human resource menagement

8/8/2019 Human Resource Menagement

1/13

Page 1 of13

Surname : Bascoban

Name : Zohre

Student ID : 0459NINI0409

Lecturer :Rajendra Kumar

Semester : MBA Semester1 Group 1A

London School of Commerce


2/13

Page 2

13

Contents

1. Introduction............................................................. ...................................... ...............22. Human Resources Management..................................... ............................................2

2.1. Human Resource and Competitive Advantage....................................... ......42.2. The Relation betweenHuman Resource and Technology............................5

3. Strategic Human Resource Management................................. .................................63.1. Business Competitive Strategies.73.2. Business Strategy and Human Resource Management................................8

4. Business Performance and Human Resource Management....................................95. Conclusion................................................................................................... ................116. References...................................................................................................................12


3/13

Page 3

13

1. IntroductionHuman resource management is controlling employees inan organizationt rougha strategic

and coherentapproach. Ithas become presentandpowerful communicates to the supervision

ofjob inmarket economies. Purpose ofthe Human resources management is:

y Conductingjob analyses,y Teachingto new workers,y Assessment ofperformance,y Controlling earnings,y Conversation between employees and employs,y Teachingto current employees.

These things must be in the form of worker guidebook. In addition, amanager has some

responsibilities andthey should know about; equivalent chance, principles and choice action,

member of staffhealthandprotection.

Inthe next section I discuss relatedhuman resources management. In Section 3 I explained

the meaning of strategic human resource management. In Section 4 I present business

performance andhuman resource managementand Section 5 concludes.

2. Human Resources ManagementValue added can be influenced by the effectiveness ofan organization`s human resource

managementpolicy. For instance, the efficientuse of employees helps to reduce costs whilst

appropriate working conditions can increase productivity. The aim of human resource

management is to assist a company. Also employees canable to help to establish strategic

purposes, (McLean, 2006). Aproblem inany ofthe followingareas therefore could indicate a

personnel problem whichmust be addressed:

-The rate of labourturnover

-The level ofabsenteeism

-The level ofproductivity

-The quality of work or service


4/13

Page 4

13

-The level of wastage

-The safety record, (Stephen, 1995).

Inadditionhuman resource is essential forall managers because human resource

management canhelpto choose the best worker forthe employment, performingatpeak

capacity, to have employees notdoingtheir best.

Example 1: Inthe world one ofthe biggest retail industries is Marks and Spencer. Inthe

pastand future achievementhuman resources are significant factor fortheir company. In

Marks and Spencerhuman resource is essentialparticularly fortraining. They are getting

benefits fromtraining, for example; opportunity to develop skills and knowledge, increases

general proficiency and confidence, may improvejob satisfaction because they are more

competentto do theirjob, feel valued by the organization.

http://corporate.marksandspencer.com/mscareers/opportunities/store_roles/section_managers

Example 2: If employees satisfied with theirjob and ifthey are getting benefits from their

job means thathuman resource is working efficiently. Forhuman resource of Sainsbury is not

just concerned withjob and teachingjob to their staff. Inaddition, they are also involving

some ofactivities; every employee is equal and they have got equal chance and controlling

earning. For the HRM training and improvement is key factor.

http://www.123helpme.com/preview.asp?id=47477.

Example 3:AtToyotathe aim ofHuman Resources is thathealthand safety are importantat

work. The purpose ofthis act is to protect employees ormem bers ofthe public fromhealth

and safety hazards at work. The actmakes everyone concerned with workactivities. the think

ofToyota is if we look well our employees, our employees will look our customers. As a

resultHR is important forthe company. It is notjustabouttraining, performance. It canable

to include everything.

(http://www.graduates.toyotajobs.com/sf_hr.aspx).

2.1. Human Resource and Competitive AdvantagesWith the purpose of race effectively; a company must have more than one competitive

advantage. It is not enoughjustto have anadvantage over your competitors. Youhave to be

able to beat today's cruel market forces and instability to increase your market share.

