human resource essay sample

Human Resources essay samples, topics and guides

16 February, 2022

30 minutes read

Author:  Elizabeth Brown

If you study at a Management department, you will receive a Human Resources essay as a home assignment sooner or later. What is this type of task? How can you write it to impress your supervisor? Here we uncover all the fundamentals of HR writing to help you jumpstart the writing process and get a […]

If you study at a Management department, you will receive a Human Resources essay as a home assignment sooner or later. What is this type of task? How can you write it to impress your supervisor? Here we uncover all the fundamentals of HR writing to help you jumpstart the writing process and get a high grade for the academic paper.

Let’s start with a definition. A Human Resources essay is a type of academic work that approaches some subject related to managing a company’s staff, either public or private, and resolving issues arising in the process.

Thus, when you are tasked with writing an essay about HR, you can choose among various topics, such as hiring and retaining staff, resolving interpersonal conflict, organizing teamwork, and deciding on the proper staff rewards to keep them motivated and engaged. You can also choose among different approaches to analysis; it may be either a purely theoretical piece that examines various theories and methods or an applied case study considering an example of a specific company.

When you proceed to Human Resources essay writing, it’s vital to understand the principles and peculiarities distinguishing this piece of homework from other assignments you might face at the HR department. Here are the basics of competent and professional composition on HR-related topics:

• To sound competent and knowledgeable about the topic, you need to include practical examples and statistics to argue your point.
• Choose a theme to your liking and focus on something of personal interest; it will be much easier to write a paper on the topic you like.
• Study a couple of Human Resources school essay examples available online to see how others have approached this subject.

If you’re still unsure how to complete your home assignment, and the time of its submission is already coming, you can always hire a professional Human Resources essay writer from our team. We’ve here 24/7, always on standby to help you out with any academic task. Thus, you will always stay on top of the class in terms of grades and timeliness without overstretching yourself or draining your resources.

Human Resources Essay Format

Now let’s proceed to discuss the Human Resources essay format. It has some specifics to consider for the sake of meeting your professor’s expectations and getting a high grade for the assignment. First, we want to note that a Human Resources school essay has the same components as other essays possess, so you don’t need to invent the wheel when approaching this task.

All you need to do is compose an introduction of your paper, a body, and a conclusion.

H3: Introduction

In this part of your Human Resources plan essay, you need to indicate the overall topic of your study and the problem you’re going to examine. You should end this part with a detailed and concise thesis statement showing how you will approach the problem and from which angles you will explore it.

This is the central part of your Human Resources essay in which you present your arguments on a chapter-by-chapter basis. Keep in mind that every paragraph should deal with only one subject, which is typically reflected in the topic sentence. In this way, your essay will have a proper structure and will be readable.

This part of your essay should focus on summarizing the main points you’ve discussed in the paper’s body, restating the thesis statement, and drawing the readers’ attention to broader implications of the subject.

Write Human Resources essay in 5 Steps

Stumbling upon how to write a Human Resources management essay? Here is a simple algorithm that will help you cope with any assignment at hand, including HR writing:

• Study your course materials in detail to see what a professor wants from this assignment.
• Pick a topic from the list of available options based on your interest in the subject and the materials’ availability.
• Conduct in-depth research on Google and across several academic databases to identify credible, fresh literary evidence supporting your arguments and standpoint.
• Find a couple of real-life examples to illustrate your points and prove the applicability of your ideas in HR practice.
• Complete the writing piece according to all academic conventions (e.g., paragraph structure, essay format, grammar and style, originality, etc.).

Human Resources Essay Topics (250)

Choosing a topic is always the most challenging part of the essay composition process. You can’t move further until you’re clear with what to look for and in which direction to move. Thus, we’ve created a list of Human Resources essay topics to help you out and speed up your homework process:

• Does organizational success depend solely on the efficiency of HRM?
• Differences between HR management in public and private organizations.
• Personnel management and transition methods in HRM.
• Strategic HR planning: the essentials.
• HRM principles in healthcare organizations.
• Statistical methods of analysis in HRM.
• The Michigan model of HRM.
• The most significant barriers to effective HRM.
• Job evaluation techniques for HR managers.
• The HRIS technique in HRM.
• Four competencies necessary for career management.
• The variety of career planning techniques.
• The most important managerial competencies in the global HR marketplace.
• Staff competency development models of large corporations.
• Megatrends in the executive development via HRM.
• HRM and online training.
• Primary tenets of performance management practices.
• Approaches to employee recognition.
• What mentoring practices work in the period of COVID-19 distance work?
• Principles of Quality of Work Life (QWL) and HR managers’ role in staff’s work-life balance.
• How can HR managers recognize and promote charismatic leaders in the workplace?

How to Start a Human Resources Essay

Starting a Human Resources essay is not always simple, as you might have a clear plan and roadmap in mind. Otherwise, the process of working on this home task may transform into an unexpected challenge taking too much time and energy from you.

Here are some tips and recommendations from our pros on how to start an HR essay quicker:

• Find a topic that you like and know much about. This will be an excellent start for your essay writing process, as you will have enough background information at hand and will know what to look for online.
• Find a suitable Human Resources essay example in Google or your college library to see how other people have studied the subject of your interest. It may be a good idea to compare several essay samples and develop your own, authentic argumentation on that topic.
• Develop a detailed outline to guide your writing. If you have that roadmap for the whole process of composition, you won’t need to waste time consulting the prompt and double-checking whether you’re on-topic.
• Always opt for the argumentative Human Resources essay topics as they are debatable and offer a freedom of choice. You can study the available sources discussing that topic and choose your standpoint. Argumentative subjects also offer rich evidence on both sides of the debate.

