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Human Resource Management is directed by the objectives and the policies of the business set up by the management. It depends upon the company in deciding the human resource planning either for short terms or long terms.
In PBC, as per the current situation the major issues related to the human resource are Human Resource Planning, competition, International operations, Technological innovation, Employee turnover and Trade Union.
Human Resource Planning is aimed to aid the organization to reach its objectives, to employ the skill and abilities of the work force efficiently, to provide the organization well-motivated employees and with well-trained workers, to enhance to the full job satisfaction of the employee and his self- actualization, to extend and preserve a superiority of work life, to converse HR policies to all employees and be ethically and publicly receptive to the needs of society (NCC, 2007).
The policy of PBC in this global crisis needs to reconstruct its HRP program. Due to such situation it needs to identify the number of employees it requires currently in the organization. Individuals leaving the jobs need to be fulfilled with skill and motivated employees. Due to excessive stressful environment people are going for other jobs. Environmental scan is required for identifying the causes and developing the strategies for human resource maintenance. HRP is important as it gives the over all design and structure for human resource. A proper employee oriented planning should be the strategy in the present position. Employee is the key resource for any business especially for the service sector. PBC needs to focus more upon the personnel for better performance with motivation inputs. Some analysis need to be done regarding the employee for finding the causes and develop program to improve such. It is the human power that will allow the organization to grow, if there needs are not met up, the performance is sure and certain to diminish, both for employees as well as for the company (NCC, 2007).
The competition in the business environment forces to make changes in the strategic goals of the organizations. The efficiency of the organization is possible when the HRM practices the management policies with integration of the strategic objectives of the organization. The HRM practice towards the training, staffing, compensation, work culture and work place governance impacts toward the achievement of the organizational goals.
The strategy of the organization implementation of such issues should motivate the employees in achievement of the goals and contributing in bringing the business to the organization. In the case of PBC the strategy does not focus the issue of staffing, compensation and work culture. The timings have been extended as well; employees have to leave the job, making the working environment not suitable for them. For international operation the organization should be competent enough with different HRM policies for achieving the objectives of the organization.
PCB operates in many countries and its business is present globally and so the organization faces the problems of international operations. This international operation gives rise to issues of international HR problems. Organization needs trained employee who are able to understand the customers and suppliers in foreign countries and the laws and customs that apply to employees in other countries. The organization need to develop such managers that can handle cultural differences and be supportive in times of crises. The economic system has a great effect in the international operation. The incentive or disincentive system for the developing value of the labour force is determined. While operating international it is important to see the needs of the employees to boost them for enhance output.
In the operation of the international business it is the human resource planning that involves decision about the labour force requirement, and the effect upon the performance. The involvement of employees at the right ratio will increase the efficiency of the organization and the wrong measures will bring down the efficiency with increase in work load to the employees.
The international operations of the business had a great impact on the HR policies. The drafting of these policies need to be in the internationally accepted standards. This will satisfy all the employee and the incentive structure all need to be developed as per the standard with proper working hour facilities with exact number of employees.
Technological innovation in HRM makes the operation of the HR planning and implementation quicker and decision making process becomes much easier. The technological involvement in the process of HRM, provided tools and techniques in for various aspects that is required for the organizational advancement. The HRM stratification such as HR strategic, HR tactical policies and HR operations need the support of the technological model for the enhanced implementation of these strategies.
Technological advancement used in the organization makes the process easier and implementation of the strategy in the way wanted by the HRM department. In current situation with out technical involvement it is not possible for the organization to work smoothly and operate in the decision making process. It is the technical aspect that gives the organization helping hand in the organizational development and smooth implementation of the HR policies.
The employee turnover in PBC is decided because of the global financial crisis without discussion with the management made the employees against the organization management. Employees are forced to give more time to the organization with a stressful environment leading to increased absenteeism and illness among the employees, with no proper compensation structure leading the employees to join other organizations. Employee turnover can be regarded as the cost to the organization in terms of recruitment cost, training and development cost, low productivity cost and low sales cost. In PBC, the main reasons for the employee turnover include improper timing for work, more pressure and lack of proper compensation system (Syzzler, 2006).
It adds cost to the business, in this crisis this cost may affect the financial status as cost to training is not possible for new recruits. It is better to provide a proper amount of incentive to the existing employees to increase the performance and morale.
Trade unions are established for the collective bargaining purpose, fighting for their rights and to solve industrial disputes arising between the employer-employee, employee-employee and employer-employer. In PBC, the present situation made the employee take help of the trade union for their job retention and working hours (Socialist Party of Great Britain, 1980).