Understanding your competitive advantage is crucial to your continued existence. Youmust


5/13

Page 5

13

do best rather than your competitors for purchaser to buying your product or service.

Achievementa sustainable competitive advantage is notas simple asjust beingdifferent.

Example 4:HR strategy is significantatAsda fora competitive advantage thatthe business

provides this fortheir consumers therefore the HR is vertical forthe Asda. The result ofthis

case is the business developing frequently. The people strategy is based on employment,

teachingjob, motivating and remaining high quality workers. As a result, amongst other

things, 2,500 colleagues and all new managers have been trained at the AsdaAcademy.

http://www.personneltoday.com/articles/2001/11/08/10097/asda-wins-award-for-best-hr-

strategy-in-line-with-business.html

Example 5, 6, 7:FordandToyotahave access to the same technologies. Technology is not

enough to gain competitive advantage. With helping staffand the organization system that

make itthe difference. Therefore as atthe Shanghai PortmanHotel, businesses today rely on

their human resource management rules andpractices to create the highly committed and

service-oriented employees thatthey need, (Gary, 2009).

Example 8: Nowadays Company is much more competitive than it is been in the past.

Therefore employers like Ritz-Carleton they are increasingly working on their staffs

motivationandperformance to provide withthema competitive edge. The metamorphosis of

employees interested in human resource management reflects the fact that at the present

many businesses are keepingtrainedand loyal employees. In orderto, every company needpeople notjustmachines to gain competitive advantage, (Gary, 2009).

2.2. The Relation betweenHuman Resource and TechnologyCurrently, with changing technology companies do the nature of almost everything.

Technology functionplay necessary role inhuman resource management. We canuse Human

resource and technology together to design again our process. (Linda, 2006). Four main

function of HR which are Self-service, call centres, productivity improvement and

outsourcing going to improve by helping technology, (Gary, 2009). The ability offered by

informationtechnology to gather, record, organize andactupon information quickly is vital

in organization. To gain maximum benefit however, information technology needs to be

properly managed and controlled. The best way to manage and controlled is that human

resource department.


6/13

Page6 of13

Example 9:The Spanish retailer Zara does not require the costly inventories that burden

competitors like The Gap. Zara operators its own Internet-based global sharing network,

linkedto the check-out registers at its stores aroundthe earth, (Gary, 2009).

Example 10: Dellworkers use the firm`s internet-basedHRapplications to self-service many

oftheir ownHRtransactions, for example to informing individual informationand changing

benefits allocations. Withdevelopingtechnology Dell also generate a centralized call centre.

Professionals ofHR at Dell Company they said: employees of Dell dropping the need for

variety ofHumanResource, (Gary, 2009).

Example 11: Many businesses are developing their internet information therefore they can

able to gain more productivity which is human resource purpose. As can be seen from

worldwide Paper corporation had fitted effectively information system of human resource

many years ago. Therefore the aim of company was improved by using very well technology,

(Gary, 2009).

3. Strategic Human Resource ManagementStrategic human resource management is a branch ofHuman resourcemanagement. It is a

fairly new field. Strategic human resource management is creatingand implementingHRs

plans, HRs rules andHRs exercise that create the worker capabilities andperformances the

business requirements to attaintheir strategic goals, (Garry, 2009).The best way to managehuman resources is that strategic HRM is the process oftransformingtraditional HRpractices

into a limited set of correct HRprocedures andpolicies. The aims of human resource

management and the goals of strategic HRM are appropriated in an organization. Both

methods are forthe future of organization. The aim of company is the aim of Strategic HRM.

Strategic HRM is concerned with longer-term people problems and macro-problems for

instance; business, quality, society and values.

Example 12:Albertson`s top organization relied onthe firm`s human resource managers to

be partners in helping the firm achieve its strategic aims. Amongst other things, dropping

employees expenses so performance ofAlbertsonCompany. To reachthis purpose, they are

giving employmentto who canable to satisfy customers. Inaddition, managers should know

abouthow they candevelopmethodandmeasures. To achievingAlbertson`s strategic goals

the team ofHR should worktogether, (Gary, 2009).