As you can see, starting an HR task is not that hard. But anyway, if you don’t feel like spending another evening over books, maybe it’s time to contact our managers and get professional assistance with the assignment? You can take a rest and relax, dedicating some vital time to yourself and your needs, knowing that your HR home task is in good hands.

We provide all kinds of assistance with essay writing, Human Resources included, so you will never feel shortchanged when working with our experts.

The paper ‘The Recruitment, Selection and Induction Process ” is a great example of a human resources research proposal. This is a working document to focus on the purpose and structure of student essays, which reflects the intent and outlook of their research. It is quite likely and permissible that as students progress with their essays, several aspects of content, direction or emphasis of their essay will change.  It is vitally important that students keep their academic supervisor informed of any such changes – as such changes may require students to reconsider any or all of the content of this proposal form.

Section 1: Briefly describe your research topic for Essay 1

The research topic is to identify the recruitment, selection and induction process which organizations need to adopt so that they are able to determine the mechanism through which correct hiring of people takes place. The research concentrates on indentifying the basic things which need to be included in all the process and also stresses on the need of having different process based on the different needs of the organization. The research brings forward the different methods of recruitment, selection and induction process which forms part of every organization. This has helped to identify the different core factors which are part of the recruitment, selection and induction process and the manner in which business effectiveness and changes are witnessed in the hiring process. The research will help organizations to improve their recruitment, selection and induction process as it will garner a path through which different aspect will be included and will help to improve the overall mechanism of hiring people.

Section 2:  Briefly outline any frameworks, theories or models you anticipate using:

The research has looked to identify the different patterns which are globally accepted and the research is based on secondary sources. The findings from different research are bring used to find out the manner in which the recruitment, selection and induction process can be improved and changes can be made and moulded based on the different needs and requirements of the organization. The framework which has been followed is one where linkage has been developed between recruitment, selection and induction process so that one process leads to the other and provides a basis through which the different dimensions which impact the hiring process can be understood. The overall impetus of the research is thereby towards finding out the different areas and dimensions which will help to facilitate and improve the process of achieving better results and multiplying the overall effectiveness of hiring people.

Section 3:  Briefly provide the main authors and themes relevant to your topic. 

Some of the different sources which have been used and are relevant to the area of research are

Arnold, J. (2005). Work Psychology: Understanding human behaviour in the workplace 4th ed. Harlow: FT Prentice Hall.

Cable, D. & Judge, T. (2006). Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes, 67 (3), 294–311

Dipboye, R. (2002). Selection interviews: Process perspectives . Human Resource Selection (3rd ed.). Orlando, FL: Dryden Press

Hogan, R. (2001). Personality and personality measurement. In M.D. Dunnette & L.M. Hough (Eds.), Handbook of Industrial and Organizational Psychology, Vol. 2 (2nd ed.) 873–919

Ryan, A. & Schmit, M. (2003). Assessing organizational fit in employee selection. Paper presented at the 8th Annual Conference of the Society for Industrial & Organizational Psychology, San Francisco, CA

Thompson, P. and McHugh, D. (2009). Work Organizations: A critical approach , 4 th ed. Basingstoke: Palgrave Macmillan

The different themes which the different authors and work provided are related to the manner in which overall changes and dimensions are being witnessed in the hiring process. This will help to understand the core areas which the different research has identified and will help to come to a conclusive conclusion regarding the manner in which different factors and aspect has an impact on the hiring process and different things which need to be included so that the mechanism which has been adopted improves and provides a better understanding of the different business environment.

Section 4:   Identify opportunities for further study in Essay 2 and/or gaps in research understanding that will refine your research questions.

The research has been carried outlooks to provides a general perspective of the different factors and areas which needs to be included while designing the recruitment, selection and induction process. The research provides a general idea of the different things which have to be included. This provides an opportunity where future research can be carried out by looking towards an organization or an industry where a specific process of recruitment, selection and induction process is being used. This is an area that can be further researched as it will provide useful information pertaining to a particular industry or organization and will show the different dimensions and aspects which needs to be included in the recruitment, selection and induction process. This will help to understand the application of the different methods in a real organization and will provide useful impetus regarding the manner in which the organization is able to gain due to it. This will thereby help to improve the understanding and having applicability in the real organization will magnify the overall value of the research.

The paper  “Performance and Reward Management” is a comprehensive example of human resources case study. Performance management in human resources refers to a holistic process whereby many elements are brought together to successfully manage people, enabling them to meet their goals and targets. It can focus on the performance of a Company, a section, or even an employee (Armstrong 2000).

TPL has a very traditional command and control approach to management across its manufacturing function, employees are not given an opportunity to demonstrate their ability and explore their talent and potential fully. The Management has an old type of leadership known as autocratic. According to Cameron and Green (2012), he described authoritarian is a style of leadership used by leaders who want to make decisions alone, having total authority. Negotiation and consultation are highly discouraged by these leaders. Whatever they say is final. This leadership style is good for employees that need close supervision to perform certain tasks. This simply indicates the organization applying theory X whereby the management feels and assumes that there are lazy and must be supervised closely. This theory has been proven to be counter-effective in modern practice. The management of TPL needs to change its style of leadership and management and come up with a more democratic approach. This will help the Company in giving the employees confidence and therefore increase productivity (Cameron & Green 2012).

