially when he joins in a great team and that the quality of its people and as consequence of that its teams is its most worthwhile resource,particularly nowadays where the business world changes rapidly as the knowledge flows in all over the world with lightning speed and is easily available' (theTimes100 2007). At the same hand, solar industries desires its entire workforce to be truly involved into the business and to feel that contributes to its success.With this in mind solar industries establishes a clear mission. Objectives for individuals are interrelated a clear mission.Objectives for individuals are interrelated to oblectives for the entire organization while everyone plays a significant role in achieving great results (hrSPECTRUM,2007). Thus,solar industries states that 'its organizational success depends on the performance of each individual, its team and the whole organisation' (theTimes100 2007). A high performance team represents a group of people that all members collaborate and work towards shared goals while they
have a sense of shared responsibility for the best results that the team should achieve.As the performance of the team rises over the period of time the organization achieve better results (theTimes100 2007). As 'people excellence ' is the part of its strategic business plan consists of four main elements: the achievement of a high performance, the increasing of a glabal talent pool,the strength of the expert careers and solar industries' Leadership Excellence programme (SLE). The performance culture is based on the way of how the employees work at solar industries and it involves everyone personally.The global talent pool includes all salar industries` employees who have the chance to improve their qualifications and to gain further expertises.In addition,the SLE programme provides highest quality of leadership and management training (theTimes100 2007).
4 Talent Management:--
Although 'people excellence' involves the development and training of each individual , solar industries by implementing the talent management approach ensure that in everyone is given the right guidance and support in order to achieve their full potential.This forces them to work for the best result.On the same side ,all the employees work closely with the aim to achieve the organisation's vision,meeting and satisfying firstly their own personal objectives. According to this culture, everyone shares the same vision and target by making them to contribute and take on greater responsibility within the organization (theTime100 2007). For industries everyone has professional skills and knowledge. By matching these skills and using the right person for the right job , solar industries achieve a sustainable competitive advantage.therefore talent management and solar industries (hrSPECTRM,2007), everyone is motivated to undertake extra tasks and responsibilities in an existing job and to work more for further rewarding while at the same time the existing job is extended to give a wide range of responsibility,plus extra knowledge and skills development.Talent management is a worldwide approach which is a key part of supporting each of the elements of the solar industries business strategy and enables the leadership of solar industries organization to engage and involve personnel throughout the organization (theTimes100 2007).However ,solar industries has established a standard process in order to manage and measure the performance and development of all its employees.This is referred to as 'performance Management'. Based on that process, Solar industries creates a direct link between Its strategy of the whole organisation and the plans for each individual.Everyone has strategy which are based on his role and his responsibility within the organisation.According to this, meeting personal targets and presenting a good performance they give to solar industries the opportunity to take the advantage by achieving its mission (theTimes100 2007). Performance management is a process which
creates trust, open dialogue between each team member and its supervisor and also commitment by including target agreement,assessment of the individual's progress and perspectives; and related measures for training and professional development (theTimes100 2007). At solar industries case the performance management is the mechanism which leads talent management .It is the essential element of its corporate culture and ensures that everyone has the obligation about the entire performance moving toward an organizational vision.Everyone has also a clear image about their performance and development (theTimes100 2007)
Nowadays as the business world changes rapidly as a result of the globalization and the rapidly inecreasing of technology innovation,the organizations in order to gain a sustainable competitive advantage focus on the importance of human resource. In order to accomplish this,the organizations implement HRM approaches such as Talent Management which manages and develops the employees of each organization by implementing training programmes in order to increases individual's performance and satisfaction;and as consequence of that the performance of the entire company .As example is the case of Solar industries 'organisation which provides training and development opportunities to its staff and by integrating a high performance culture based on collaboration between the members of the team and the supervisor respectively ensures that the 'people excellence' is managedand developed with an 'excellent way'.
As solar industries organization has adopted the ideas that its human resources performan well only if they are operated in a collaborative culture which through guidance, support and development they can satisfy their individual's needs and to succeed a high performance for them and the whole company respectively.Solar industries via the integration of high performance culture provides a framework and supports in which high performance people can present their commitment and involvement into a high performance organisation. As happening in many industries the competition of the companies to attract people with talent and to create and employ a valued proposition philosophy is in a high level. In order to achieve this purpose a strong emphasis needs to be given in the way that the solar industries LTD promotes itself to futures employees. In general the company should market itself to future employees. In general the company should market itself to future employees.In general the company should market itself to future employees. In general the company should market itself by having strong relationships with educatiuonal institutes and unversities so as to the students become well educated and potential employees aftes their internships, recruitment fairs etc.At the same time , another way to improve its human resource is to be strictly selective in the employees hired and an emphasis to be put on the specific cultural characteristics the whole applicant sample,which is about to hire ,has .In addition,throughout the Information Systems Technology Solar industries LTD could transmit its brand and global practices . Also,solar industries in order to attract and develop people with high /qualification skills could cooperate closely with high educational institutes or public organizations in the countires that they extend their company ,so as to make sure that the employees into all the levels of the organization are well educated and developed in order to cover their position's needs and as a consequence of that , to improve the performance of the whole organization achieving the goals which the organisation has set throughout a human resource development strategy.