7/13

Page7 of13

Example 13: HRM has been a significant position in the direction and planning of

businesses. At the presentHRM programme under way National Health Service in the UK.

The importantpart ofthis plan will be the combination ofHRM withthe strategic aims ofthe

NHS. In the NHS amain factor in stimulating these closer relations is the recognition that

variability of treatment taxes between different hospitals may be as much to do with the

organization of the clinical staffas with theiraccess to medical technology. Therefore the

health service provides very good instance of the strategic situations of HRM, and the

relation of its inputs, (Ianand Len, 2001).

3.1. Business Competitive StrategiesThe business` long-term competitive situation in the marketplace a competitive strategy

recognizes how to buildand strengthen. All organizationhas different interms of its focus,

size, and organization as is every market and the level of competition within it. Allbusinesses, however, face competition to a larger or smaller degree and thus must devise

suita ble strategies to deal with it if they are to survive and prosper, (Stephen, 1995). If

companies can increase the level ofproduction, enhancedmarketing, the introduction ofnew

technology, developing human resources, tightening financial control, they can able to

compete their competitors. It is clearly show that every business needs a competitive strategy.

Example 14, 15, 16: Competitive strategy recognizes, for example, how Pizza Hut will

compete with Papa John`s orhow Wal-Mart will compete withTarget. Inaddition, to attain

competitive advantage managers use some competitive strategies. One, cost leadership,

means the enterprise goals to become the low-cost leader in an industry. Wall-Mart is a

typical industry cost leader. Itmaintains its competitive advantage inpartthrough its satellite-

baseddistribution system, (Gary, 2009).

Example 17: Tesco is as retail industry which is very competitive industry therefore all

companies need to implement their competitive strategy excellently. Their slogan which is

every little helpshas beenhelpto decrease prices and raise customer base. Furthermore, it

is a competitive strategy to obtain competitive advantage. They are always debate about rules

of HR and implementation of HR. The company proffer to teach employment to their

employee and improve the level of staff. Nowadays the function ofHRatTesco has been

increased. http://www.businessteacher.org.uk/free-business-essays/tesco-hrm-essay/

Example 18:With competition fromWall-Mart and other chains, Wegman`s chose to pay

overaverage wages andprovide fortheir employees free healthtreatment. As a result, ifthey


8/13

Page8 of13

take care of their employees, the employees will take care of their customers. Wagman`s

organizationdecided that its competitive strategy was to compete with othergrocery chains

based onproductivity and quality of service. Its compensation strategy effectively supports

that competitive strategy, (Gary, 2009).

3.2. Business Strategy and Human Resource ManagementIncreased combination betweenhuman resource managementand business strategy is one of

the most significant requirements that are placed upon present strategic human resource

management. Onthe otherhandthe managementandthe academic literature, it is generally

approvedthatthe strategic deploymentandmanagement of employees can contribute to the

success, developmentand continuity ofthe companies. Inadditionto thatall companies can

gain competitive advantage by usinghuman resources efficiently and effectively. Therefore it

is essential for companies to create human resource managementpractices thatmeet their

business strategies ifthey wantto create highprofits. What is more, there are many results of

the human resources for instance, it is crucial for the management. As a result the human

resources management and the management of the organization should corporate and

communicate every stage of whole companies and strategic plans.

Nevertheless, althoughaccountappears to be encouraging, to implementthe strategic human

resource management is complex. Studies carried out appear to be very limited in term of

empirical researches andprovide inconclusive result. In other case, the literature providesrathernormative models of strategic human resource management, models whichare still in

need of being the subject of close observation. Also, in general, most literature is mostly

concerned with what strategic human resource management is andmuch less with howto

use it inpracticalsituation.

Example 19: Above the last few years, HR management of Shell has been changed.