Poor performance appraisal and review process can also be witnessed in TPL, where it is done so casually biannually as a chat between a supervisor and a subordinate. TPL should improve on the way it conducts the performance appraisal and review process, all the parties should be involved by aligning performance with the strategic goals of the organization (Armstrong 2000). For example, TPL supervisors should provide more specific feedback that will help them describe the gap that exists between actual performance and what is expected of the employees.

Reward Management

Reward management in human resources also referred to as a reward system means any financial reward that an organization gives to employees in return for their labor. The reward must not only be a material reward but also non-material rewards. The financial reward consists of basic pay and any other benefit to employees.  Non- financial rewards include promotions, recognition, and personal growth (Price 2011).

TPL has a very poor reward system; the pay system is very simple that technical, senior management, and employees earn flat salaries on a single payment. There is also a yearly salary increment regardless of their performance. This pay system is very unprofessional as it forgets the core reason for working. People work to be paid and if your system does not reward employees according to the effort they make.

TPL should adopt a reward system that is linked to performance; the payment should vary depending on the quality and quantity of work done by an employee. Attention should be given to employees’ achievement or success-oriented individual bonuses (Price 2011). For example, in a sales department, the salespeople should be paid on the basis of turnover. The salesperson who moves a large stock should be rewarded more than the one who moves little stock. TPL should also seize from using a profit-related bonuses element paid shortly before Christmas. This method can easily demotivate the members of staff if no payment is to be made at the end of the year as in the case when the organization does not make any profit.

Employee turnover in TPL is really high; this is due to a poor reward system and low morale. The organization is wasting a lot of money on recruiting new employees as well as training them to be conversant with the work to be done. David McClelland’s theory of motivation involving three basic needs: achievement, power, and affiliation. When employees achieve their target they are motivated, organizations should give power to employees to make independent decisions. TPL should employ theory Z that focuses on increasing employee loyalty to the Organization when treated well (Cameron & Green 2012).

Human Resource Development

Human resource development in the area of human resources can be termed as a curriculum used to help employees develop their careers by improving personal and organizational skills, abilities, and knowledge. It includes training employees, employee career development, and mentoring when planning for succession (Joy-Matthews, Megginson & Surtees 2004).

TPL staff training in terms of how to carry out the functions of their role is generally very thorough but surprisingly many employees are injured in accidents. What could be the reason for accidents occurring despite employees’ training? The main reason is that on-the-job training is not done appropriately; the reason being that it is provided by consultants off-site which is very expensive.

TPL should make training compulsory to the entire employee workforce in all the departments and it should be done on a quarterly basis. Re-training is very important as it refreshes the employee’s minds and improves their skills in their field (Joy-Matthews, Megginson & Surtees 2004).

Equality and Diversity

Equality in human resources refers to a situation whereby employees have an equal right to employment, payment, and equal access to training and development. The organization should put in place measures that will allow equality. Diversity is a situation whereby an organization encourages a diverse workgroup helping the Company to be more effective (Cornelius 2002).

TPL claims to be an equal opportunities employer but it is ironic that people from ethnic minorities are very few in the organization. This tarnishes the organization’s name as it is an indicator of discrimination leading to inequality. Gender imbalance can also be observed in TPL, fewer women are employed in the organization and therefore a form of discrimination. TPL should come up with a policy that will encourage people of all gender, tribe, and color to be employed.

TPL does not employ people with disabilities or those who are physically challenged. This is a very serious form of discrimination. The organization should come up with policies that will allow a certain percentage of employees to be disabled. It is so unfortunate that the organization does not cater to the dietary need of its employees, there is only one locker room and the TPL canteen does not appear to cater to any variety of dietary needs.

#3 Top Paints Limited- Human Resource Development and Reward Management

The paper  “Top Paints Limited- Human Resource Development and Reward Management” is a persuasive example of human resources case study. Top Paints Limited is continuously facing problems related to human resources and the matter has complicated to such an extent that the business has witnessed loss, increase in the number of casualties, increase in staff turnover, and problems that need to be addressed at the earliest. This report identifies the problems faced by Top Paints Limited and looks towards providing alternatives to deal with those.

Top Paints Limited is facing serious issues which have complicated the manner in which business was conducted and needs to be addressed so that a solution to those can be found out as it will help the organization to perform effectively. The issues are

• Top Paints Limited looks to compensate their employees through a model which is outdated. The employees have compensated a fixed salary and the perks are defined beforehand which the employees receive at the end of the year irrespective of the performance which has reduced the efforts made by the employees
• The hierarchical model of the passing of responsibility from the top management to the bottom has restricted the employees from taking initiative in completing the task as they have to follow the ways that have been prescribed to them is another problem that is making it difficult for Top Paints Limited to sustain
• An increase in the accidents rates which are consistent and similar accidents occur shows that lack of training and awareness has made it difficult to deal with the complex issue
• The organization has a dominance of male employees and fewer females and people from the backward class highlighting the fact that despite preaching that there has to be equality and diversity in the workforce the organization has resorted to differentiation making it difficult to conduct business smoothly

Performance Management

Top Paints Limited need to look towards moving away from the traditional system where employees have compensated a fixed salary to a flexible one where the performance of the employees acts as a major force in deciding the salary. Productivity should be measured and based on it employees should be compensated.