The union has not agreed to the management policy and as a result strike may take place with loss of work with additional cost. The management should have a talk with the employees for flexibility in the organization for smooth running with individual needs and organizations needs being integrated together for achievement of success (Socialist Party of Great Britain, 1980).
In any kind of organization the communication gets hampered due to the basic mistake that is present in the structure. Same is the case with the PBC. The common error is the filtering of the information that exists. The information either upward or downward certain part of the information gets lost in the process of communication by not passing the full information to the receiver. This way filtering takes place and the communication gets lost and so the employees get the incomplete information.
The perceptual value that individual have tends to affect the communication process. In the communication process it is the receive that perceives the communication in the way as perceived. In such situation the feedback need to be stronger to see the perceived information is in the right direction.
The force or the load of the information tends to dilute the information which is the cause for the barrier to the information system. Over burden with information tends to make the process complicated and loss the valuable information. This might be the case in PBC, for the over burden of information load and work to be done.
The emotions play a vital role in the communication process. In PBC, the employees were not satisfied with the timings and work load creating an emotional barrier in between the communication process. The efficiency of the communication process gets lowered due to the emotional attachment to the information. As per the situation the communication process should be carried out for enhanced results.
Different people coming from different regions in the same organization, having the influence of the native land language in the communication creates a barrier in the whole process. The receiver tends to perceive in a different manner. The sender intends to convey the information as per instructions but due to the influence of the native land language the meaning of the communication gets changed and the whole process gets affected.
The communication anxiety tends to create problem in the communication process. The people who are suffering from such anxiety make the communication process ineffective. They want to convey the information in the manner wanted but due to tension and anxiety the message given is completely different or not understandable. This might be the reason that might be present in PBC making the whole process ineffective.
The in proper communication among the colleagues in the organization especially between male and female tends to block the communication process and the whole process of communication gets hampered. This sharing of such relationship in the organization makes the working and the communication process more rigid and the process of sharing of information gets limited.
The silence to communication makes the information giver perceive in different way. Silence conveys two messages, either one has understood the complete message or not fully understood the information and there are doubts in the information. Silence creates a barrier in understanding the respondent of the information making the system of communication hamper.
The involvement of the trade unions or any political influence tends to create the information as per there way. The influence moulds the information as per the political influence. The influence creates a barrier to the whole process. People are affected through the influence and act as per such.
The cross cultural effect has a great contribution to the communication process. The perceived values and attitudes that individual holds, makes them to perceive the information as per their understanding and not as per the organizational culture creating hindrance. This makes the process difficult to carry forward the operations.
There are certain impact of staff turnover upon the organization and its environment. The staff turnover makes the organization inefficient to compete to the intensified competition. PCB's staff turnover made the organization tuff to compete to the situational changes in the world economy. The financial crises made the economy more competitive and the staff turnover made the organization more competitive for its survival.
PCB operates in many countries, staff turnover makes the organization more constrained to operate in the operations of the business which is spread in different parts of the world. The operations of the business needs personnel but lack of such increases the pressure on the other personnel making the process and the performance more complicated.
Implementation of the new political technology increases the performance of the organization with faster processing of work. With the more staff turn over increasing the pressure upon the employees making the performance to decrease, causes to loss the business of the organization. With the introduction of the new technology, the work can be completed with the number of employees that is present in the organization.
The organization is always found to be involved with trade unions. The organization accepts certain issues of the unions and certain are rejected. It is the organization that complies with the law, and follows as per the instruction of the law making. But certain issues do not benefit the organization and organization can not accept such issues. Mostly it the trade union related issue that forces the organization to change its policy towards the employee and other related issues. The PBC operates in many countries and the financial crises hit the global economy and have affected PBC. The government policy towards the overall industry need to be analyzed and the benefit from the law needs to be extracted for the organizational enhancement in such situations. The law making body with their new policies and regulations and packages make the organization to act as per there procedures. IT is organization how they will react to the law of the country.
Trade unions play an important role in the industrialization. Trade unions are advantageous as well as harmful in certain aspects. The organization and employees decides to go with the trade union or not to follow the trade unions. The acceptance of the trade union by the organization is as per the trade union policy towards the organization. There are certain organizations against the practice of trade union and do not involve the employees in such practice. There are certain organizations that are benefited from the practice and follow or take the support of the trade unions. PBC is to decide to go for or against the trade union that is prevailing in the current situation.