Importance HR for Shell Company is that the department ofHR essential for the employee

performance and establishes ifthere is aneedto developthe performance. Furthermore, HR

department should be aware of lack of the reverse. If there is somethingnot enough for the

company they need to arrangement a conference with managers or employs to complete

them. What is more, the rules ofHRandthe procedures ofHRhas been raise effectively.

http://www.shell.com/home/content/careers/current_campaigns/hrcareers/hr_in_shell/hrcaree

r_hroverview_03072007.html


9/13

Page9 of13

Example 20: Functions ofhuman resource management can be reorganized by employers in

more innovative ways. For instance, Randy MacDonald, IBM`s senior vice president of

human resources says the typical human resource management organization chart unduly

isolates the HR functions into silos suchas employment, trainingand employee relatives.

Using this silo approachmeans there is no one team ofhuman resource specialists focusing

onparticulargroups of employees, or on individual employees` requirements, (Gary, 2009).

Example 21: Forthe human resource department responsibilities ofmanagers or supervisors

is vital to the company suchas Sarbanes-Oxley Act. They are interested in those managers

are doinggood communication with staff, to be equal, seriously measure skill and knowledge

of staff. As can be seen, the aims of company to raise performance of staff because if your

staffdone theirjob successfully, you wouldgetprofitand successful, (Gary, 2009).

Example 22: Safety is particularly in large, difficult utility like Con Ed, many of whose

facilities go back 60 years ormore than 60 years. Backthen, people didnotunderstandusing

product`s risks like asbestos, therefore nowadays employees ofCon Eddiscover themselves

working with dangerous materials on a daily basis. The Grand Central explosion forced

organizationto review strategy ofCon Ed.

Injectinga safety firstmentality into all the firm`s operations involvedmany HRactivities.

Suchas, for their ecological healthand safety employees Con Ed recruitedand trainednew

people. As can be seen from experience of Con Ed how top management can use its

particularhuman resources strategies andpractices to support its strategy, (Gary, 2009).

4. Business Performance andHuman Resource Management

The last ten years it has been analyzing that does human resource management affect on

professional performance? Human resource is consideringabouttraining, workperformance,

recruitment therefore the answer is human resource management influence the business

performance. (Wood & Wall, 2002). Because inan organization to manage employee or to

improve theirperformance are depend onhow company is providing trainingprogramand

how is employs communication with employees? Inthis case company needHRdepartment.

Strategic management is concerned with explaining significant variations in business

performance, (Peter &john, 2003).

Business Performance Managementassistthe businesses in recognizingand identifyingareas

oftheir company thatare indicating goodperformance andthose that require to development

and improvement theirperformance levels. Basically, productivity, reductions of costs,

process analysis, improves theirmarket share that will provide opportunity to improve their


10/13

Page10 of13

business performance. Furthermore, Business Performance Management also involves

collectingdata from variety resource; examine the informationandapplyingthe outcome into

practice for reaching the mostpreferred outcome. Business Performance Managementhelps

fordevelopmentall these purposes, recognize of organizationand solvingproblems. Business

Performance Management is also effective in riskanalysis andpredication results orplanning

for overcomingthe potential issues.

Experts in this field believe that unhappiness is one of the chief causes for poor

performances in most of the cases in the employment. As a result of this is that salary

concern, lack of motivation and training, poor communications between management and

employees. Whereas developmentthe performance ofthe employees, and further on keeping

talents, business needs to do its bestto keepthemhappy. This not only means regular wage

raise andpromotion butalso business needto improve relationship withthem, treatingthem

with respect, dignity and values their workand rewarding their successes. The benefits of

business performance managementare that encouragedthemto maintaintheir skills in order

to be able to performtheirtaskattheir bestto result inproductivity rise.

Example 23: Morrison raised their half-year profits by a bove 45% with helping people

strategy, motivation, communicationand training. Result ofhuman resource is thatmanual

labour has been decreased by 40% at Morrison last a few years whilst mem ber of staff

pleasure has increased by more than 12%.

http://www.hrmagazine.co.uk/news/938861/Morrisons-HR-director-claims-investment-

people-development-contributed-its-strong-performance/.