The performance-based approach should look towards identifying the performance measures, quality measures, and objectives and look towards control monitoring so that the actual performance is gauged which will facilitate in determining a performance-based pay for its employees.

This will also help Top Paints Limited to ensure that measuring the performance based on the manner the employees have achieved their task will help to understand the manner in which the business will be able to identify the future talent and will guide the management to deal with the future requirements better and have a pool to talent which are able to carry out their responsibilities in the most efficient manner

This is an aspect that Top Paints Limited needs to consider and needs to design the compensation package in such a manner that performance acts as a major point in securing a sound compensation. This would mean moving away from the traditional system where employees have compensated a fixed salary to a flexible one where the performance of the employees acts as a major force in deciding the salary. This would mean using the performance pay approach in compensating the employees. Using Maslow’s Hierarchy of Needs theory will help to design a compensation package where the organization understand the needs and requirements of the employees and based on its look towards package

While designing the reward package special care should be given to ensure that the compensation package has both fixed and flexible pay. Further, through Maslow’s Hierarchy of Needs theory Top Paints Limited needs to look towards ensuring that intrinsic reward is provided to the employees through recognition, promotion, and other ways so that the employees are able to associate themselves with the organization. Using the Herzberg theory of motivation and hygiene will also act as a mechanism through which accidents reduce and the organization is able to gain efficiency in gaining the maximum from the employees and will help to reduce the high turnover that the business is facing and will make the employees work for longer period

Top Paints Limited needs to identify the training tools and methods which will help to reduce the number of casualties that the business is witnessing. Top Paints Limited needs to identify the training requirements both on and off the job so that the employees understand the manner in which they should deal with different situations. They should look towards a processual approach that relies less on top-down strategy as it will help to reduce accidents and ensure better working conditions

Top Paints Limited through their process of training will also be able to motivate the workforce and ensure that all employees are able to come together and work towards a common purpose. They should look towards rating scales and surveillance to ensure that the workforce is able to learn during the training and don’t repeat the mistakes again. This will help the business to ensure that the inter-personal relationship between the employees improves and they are able to work as a team.

Equality & Diversity

Top Paints Limited needs to look towards having a mix of people from different cultures and backgrounds so that they are able to demonstrate diversity in the workforce. While recruiting and selecting employees they should look towards using informal contacts, formal contacts, notice boards, advertising, and external sources so that people from all backgrounds are picked in the organization. This will make the employees feel that the organization is looking towards all and will help Top Paints Limited to find new recruits easily.

Having equality and diversity in the workforce will ensure that the employees are able to associate with the company and will help to reduce the turnover rate. Special care should be taken through monitoring which will help to reduce discrimination through stereotyping, marginalization, and invisibilization. This will thereby help Top Paints Limited to prepare properly in the manner they will deal in the future and ensure that a strategy is developed through which the business can be developed.

Recommendations

Top Paints Limited needs to look towards bringing a change in which the compensation is provided by ensuring that performance is a key in determining the manner in which the employees will be compensated. Further, steps should be taken to ensure that turnover rates and accidents are reduced by taking steps where the business is able to ensure better results. Further, Top Paints Limited needs to look towards ensuring a restructuring in the manner the business is done by ensuring equality and diversity so that the business is able to ensure a strategy where they are able to work in all direction and ensure growth for the business

Top Paints Limited needs to work on different aspects of the business so that they are able to improve the manner in which business is conducted. This will help Top Paints Limited to ensure major changes in the manner work is done and will help to reduce the number of casualties and ensure better turnover rates which will help Top Paints Limited to ensure that the business is able to earn profits over a longer period of time.

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Human Resources Essay for A+ Student Guide

• Essay Writing Guides

Students of management departments frequently face the need to compose a Human Resources essay because they need to learn to manage both people and processes. Thus, if you’re a student of this specialty, you will face the need to compose a Human Resources school essay sooner or later. Here we explain what an HR essay is, what format you should keep to, how you can complete such a paper quickly and efficiently, and what topics are trending now in the sphere of HRM.

If you’re wondering how to write a Human Resources essay, read on to find all the details here. Experts of our essay writing service team have prepared a guide for newbies to instruct you on all the writing steps. Still, if you feel unable to compose this work independently, it’s probably a good idea to hire a skilled Human Resources essay writer from our team.

Don’t hesitate to contact us and get a well-written, properly structured, and polished paper deserving an A; we’ve got you covered and can help you with any academic emergency you might experience at an HR course. You can easily place an “ do my assignment ” order on our website and get an expert with years of industry-specific expertise assigned to your project in minutes.

Human Resources Essay Format

When discussing the Human Resources essay format, you need to keep in mind that it’s still an essay, differing from other works of this type only by the topic. However, all essays follow the same format and structuring, knowing which can help you complete such a paper hassle-free. You can see this universal structure in many Human Resources school essay examples available online.

Let’s recap the basic essay structure in relation to the HR specialization.

Introduction

The introductory part of your Human Resources plan essay should include a discussion of your area of focus. HRM is a broad sphere of professional practice and research interest, so you need to find a subtopic within that area and explain it to the readers. After describing the context, you need to specify the problem you’re going to explore and end the introductory section with a concise thesis statement.

The body of your essay should focus on the arguments you’ve elicited when researching the chosen topic. As you might see in any Human Resources essay example, the body is typically divided into paragraphs, each of which is dedicated to one specific argument. Follow this structure as well to enhance your essay’s readability and make it coherent.

