This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.
This piece of academic work will discuss about human resource department, what's their role in the organization and some specific ways that influence the employee's behaviour. Any organization's success depends on their man powers and any big successful companies have their own human resource department and the HR team works very well. HR team should find the employee's skills and help them to explore the position which he or she is more comfortable and more attracted to, do the job effectively and efficiently. They recruits new high skilled people and train them in order to suits the position the organization has. Mainly, it will identify as well as discuss some of the specific ways it's influencing the employees' behaviour and attitudes in the workplace.
What is Human resource management?
First of all, we need to know what is human resource management means and what it's all about and how do they affect on organization's success.
Human resource management is the basis of all management activity, but it's not basis of all business activity. A business may depend fundamentally on having a unique product, like Dyson vacuum cleaner, or on obtaining the necessary funding like the London bid to stage the Olympic Games, or on identifying a previously unnoticed market niche, like Saga services. The basis of management is always the same: getting the people of the business to make things happen in a productive way, so that the business prospers and the people thrive.
Businesses are diverse. Restaurants, oil companies, corner shops, hospitals, and airlines are all businesses in the sense that they have overall corporate missions to deliver and these have to be achieved within financial constraints. They all need to have their human resources managed, no matter how much some of the resourceful humans may resent aspects of the management process which limit their individual freedom of action.
Human Resource Department
HR department is like an intermediary between the employee and employers, the real hub of the company which offer to the employees a terrific legal and emotional support for workplace issues. HR teams are interested in the practical details of the employee's contract of employment situation and their emotional wellbeing. They tend to be good listeners and keen to help those employed by the company to be the best they can be.
It's devoted to providing effecting policies, procedures, and people friendly guidelines and support within companies. Additionally, human resource function serves to make sure that the company mission, vision, values or guiding principles, the company metrics, and the factors that keep the company guided toward success are optimized.
"Any company trying to complete ...must figure out a way to engage the mind of nearly every employee."
According to J.Welch said, any bigger or smaller organizations must have their own human resource department and have to know that how to make the employees work more effective and efficient. Finding the ways to improve employee's job efficiency and finding the ways how to motivate them and the job done on time as well as it's finished successfully. HR department is also very important, because if the HR department is working very well organized, it means the company will also be very organized and of course it could be the best company.
New behaviour resulting from new or reinterpreted knowledge that has been derived from an external or internal experience. There are broadly four theoretical approaches or perspectives to understanding the nature of learning, and the training and development that organizations carry out reflects the explicit or implicit acceptance of one or more perspectives. There is no right or wrong theory each has strength and weaknesses.
The BEHAVIOURIST perspective is the earliest which, reflecting the label, concentrates on changes in observable behaviour. The relevance of this for organizations today may be seen for example in telesales training where employees are taught to follow a script and calls are listened to, to ensure that the script is followed. Reward or punishment follows depending on behaviour. Trainers are not interested in what's going on in the heads of the employees; they merely want them to follow the routine to be learned. This approach has also been used for a range of interpersonal skills training. One American company, for example plays video sequences to trainees portraying the correct way to carry out, say, a return to work interview. Trainees then practise copying what they have seen and are given cue cards to use when carrying out that particular interpersonal event. The problems only temporary changes in behaviour and increase cynicism.
COGNITIVE approaches are based on an information-processing perspective and are more concerned with what goes on in the learner's head. This is a more technical perspective and maps
External & Internal Influences
In organizations, it is important to determine both current and future organizational requirements for both core employees and the contingent workforce in terms of their skills/technical abilities, competencies, flexibility etc. The analysis requires consideration of the internal and external factors that can have an effect on the resourcing, development, motivation and retention of employees and other workers.
External factors are those largely out-with the control of the organization. These include issues such as economic climate and current and future labour market trends (e.g., skills, education level, government investment into industries etc.). On the other hand, internal influences are broadly controlled by the organization to predict, determine, and monitor for example the organizational culture, underpinned by management style, environmental climate, and the approach to ethical and corporate social responsibilities.
The Four Plans
Rapid and discontinues change HR planning still has a valuable contribution to make, but as human resource planning deals with people, planners need to plan for what is acceptable as well as what is feasible.
Employee utilisation plans
Any changes in utilisation that affect human resource demand will need to be planned. Otherwise some changes will cause in a sudden difference in the tasks that employees do and number needed; others will result in gradual movement overtime. Other plans may involve the distribution of hours worked, for example the use of annual hours contracts; or the use of functional flexibility where employees develop and use a wider range of skills. There are implications for communications plans as the employees involved will need to be consulted about the changes and be prepared and trained for what will happen.
Learning & development plans
There will be development implications from both the human resource supply and the utilisation plans. The timing of development can be a critical aspect. For example, training for specific new technology skills loses most of its impact if its done six months before the equipment arrives. If the organization wishes to increase recruitment by promoting the excellent development that it provides for employees, then clear programmes of what will be offered need to be finalised and resourced so that these can then be used to entice candidates into the organization. If the organization is stressing customer service or total quality, then appropriate development will need to be carried out to enable employees to achieve this.
Performance management & motivation plans
These plans may include the development or renewal of a performance management system; and ensuring that employees are assessed on objectives or criteria that are key to organizational success, and which may then be linked to reward. They may also include setting performance and quality standards; culture change programmes aimed at encouraging specified behavioural and performance; or empowerment or career support to improve motivation.
It is often said that what is rewarded gets done, and it is key that rewards reflect what the organization sees as important. For example, if quantity of output is most important for production workers, bonuses may relate to number of items produced. If quality is most important, then bonuses may reflect reject rate, or customer's complaint rate. If managers are only rewarded for meeting their individual objectives there may be problems if the organization is heavily dependent on teamwork.
To sum up,