The ethical value that the organization holds is very important for the societal aspect. The issue of staff turn over in PBC, follows many reasons. The ethical part need to be evaluated for the enhanced operation of the organization. The HRM policy sometime needs to decide in favor of the organization or the rights of the individual. The decision made some time fails due to such situation. The ethical dilemma creates confusion, making the decision process slow as well as failure of the decision. PBC has increased the working hours of the employees with limited number of employees creating pressure of the work with is not ethical. So, the ethical issue needs to be judged as per the standards of the organization ethical values.
Three key staff retention strategies can be as follows:
Focusing on the individuals
The management should be focused upon the individuals for finding out the causes of turnover. Regular meeting with them for discussion should be made for running smoothly the operations in the organization. It should be done with a follow up plan to motivate the employees in giving solutions to different problems that cope up in the organizations. There strength needs identification for the enhanced performance of the employees. It is possible through individual focus. It will facilitate the good quality, perform better and get motivated to work there rather leaving the organization. This makes them feel special and motivated.
Learning what people want - for themselves and for the firm
It is better to know the employees properly for long term relationship building. This will take time and it can not be developed within a short era of time. It is an ongoing process as human wants are unlimited and changes as per the situation. As time moves, one needs to find out the wants of the employees for their development as well as requirements for the growth of the organization. It will build a bridge and the relationship will continue for a longer time for better accessing the wants for individual as well for the organization. Employees feel they are being heard and taken good care. So they tend to retain to the same organization.
Building a Culture of Retention
"In good markets and bad, there are always opportunities for top performers" says Frank Brown, global leader for Assurance and Business Advisory Services for Price Water House Coopers (PwC). He observes, "The real trick is creating a culture that sustains all employees". Many employees ask questions like, are there opinion counted, are the work worth, and are new ideas welcomed and many more. There should be a desire to create such an environment for retention of employees. By this, they know their contribution towards the organization and they know that they are being listened in the organization and stick to the same company.
Hersey and Blanchard's (1988) model of leadership
The model of the situational leadership model focuses on the robust of leadership style and blossom maturity. The Hersey-Blanchard situational leadership model suggests that successful leaders do adjust their style according to the situation. The situational leadership model views leaders as varying their stress on task and relationship behaviors to best deal with different levels of admirer maturity (Watkins, n. d).
The model shows four styles of leadership based upon "the focus on the task and the relational behavior towards the employee. The Delegating Style, allows the group to take responsibility for task decisions; this is a low-task, low relationship style" (Watkins, n. d).
The Participating Style emphasizing common ideas and participative decisions on task directions; this is a low-task, high-relationship style.
Selling Style task guidelines in a sympathetic and swaying way; this is a high-task, high-relationship style.
Telling Style giving specific task commands and closely supervising work; this is a high-task, low-relationship style.
Managers who use the situational leadership model have to be able to apply the option leadership styles as needed. To do this, they have to understand the maturity of followers in terms of willingness for task presentation and then use the style that best fits. In terms of the suitable style-situation, the situational leadership model suggests the following (Watkins, n. d).
When follower development is high, the situational leadership model makes for a delegating style this might be described as contribution smallest leadership intervention. The style is one of rotating over decisions to group who have high task readiness based on abilities, readiness and self-assurance about chore accomplishment. When follower development is low, by contrast, the model makes for the telling style its emphasis on task going to behaviors. The telling style mechanism best in this the state of affairs of minimum readiness, by giving commands and bringing arrangement to a situation where supporters lack ability and are reluctant or anxious about their farm duties (Watkins, n. d).
The participating style is optional for low-to-moderate willingness situation. Here, followers are competent but also reluctant or unconfident about the tasks. As you might be expecting, this contribution style with its stress on relationships is supposed to help faction share ideas and thus draw onward sympathetic and task confidence. The selling style is recommended for restrained to high-readiness situations. Here, followers lack aptitude but are agreeable or in no doubt about the task. In this case, the selling style and its importance on task leadership are designed to make easy performance through convincing explanation (Watkins, n. d).
Hersey and Blanchard believe that leaders should be elastic and correct their styles as faction and situations change over time. The model also implies that if the acceptable styles are used in minimum-readiness situations, followers will grown-up and develop in their abilities and assurance. This enthusiasm to recognize follower expansion and act in response with litheness allow the person in charge to turn out to be less instruction as clique mature (Watkins, n. d).
The Hersey-Blanchard situational leadership model is spontaneously alluring and has been extensively used in organization expansion programs. Even though experiential research support has been imperfect, the close seems to be that the basic thoughts of the model have merit. Leaders strength do well to believe changing styles to accomplish the best fits with splinter group and situations, even as they transform with moment. Also, the model reminds leaders that the proficiency levels and task buoyancy of supporters should be given long-lasting consideration through training and development labors (Watkins, n. d).