A conclusion is the final part of any Human Resources essay writing process. You can’t do without a brief and precise summary of your content. You also need to revisit your thesis statement and explain how your knowledge progressed throughout this paper’s writing. A strong finale of any essay is a reference to the broader context and explanation of how your research informs the broader HRM field.

Write Human Resources Essay in 5 Steps

When it comes to essay writing, Human Resources is not that challenging. The only thing you need to remember is that following an explicit, understandable research and writing algorithm makes the task much more manageable.

Here’s the algorithm our pros recommend to students regardless of their level of expertise:

• Select a topic that speaks to you. It should be exciting and relatively new so that you can advance your knowledge and derive pleasure from examining a subject of your personal interest.
• Be clear about the outcome of your essay; you need to know what goals you’re trying to achieve, developing your content according to the predetermined scenario.
• Research the subject to collect reliable, valuable evidence on the subject.
• Produce an outline to have a roadmap and stay on topic during the whole writing process.
• Record all sources you have used in content creation and reference them correctly to avoid plagiarism accusations.

Need expert help with your essays, but also want to save some money?

Human Resources Essay Topics

Topic selection is one of the most widespread challenges students face when approaching an HR essay task. To help you cover this step quickly, writers of our essay service have formulated a handy list of Human Resources essay topics.

• How well are equal employment opportunities provided in the 21st century?
• HR planning and retention: implications for the COVID-19 pandemic.
• Essentials of strategic HR management.
• Has the traditional HR management survived the coronavirus pandemic?
• Key steps of job analysis.
• Training human resources in the conditions of remote work.
• Risk management techniques in the HR field.
• Different approaches to calculating paid leave.
• Workplace techniques for interpersonal conflict resolution.
• The role of HR in the company’s preservation of competitive advantage in the global market.
• Determining the right mix of monetary and non-monetary rewards for staff.
• The role of personality traits in team composition.
• Agile approaches to HRM.
• Modern techniques and approaches to international staff management.
• A goal-oriented approach to staff productivity and morale improvement.
• A variety of workplace violence manifestations.
• Implications of psychological counseling provision to employees in the workplace.
• Presence of gender disparities in work terms and pay.
• Various faces of workplace discrimination: examining the causes and responses to those incidents.
• What are the best methods of complying with the equal employment opportunity legislation?
• Managing diversity in the workplace: 21st-century implications.
• Leadership training and promotion among staff.
• The strategic benefits of in-house leadership training for business performance.
• New talent acquisition: innovative techniques and approaches.
• An ideal employee profile for SMEs.
• Experience vs. talent in new employee recruitment.
• The role of HR in fostering compliance with COVID-19 rules.
• Contribution of HR to compliance with health and safety recommendations.
• What steps can HR managers take to identify, manage, and prevent employee burnout?
• HR strategies directed at long-term staff retention.
• The contribution of AI to HR activities and functions.
• Is virtual onboarding as effective as offline one?
• Should businesses pay for their staff’s education?
• Soft vs. hard skills’ consideration in the recruitment process.
• Different approaches to compensation package design.

How to Start a Human Resources Essay

The final point we’d like to discuss here is the art of starting a Human Resources essay. It’s essential to give your essay a good start; otherwise, you may spend much more time on its composition than you initially planned, thus wasting the vital free time or the hours you previously allocated for other assignments. Here are the principles of a quick, easy essay start:

• Choose the right topic to simplify the writing process.

It should be relevant to your class material, engaging, and new to a certain degree. Expand your existing knowledge instead of trying to explore something entirely new for you.

• Research the subject extensively.

Don’t start writing before you’re sure that you have enough material for the whole paper. Students often get stuck in the middle of their essays because they haven’t conducted thorough research from the very beginning.

• Use practical examples.

HR is an applied sphere of human activity, so you can never produce a high-quality paper without referring to real-life evidence.

It’s also vital to choose argumentative Human Resources essay topics, as they are sure to give you more ideas and avenues for proving your standpoint and examining various evidence from multiple angles.

The paper  “Top Paint Limited – Theoretical Vis-a-Vis Practical Aspects of HR Factors” is an intriguing example of human resources case study. This paper is an evaluation of Human Resource (HR) faced by Top Paints Limited (TPL). This evaluation involves the evaluation of theoretical vis-a-vis practical aspects of HR factors.

Performance Management

The purpose of managing employee performance is not only to improve productivity. It is also to ensure that the employees find their work environment (e.g. in terms of culture, policies, style, systems of communication, etc) tolerable (Shore & Strauss, 600). The premise here is that if an employee finds the working environment to be in conflict with his/her career and other related expectations, then his/her performance is affected from the start, and no performance management strategies can help him/her. Besides specific strategies to boost the performance of the existing workforce, the first and most important performance management tool is strategic recruitment and selection.

The contemporary organization/company places emphasis on the organizational culture. This has led to the need for besides a written contract- psychological contract, i.e. an unwritten (psychological) understanding of the expectations that both the employee and employer have of each other, and that both parties will reciprocate each other’s efforts (Bratton & Gold 278). This is part of managing employee behavior. The premise here is that it is only those employees whose expectations are within the scope of the organizational culture and expectations who will have the right motivation for good performance.

What this implies is that the role and level of performance are not only in the hands of the employees. In fact, how employees perform primarily depends on whether the organizational structure and culture, as reflected in its leadership, helps it (Bratton & Gold 279). TPL’s structure, i.e. the traditional approach to command and control is a major impediment to employee freedom, creativity, motivation, and ultimately, performance. And while the organization uses performance appraisal for measuring employee performance, measurability being a major aspect of performance, it is not taken seriously. Instead, it is a mere routine.