Example 24: Forany business Human Resource Management is anecessary part. What is

more, the first step is that improvement ofHRmanagement. It is important for each business

but it is more vital for international companies for example, CocaCola. Technology and

employee are essential for company butto create an organizationpeople are more important

than technology. Therefore HR Management is crucial at Coca Cola Company. The

disadvantage of to be worldwide company is that too difficult to make certainpolicies or

procedures because ever country has their own rules. The company can be reducedmistakes

by HR management because business performance management collecting data from

different resource; analyse the information and applying the outcome into practise for

reachingthe mostpreferred outcome. http://www.bookrags.com/essay-2005/8/16/134242/800


11/13

Page11 of13

Example 25:TurkishAirlines is a big family. They have a wide visionand share common

values. Unhappiness of employees is significant forTurkishAirlines because it is one of the

major reasons for poorperformances. As a result of this is that salary concern, lack of

motivation and training, poor communications between management and employees.

Company needs to do its bestto keepthemhappy thus HRmanagement is important. Turkish

Airlines provides to their employees to develop their careers in the company. This is to

increase employees` performance. The benefit of business performance management is

raisingproductivity.http://www.thy.com/en-INT/corporate/human_resources/index.aspx

5. ConclusionThe consequence of efficiently controlling human resources is bigger profitability, low

workerturnover, high quality ofproduct, lowerproduction costs, andthe results ofhavingthe

right employees motivated to perform. As a result, mainly if coupled with competitors who

do not have the rightpeople encouraged to perform, cangenerate quantity of competitive

advantages throughhuman resource management exercises.

Every company has their own gaols, vision and strategy therefore responsibilities within

Human Resource Managementare many-layeredand complex notat least. It is clearly show

that there is a very close connection linking the managementandHR. Inaddition, HRalso

stands forthe human requirements andall the times withthe aimaheadto make the company

most efficient.

6. References


12/13

Page12 of13

Beardwell, I. & Holden, L. (2001) Human Resource Management, third edition, Prentice

Hall: Financial Times.

Boxall, P. & Purcell, J. (2003) Strategy and Human Resource Management, first edition,

Palgrave Macmillan: New York.

Danks, S. (1995) GNVQ Advanced Business, second edition, DP Publication: London.

Dessler, G. (2009) A Framework for Human Resource Management, fifth edition, Prentice

Hall: New Jersey.

Holbeche, L. (2006) Understanding Change Theory, Implementation and Success,

Butterworth-Heinemann: UK.

http://www.shell.com/home/content/careers/current_campaigns/hrcareers/hr_in_shell/hrcaree

r_hroverview_03072007.html .

Accessed on18 Jan, 2010

http://www.graduates.toyotajobs.com/sf_hr.aspx.

Accessed on 18 Jan, 2010

http://www.atrium.com/content/Menu/667/FT/2/FF/11/ContentPageLoader.aspx.


http://www.thy.com/en-INT/corporate/human_resources/index.aspx.

Accessed on 2 Feb, 2010

http://www.volkswagenag.com/vwag/vwcorp/content/en/human_resources.html.


http://www.businessteacher.org.uk/free-business-essays/tesco-hrm-essay/.


http://www.bookrags.com/essay-2005/8/16/134242/800 .



13/13

Page13 of13

http://www.graduates.toyotajobs.com/sf_hr.aspx.


http://corporate.marksandspencer.com/mscareers/opportunities/store_roles/section_managers


http://www.bookrags.com/essay-2005/8/16/134242/800 .


http://www.personneltoday.com/articles/2001/11/08/10097/asda-wins-award-for-best-hr-

strategy-in-line-with-business.html.


http://www.123helpme.com/preview.asp?id=47477


http://www.hrmagazine.co.uk/news/938861/Morrisons-HR-director-claims-investment-

people-development-contributed-its-strong-performance/


human resource menagement

Documents