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ThroughÂ theÂ latestÂ decadeÂ ,Â theÂ significantÂ subscriptionÂ ofÂ employeesÂ toÂ enhanceÂ organizational andÂ labourÂ marketÂ performanceÂ hasÂ beenÂ clearlyÂ recognizedÂ by tradeÂ unions,Â employers industrialÂ tribunalsÂ andÂ governments.Â New decisions of the Industrial Relations Commission whichÂ provide for theÂ re-evaluation ofÂ careerÂ paths training andÂ jobÂ classifications through the StructuralÂ Efficiency Principle provide for the implementation ofÂ policies seeking to improve the efficiency ofÂ employees and decrease reversal.
Nowadays organizationsÂ are under expanding demand to look for ways to act more effectively while keeping the ability to respond rapidly to the changing needs and demands of the business environment. In the search for innovative responses, there is a growth understanding of the significance of human resources (HR) and strategic human resource management (SHR).
Â Human resource management is described as a strategic and consistent approach to the organization's managementÂ most valued assets the people working there who individually and collectively contribute to the achievement of its objectives. The terms 'human resource management' (HRM) and 'human resources' (HR) have mostly replaced the term 'personnel management' as a description of the procedures involved in managing people in organizations. The extensive aim of human resource management is to ensure that the organization can achieve success through people HRM systems can be the source of organizational capabilities that enable firms to learn and capitalize on new opportunity organizations.
1.1.2 Problem definition
The serious obstacles and main criticism include failure to grasp the strategic requires of the business, insufficient estimation of the environmental and cultural factors that influence the content of the strategies, and the development feel conceived and irrelevant initiatives, possibly because they are the current fad or because there has been a poorly digested analysis of best practice that does not fit the organization's requirements. These problems are compounded when insufficient attention is paid to practical implementation problems, the important role of line managers in implementing strategies, and the need to have established supporting processes. The purpose of this study is to conduct a study on the quality of human resource management training.
1.1 Purpose of Study
TheÂ Purpose of this report is to learn more about the Strategic Human Resource Management and describes the basic concepts and processes that guide organization to achieve success through people.
1.1.3Â Research Objectives
The main objective of this research is to find out how HRMS is being applied in organizations. Specifically this research is also intended to accomplish the following objectives:
1. To determine the current state of HRMS technology.
2. To identify the major technology features of modern systems.
3. To find out the challenging issues facing HRMS application in organizations.
4. To determine the specific functions that are encompassed by HRMS.
5. To identify the major business benefits of HRMS to companies.
1.1.3 Scope of study
The study intends to investigate the level of effectiveness of the employee training programs in most companies . For this study, primary research and secondary research will be used. Primary research will be conducted using anonymous questionnaires that will be sent to selected employees of firms . The questionnaires will be used to collect quantitative data and the interviews will be used to provide qualitative insights into the data collected. The data will be analysed and compiled for the correlation of the hypothesis. The data will then be presented by means of graphical representations and illustration and the difference would be highlighted.
The study would like to test the following hypothesis:
"The level of effectiveness of employee training as part of human resource management of organizations managers significantly affects the general efficiency of the organisation."
2.0 literature review
At the turn of the century, human resources managers will have to face new challenges. The economy and markets are different from those of a decade ago. As paradigms have changed, the characteristics affecting human resources management must also be revised such as organisational structure and functions in order to keep up to pace with relevance, latest trends and strategies. In today's fast and technological modern world, the challenge that the Information Man faces is time's nature of putting things in order and in place in the best and most effective way. Life has changed since the invention of the computer which dictated man to deal with things in the most efficient way possible. In the world of big international business industries where transactions and other business operations are governed by law, cultural differences and mutual trust, efficiency counts largely as a common entrepreneurial aim.Â andÂ (1995) state that human resource management is a system that attracts, strengthens, encourages, and maintains employees who are responsible for the successful functioning and survival of the organisation and its members. The key functions and components of Human Resource Management are manpower planning, recruitment and selection, employee motivation, employee performance evaluation, industrial relations, employee services and employee training, development and education ( 2006).
2.1 Significance of the Study
HRM also facilitates the performance evaluation of staff in order for the organisation to take account of its manpower and assess its contributions to organisational goals. Specific reasons for conducting performance evaluation are: to strengthen overall organisational performance by improving the individual performance; to identify existing potential which can be utilised to either handle future higher position vacancies or other jobs for a better use of the abilities; and to provide a fair method of relating compensation to performance where there are no numerical criteria. HRM personnel are responsible for the following activities: adapting the evaluation system to the distinct organisational culture and environment; informing higher management of the principles and objectives governing the evaluation system; soliciting the participation and cooperation of appraisers and those to be appraised; assisting the management in setting the objective standards of evaluation which may include the identification of targets for achievement, introduction of self-assessment, and elimination of complexity and duplication; explaining the purposes and uses of the activity to the general staff; organising and establishing the necessary training of managers and supervisors who will conduct actual appraisals; and monitoring the entire undertaking to ensure that it flows accordingly .