Reward Management

The reward can be both monetary and non-monetary (e.g. psychological reward, the satisfaction of challenge, etc) (Bratton & Gold, 278). Indeed, reward management is a key tool for facilitating sound competition between employees, boosting employee motivation, and ultimately improving performance. Therefore, reward, as a tool for performance management, encourages and enhances positive employee attitudes and behaviors and financial gains.

TPL has established a reward system for its employees. This is especially through career development, e.g. promotion, and annual pay increment. Both of these are monetary forms of reward. For instance, promotion comes with a pay increase. Unfortunately, there are two key implications here. One, TPL does not seem to recognize the fact that, as Bratton and Gold (279) put it, financial rewards have bearing on cost-effectiveness and financial profitability. In other words, rewards mean expenditure. TPL’s profits have been on the decline for ten years so that the recent failure to make profits has or should have been anticipated. Yet the company still sticks by its monetary reward system, thereby adding more pressure to its already declining finances. This first implication leads to another, i.e. TPL has overlooked other reward methods and systems. In another word, it has failed to recognize that financial rewards are merely ‘superficial’ and must be accompanied by other rewards systems.

But all this equally raises one big question: if the company has been on the decline, then what has it been rewarding its employees for? Even further, why has the organization not realized that its rewards are not resulting in the reasons for which rewards are given?  This is not to say that the company should not reward its employees. Instead, it should also consider non-monetary rewards, .e. g. psychological contract through encouraging employee freedom and creativity. Equally, the company should recognize that rewards are not the only tools for improving employee performance. This must work in conjunction with other organizational and management elements. However, all this depends on the HRM.

Human Resource Development

This refers to strategic efforts by a company’s Human Resource Management (HRM) (Bratton & Gold 279; Torrington et al 599) to develop its workforce in line with its key business strategies. In other words, it involves strategic recruitment and selection of employees who will enhance a company’s chances of reaching its goals and objectives. The first step towards strategic human resources development, therefore, is to identify the strategies to be undertaken. Identifying strategies depends on proper study and understanding of both the internal and external organizational environment.

TPL, to begin with, seems to lack any key strategy. The company controls the whole value chain of its products all the way from inception to manufacturing and delivery. Considering the company’s financial troubles, it should be clear that this control is overwhelming for its capacity. In other words, it is about time that the company gave up some of its control(s) to other parties, e.g. distribution to other wholesalers and retailers. This would help it focus its workforce on specific strategies. This would facilitate the company’s strategic recruitment and selection, and retention of employees.

Part of strategic HRD is training. It is clear that the problem here is the approach used. While the company encourages training, it focuses mainly on a theoretical approach, i.e. the training does not subject employees to one-on-one interaction with job practicalities. In other words, employees lack on-the-job experience.

Equality and Diversity

Equality and diversity are part of strategic HRD. The external environment, unlike TPL’s internal environment, is made of a diverse population: men and women, young and old, able-bodied and disabled, people from various ethnicities, including minority groups, etc. Winning a competitive advantage in a diverse marketplace requires an equally diverse workplace (Kirton & Greene, 7). Unfortunately, TPL has failed in this. The company has fewer employees from minority groups and women. While some of these are in the technical and managerial levels, the company has provided and encouraged their career progress. Further, the whole Board of Directors is composed of white males, as are other senior managers.

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The paper  “Human Resource Development at Top Paint Limited” is an apposite example of human resources case study. The problems facing Top Paints Limited can be addressed by focusing on the root cause of the problems facing the individual employees. Statistics indicate that the company’s workforce is paralyzed and is characterized by such symptoms as low productivity, poor working relationships, and low morale. The decline in the company’s performance stems from the problems facing the workforce which would call for a change in the company’s HR policies for the company to regain its strength. This paper will refer to human resource theories and practices to help address the problems facing the company. Four areas of HR policy and practices will be evaluated: performance management, human resource development, and reward management.

Performance management

Performance management is an ongoing process in which an organization identifies, measures,s and develops the output or performance of individuals or teams and later compares this with the goals set by the organization. Performance management arises from the complexities arising from the world of business (Mabey, Salaman & Storey, 1999). Several models of performance management have been adopted but there is no one universally accepted model. Mabey, Salaman, and Storey (1999) argue that any model of performance management should include these elements:

• Feedback of performance results
• Setting objectives
• Amendments to activities and objectives
• Reward system based on performance outcomes
• Measuring of performance

The goal-setting theory was proposed by Edwin Locke (1968). According to this theory, individual goals that are established by an employee perform crucial roles in motivating the employee to have increased performance (Salaman, Storey & Billsberry, 2005). This assumption arises from the fact that the employees keep monitoring their goals; failure to achieve these goals call for the employee to increase their performance or adjust their goals so that they become real. The end result of setting the goal is thus to improve the employees’ performance.

According to expectancy theory, employees in an organization will adjust their behaviors based on the anticipated satisfaction of the goals they have set. As such, individuals will adjust their behaviors in a manner that will lead them to attain their goals. Employees of the TPL seem not to have these theories in mind since the company has employed a command and control management approach. As such, the employees cannot show their capabilities since they work under the instructions of their superior.

To address the problem, TPL should implement a performance management system instead of the command and control approach.