The PBC CEO is following the Selling style. Moving towards the task direction as well as trying to maintain the high relationship style. According to the situation the job task have been high even the employees are going against the management, in such the CEO is trying to maintain both as per the situation demand.
In such situation the LMX leadership model can be focused for enhancement of the performance. For the follower in a high LMX relationship, being part of the leader's inner circle or in-group can have constructive implications in terms of receiving plunder, access to in sequence, and other unusual treatments. Being in the out-group can have unconstructive penalty on the same terms. For the leader, it is pleasant to be intelligent to call on and depend upon the trustworthy sustain of those in the in-group. But the person in charge may also be lost out on lost opportunities of functioning more extremely with out-group members. A high LMX relationship is usually based on alleged encouraging qualities, compatibility, and proficiency; the CEO should follow the high LMX model (Krishnan, 2005).
Learning and expansion are key aspects of PBC's consultancy. Learning is a nonstop process that occurs every day from formal to informal wisdom. This education results in the progress of new skills and facts. Personality learns, in dissimilar customs by any revenue, may be new activity. This tends to widen preferences for exacting styles of leadership. The good organization and efficiency of the learning process depends on the outlook and performance that an individual brings to a particular knowledge opportunity. These thoughts and actions form an individual learning style (Honey & Mumford, 1999).
Honey and Mumford has focused the four leadership styles; reflector, activist, theorist and pragmatist. Reflectors prefer to view equipment from different point of view with an opening to plan to the front, be present at to detail and look for the significance of possessions. Activists enjoy novel and demanding activities, and advantage most from scholarship through practice and operational with others. Theorists benefit most from learning through models, theories or analyzing and concepts thoughts rationally within prearranged environments. Pragmatists learn most easily through instant practical request of activities, with an understandable link between subject matter and real life submission (Honey & Mumford, 1999).
The four learning styles are linked with the few linked steps.
(Honey & Mumford, 1999).
Realizing that general public can be more charming learners if they are watchful of the knowledge styles preferences. It was intended to help the people be pleased about how they strength become skilled at the most brilliant and how they can construct up and supplement their education skills (Honey & Mumford, 1999).
In PBC first step is the recognition of the culture style. Individuals needs to find out there own learning style and status them as per desirable. Subsequently interpreting the results needs to be analyzed. After this match the wisdom behavior to styles. This provides the benefit and disadvantages areas of personality potential and gives an occasion develop them self (Honey & Mumford, 1999).
Activists are likely to learn from the opportunities to work with other people, or as fraction of the team. They learn from the supple state of affairs without the restraint of rules and strategy. They learn from the chance from tackling the troubles, new challenges and experiences.
They may learn less from professionally from having to work a inert role, operational alone, recurring, dull task, situations where there are rigid rules or orders (Honey & Mumford, 1999).
Pragmatists are likely to learn from accepting the real world submission the occasion to try things out, having a clear controlled plan with a definable purpose. They learn less resourcefully from task where the sensible submission is not understandable, having to work in a group, task where conversation and communication are necessary (Honey & Mumford, 1999).
The theorists are likely to learn from the in sequence that is obtainable in a hypothetical structure, opportunities to analyze in sequence and develop a plan, being able to see the sights the relations and association between things. They learn less from task where objectives are not clearly affirmed, having to act together or discuss wit other and realistic aspects (Honey & Mumford, 1999).
The reflector learn from opportunities to think about what has been erudite, listening to and observing others, philosophy ideas from beginning to end prior to performing on them, working at their own place which allows them to be all the way through and watchful. Reflectors learn less professionally from actions that lack setting up, having to work under the stress of occasion and being compulsory to get shortcuts (Honey & Mumford, 1999).
Other areas that can be affected by learning styles
The communication procedure with others can get exaggerated. By knowing the learning styles of the other members persons will try to present in sequence in a more useful and well-organized manner. This will build up the overall procedure and make it more successful in output.
It helps in working as a team. Acquaintance of person style helps in increasing the efficiency and level of payment as a team members, it helps in supplementary a group to work more prolifically. It helps in sympathetic how people like to make a payment, their probable manipulate on other team members and how the overall success of the team can be enhanced.