Â 3.0 Â Research methodology and data collection
Research methods are the tools to be used in this qualitative research. It is the basic elements to do the research, and the better and clear understanding is helpful and necessary for the success of the research. In the following part, I will introduce some research methods which will be used in this qualitative research.
In-depth interview: are typically used in survey development. One-to-one interviews are conducted (with people meeting the criteria for completing a particular survey) when individuals complete the instrument. This method helps investigators understand how people perceive and interpret language and their own experiences as they refine the survey instruments.
Five persons (individual profiles as the following table) will be interviewed to talk about this project. The questions sheet was designed for the interview. The purpose of the interviews is to figure out the strategic about the staffing management in the companies, especially the challenges in the multinational is the major issues in the interview.
3.1 Research Procedure
In this research, the five persons who have the background with working in the different companies or who have the academic ideas about the human management will be involved in this research. This research have two parts, the first part will discuss about the important position for staffing management in one company The second part is about the challenges, and tries to find the solutions for those challenges.
3. 1.1 Data collection and analyzing
In this stage, the enough and useful data is necessary for qualitative research Collecting data is the key step to achieve the research goal after in-depth interview and case study.
Based on the four challenges about the human resource management in the companies, through the in-depth interview with five persons and the case studies, the result about this research is to find the way how to solve those challenges.
3.1.2 Interview plan
Traditionally, the detailed plan is the first step for a success interview. For me, the major thing should be described is about the interview tools. The in-depth interviews are typically used in the interview. One-to-one interviews are conducted as the individuals complete the instrument being tested. This method helps investigators understand how people perceive and interpret language and their own experiences as they refine the survey instruments. At the same time, based on the topic which is staffing management in the multinational companies, I will choice the telephone interview too.
Five persons will be interviewed to talk about this topic. The purpose of the interviews is to figure out the strategic about the staffing management in the companies. Three persons are chosen from the classmates who had or have the working experience in the companies, the fourth person is my friend who works in a multinational company in Malaysia , and I will meet him in the weekend to do the interview. The last person works in china, and I will take a telephone interview.
3.1.3 Sample of the Study
In order to have first hand information, the researcher has respondents of the study which are composed of employees and other individuals related to human resource management. The first option was to have as many respondents as the research will have, however because of unfavorable circumstances, the research have decided to consider 38 respondents who have responded in the questionnaire given.
On the other hand, the researcher did not think it feasible to get qualitative data through face-to-face interviews with these respondents. Hence, the questionnaire-survey has been used to collect data on the respondents' demographic profile first to check that the sample is appropriately stratified and representative and second to provide further information about the sample for analysis purposes.
Â 3.1.4 Interview questions
Do you think the human resource management is a critical issue for companies?
Do you think human resource management issues are different and complex in the different companies?
How to motives the expatriate employees?
How to make the justice between expatriate employees?
How to manage the diversity management?
What kinds training are necessary for the employee?
What are the challenges about human resource management in the companies?
At the turn of the century, human resources managers will have to face new challenges. The economy and markets are different from those of a decade ago. As paradigms have changed, the characteristics affecting human resources management must also be revised such as organizational structure and functions in order to keep up to pace with relevance, latest trends and strategies.
In today's fast and technological modern world, the challenge that the Information Man faces is time's nature of putting things in order and in place in the best and most effective way. Life has changed since the invention of the computer which dictated man to deal with things in the most efficient way possible. In the world of big international business industries where transactions and other business operations are governed by law, cultural differences and mutual trust, efficiency counts largely as a common entrepreneurial aim. Most of the successful business endeavors depend greatly on good interpersonal communication and relationship between the service or product providers and their clients. Persuading customers on trying the offered services and products is only a start on putting up a successful entrepreneurial activity. Gaining the trust of the clients and maintaining patrons is very important to ideal business transaction flows.
But all these will be put to waste if issues and problems brought about by cultural differences between employers and employees arise in an organization functioning to achieve a common goal. People usually do what they want to do unless they are otherwise motivated. They must be motivated by themselves or by an external stimulus. Motivation is, in effect, inducing others in a specific way towards goals specifically stated by the motivator. In an organization these goals, as the motivation system, must conform to the corporate policy of the organization. The motivational system must be tailored to fit the needs of the organization. Human nature can be very simple, yet at times defies description. An understanding of human nature is a necessity for effective employee motivation in the workplace.