The system can work well if the employees are provided an opportunity to set their goals as per the company requirement. The employees should be allowed to work freely as long as they are able to achieve these goals; this can be determined by measuring the performance (Mabey, Salaman & Storey, 1999). Further, the performance management system should clearly set the rewards that an employee can get based on the expected outcome as mentioned in the expectancy theory; this helps to motivate the employee.

Reward management

This entails developing, maintaining, and establishing a system whose main aim is to reward employees within a firm or a business. This system provides a fair and equitable way of appreciating the values of the employees whose output to the organization is considered valuable. Various theories have been formulated in the field of human resources to address the issue of reward management. An example of such theories is motivation theory which calls for the motivation of employees for them to be beneficial or more productive to an organization. Salaman, Storey, and Billsberry (2005) consider the reward to be either monetary or non-monetary.

Victor Vroom’s theory referred to as “Vroom’s Valence x Expectancy Theory” better helps to understand the relationship between reward and motivation. According to Gellman (2009), this theory entails the mental process involved in the choices made by an employee. According to this theory, there is a direct relationship between the predisposition to act in a certain manner and the strength of the expectations or rewards that may come as a result of the act (Gellman, 2009). When the employees are assured that there is a better performance appraisal, they are motivated to improve their performance (Salaman, Storey & Billsberry, 2005). For employees to be motivated, this theory sets three conditions that must be met: additional effort would result in better performance, the well-done job should be associated with rewards like pay-rise or bonuses, rewards provided should be satisfactory to the employee.

TPL has not been able to retain its employees since it does not motivate the able employees to stay. To address this problem, the company should have a reward system through bonuses whenever performance is improved. The current company’s pay system is very inflexible since the salary is increased on yearly basis regardless of personal or company performance. With the current pay system, the employees do not need to work extra harder as they are not guaranteed any rewards. TPL should thus introduce a flexible reward system so that it can motivate the employee and retain them instead of losing and recruiting new ones.

Equity and diversity

Workforce diversity entails the inclusion of all types of persons in corporate performance. Today, many organizations view diversity as a competitive advantage which gives rise to economic advantage to the organization when incorporated into the strategic business goals (Bratton & Gold, 2003). In many countries, workforce diversity is streamlined in the policy and the legal framework that provides provisions for anti-discrimination cases (Thompson, 2003). According to Dickens (1999), diversity is the variety of cultural and social identities among people in a common employment setting. Various cultural and social attributes determine diversity: gender, race, education, beliefs, religion, age, disability among others. Various approaches can be employed in managing diversity. One such approach is the mainstream approach that refers to self-categorization and the self-identity theories. The self-identity theory entails group membership and behaviors. On the other hand, the self-categorization theory entails how individuals stereotype their attitudes and behaviors so that they can associate themselves with particular groups. These theories help to avoid any group conflict that may have a negative impact on workplace performance (Bratton & Gold, 2003).

TPL has failed to address the issue of equality and diversity since there are few women and people from ethnic minorities. Further, this group of employees does not progress in terms of promotion even when they are the very-able. For TPL to progress, there is a need for the company to create equal opportunities for all the employees. Failure to create such an opportunity for the minority people, disabled, and women would make them feel discriminated and thus their output is affected.

Human resource development

The concept of human resource development is considered as a theory that aims at developing human capital by developing the individual and the organization to improve their performances (Wang, 2004). Human resource capacities can be developed through further education. This can be done through career development and training. The outcome of HRD has increased competencies which ensure that current and future jobs are performed effectively (Wang, 2004).

TPL has been training its staff on how to carry out their functions whenever new roles and new technologies are introduced. It is thus expected that the accident rate below and performance should be improved. However, this is not the case since most training is done off-site. To avoid the problem, TPL’s consultant should train the employees at the site in order to improve efficiency. A paradigm shift from off-site to on-site would thus yield positive results towards improved performance since the employee would acquire real practical knowledge.

The paper  “The Human Resource Management  Difficulties Experienced by Top Paint Limited” is a dramatic example of human resources case study. Top Paints Limited (TPL) has been facing many challenges. It has experienced a steady decline from a relevant strong position ten years ago where it made no profit this year for the first time ever. The entire workforce in TPL has been creating a lot of dissatisfaction, which has led to low morale, low productivity, and poor relationships at work. This has also resulted in an increase in absenteeism, product complaints, and service complaints. Thus, this shows a flawed human resource activity in TPL and there is a need to give priority in the following areas to find a lasting solution to these problems in TPL; performance management, reward management, human resource development, and equality and diversity.

The employees in TPL lack the opportunity to be initiative since the top-level management is always acting on instructions. This shows a lack of cooperation between the employees and the top management that in turn reduced their morale in working and in turn reducing their productivity. This calls for the employment of management processes in order to manage individuals in an effective manner with an aim of achieving high levels in the performance of the organization. There is a need to close the gap between management and employees by establishing a shared understanding to develop a strong workforce for the achievement of TPL’s goals. As the employees have developed negative attitudes between them and management, individuals need to be guided in order to feel that work satisfying, fulfilling, and capable of development in any way. This can be supported by the application of the goal-setting theory in order to link the performance of the tasks with goal setting. Because the entire company seems to have lost its main objective, there is a need to set specific goals that are challenging in addition to appropriate feedback in order to come up with better performance. This will give the employees a path or a direction to follow on the needs to be done and the efforts required to achieve the goal. This will be achieved if the employees are also given the opportunities to be initiative. The main source of motivation for the job will be the willingness of the employees to freely work towards the achievement of goals. If the employees will be provided with clear and specific goals in addition to being open to their comments on work. With the provision of challenging and realistic goals, the employees will have the reason to work and feel proud and as triumphant as they achieve the goals. Another important thing that failed to work in TPL is the provision of appropriate feedback on employee’s performance. Feedback will be essential as a way of making clarifications, regulating difficulties in goals, gaining a reputation in a way that the involvement of the employees will lead to job satisfaction and being more productive. On the other hand, the managers should ensure that they should interact and behave in a way that promotes and allows better relationships in work. They should also be able to gauge themselves according to output such that, if the job is interesting, the performance should also be better (Armstrong, 1998)