The UK chose to define 'collective redundancy' "as a proposal for 20 or more redundancies at one establishment during a 90 day period, irrespective of how many people are normally employed in that establishment." "This was one of two options set out in the EU Directive. The other EU option defines collective redundancy as, where the following numbers of redundancies are planned over a age of 30 days: at least 10 in establishments normally employing more than 20 and fewer than 100 workers, at least 10% of the amount of personnel in establishments normally employing at least 100 but less than 300 workers, at least 30 in establishments normally employing 300 workers or more." (BIS, n. d).
The meaning of the necessities in the UK and European Directive were meant at large and a great deal unionized workforces, of which there are a small number of in Jersey. The discussion had measured recommending a non-legalistic move toward to collective discussion as it was heedful of the prudence spoken by many respondents (not only employers) that cooperative consultation trial set out in law would add preventable density given the competence of unreasonable dismissal as a disincentive to breach any individual consultation supplies. "The obligation to ask together does not remove an employer's obligations to make redundancies quite, so a removal from office on the basis of being without a job may still be establish to have been unmerited by the service court if person discussion has not also taken place. Some of the conference respondents felt strongly that a constitutional duty to discuss with as a group would be unwarranted for Jersey and that the example of the Isle of Man should be followed, providing for constitutional redundancy expenditure with regulation (rather than legislation) involving to collective consultation." "The Forum is aware that the Social Security Minister conventional the tough provisions relating to collective discussion only on the basis that a high doorsill was in place to activate these additional necessities." (BIS, n. d).
Four key areas of collective consultation using the UK as the country of origin
Employment Policy & Legislation Employment Guidance
"It gives general in order about the statutory being without a job session and announcement rations contained in Part IV of the Trade Union and Labour Relations (Consolidation) Act 1992 (TULR(C) A 1992). It also explains how these obligations fit with new duty under the Information and Consultation of workers Regulations 2004. It is only planned to serve as a direct, and should not be regarded as a absolute or dependable announcement of the law. Trustworthy interpretations of the commandment can only be given by the judges." (BIS, n. d).
Employees' information and consultation rights on collective redundancies and transfers of undertakings
"Employers have long been appreciative by law to report to and consult worker legislature over premeditated united redundancies and transfer of deeds. The detailed necessities have now been revised to make them clearer and easier to appreciate and fulfill with. The new necessities came into effect on 28 July 1999. They be relevant where the communal being without a job dismissals take effect or the transport of responsibility in query is completed on or after 1 November 1999." "if employees who may be exaggerated are represented by an self-governing trade union documented for collective bargaining purposes, that union now has an routine right to be conversant and consulted over collective redundancies and transfers of activities; it may no longer be bypassed by the employer in good turn of other worker legislative body" (BIS, n. d).
Rights of employees and their representatives
Employees and their legislative body have certain rights and protections to facilitate them to chip in fully, effectively and devoid of fear of persecution in the process of session Protection beside unfair discharge and other unfavorable dealing; "it is robotically unfair for the manager to dismiss any recruits wholly or mainly since of their contribution as a aspirant, their status or activities as a delegate (BIS, n. d).
Redress in cases where employers have failed to meet their information and consultation obligations
An employee may make a grievance to an repair tribunal that, an employer has unsuccessful to meet the supplies under TULR(C) A to notify and discuss with (see section of this document on complaints to employment tribunals for further details). "Complaints about a breakdown relating to the vote of employee legislative body may be completed by any of the exaggerated employees or by any of the employees who have been dismissed as superfluous. A grumble about any other disappointment linking to employee legislative body may be made by any of the legislature to whom the breakdown related. A complaint about a failure relating to trade amalgamation representatives might be made by the trade union. In any other case, a objection may be made by any of the affected workers or by any of the employees who have been dismissed as unneeded" (BIS, n. d).
"A protest will not normally be careful unless it is made within three months of the date on which the most recent of the dismissals takes effect (although in exceptional cases where the tribunal considers that it was not reasonably practical for a complaint to be made in time it can allow a longer period)" (BIS, n. d).
"Where the committee finds a complaint warranted it will make a pronouncement to that effect. In apposite cases, whether or not the human resources are still in employment, the trial may take steps to maintain the employees' compensation by making a protecting award'. It can do this at the same time as it makes the announcement or later, after a further submission to the tribunal" (BIS, n. d).
PBC should follow new management styles for making the wisdom process more efficient so progress can take place in the human resources. As a result the working state will be much better with a greater than before efficiency to compete in this fiscal crisis state of affairs. Learning and development might be a unhurried process but it will be valuable for a long term goal feat and employees turn over will be concentrated making the work force more successful in achievement of both character as well as secretarial goals.