From the case study, it is clear that the salaries earned by the employees are flat. The pay spine is very inflexible such that the talented people end up looking for greener pastures in better-paying companies while the less competitive are left due to lack of any other option. This leads to low productivity and low performance. In addition, there is no reward in case of any improvement in performance. Due to this, there is a need for a reward management process that will involve the development and implementation of the company’s strategies and policies. This will enable the firm to achieve its objectives as well as retaining its competitive employees in accordance with the needs of the employees through increasing their commitment and motivation. If the employees will be rewarded according to their value and their potential contributions to the company, they will feel comfortable working in a firm that recognizes their efforts. The management must also recognize each employee’s capability and set goals that match with their intuitiveness (Armstrong, 495). This can be supported by a broad banding structure or system that shows that the progress of employees is more dependent on improvement than promotion, the flexibility of the system, putting decisions on managers’ hands so that they have more responsibility towards the staff and finally employees increase their incentives in achieving their goals. This means that the success of the organization is dependent on the recognition of the efforts of each employee through rewards that later lead to more efforts and profitability (Stredwick, 13).

Although TPL carries through training of its staff, there are still complaints and accidents due to repetition of mistakes. In addition, there is hostility and disbelief in case one tries to bring change or being initiative. In this case, human resources development is very essential, as the success of TPL will depend on the management of the workforce. Thus, there is a need to develop strategies that will ensure an increase in manufacturing and gaining a competitive advantage through proper management and development of employees to be more productive. This is enhanced through the development of strategies based on informed decisions and the involvement of the employees. TPL needs also to develop a policy on recruitment and selection to ensure the selection of a competitive and diverse workforce (Beardwell, 197).

This is supported by classical approach theory, which ensures that the strategy process will involve a comprehensive understanding of the internal and external environment, selecting on strategic choices and implementation of the plans, and ensuring management decisions flow from top to down ensuring the involvement of all levels. This makes the employees initiative thus increasing the productivity and performance (Miller, 148).

Equality and diversity

This is also a major problem in TPL as there are very few ethnic minorities and women and the few that are recruited later resign. This shows a lack of comfort for the minorities in working in the TPL environment. Thus, management needs to ensure that everyone is treated the same as well as recognizing that various groups and individuals are different. To do this, the company must be flexible and observe uniformity in addressing the needs of its employees in order to change its culture. This is enhanced by making sure that the working environment will support women and ethnic minorities by totally involving them in decision-making. It is also important to consider the development of a new policy in recruitment that promotes diversity and equality. This is supported by a short approach that is similar to a liberal approach wherein advocates for the elimination of bias on sex in the practice of human resource management, increasing opportunities for women and minorities in management and technical fields, and being flexible in terms and conditions (Noon, 226).

The difficulties experienced by TPL can be associated with poor work relationships, lack of recognition of efforts made by staff, criticism, between management and employees and poor culture of the firm, and the entire management of the activities in the firm that has led to low productivity and lack of profits. These issues are addressed through performance management, equity and diversity, reward management, and human resource development. This will result in better utilization of human resources, a wide customer base, wider and competitive recruitment of labor, and a positive image of the company.

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Essay on Human Resource Management Practices

Executive Summary

This paper looks to examine the role of a robust Human Resource department in the development of the organization. We examine the importance of the Human Resource department, Human Resource practice, and its influencing factors. The paper also provides an elaboration about the upcoming challenges encountered by Human Resource managers in their line of duty in the 21 st  century. The literature analysis digs deeper into the issues that energy various challenging factors and practices of the H.R. management discipline within the 21 st  century. The implications of the Human Resource managers are also discussed mainly with the arrival of a new breed of highly skilled workers who are younger, well educated, have the knowledge, are extremely confident, and are not entirely interested in the paycheck but their welfare in their job as they check not only what they can do for the company but also what the company can do for them. In the paper, we will look at the crucial challenges pertaining to human resource management. The challenges discussed in the paper include work arrangements, gaining maximum market share, demographic shift, and enhancement in creativity and innovation, employee-employer relationship, managing the cost, reward, and compensation system.

Introduction

Human Resource plays a vital role in the development, reinforcement, and changing an organization’s culture. Training and development, pay, onboarding, and performance management are all essential elements of the business culture covered by Human Resource. Human Resources (H.R.) is the division of a business that has the responsibility to find, screen, recruit, and train job applicants, as well as administering employee-benefit programs. Without Human Resources management, companies will not be able to recruit and retain employees effectively. The Human Resource department extracted its roots from the discipline of organizational psychology and has proven to be an integral practice in the management of organizations. In modern businesses, the Human Resource department has evolved to become strategic and has grown to become a vital force. Chatzoglou & Diamantidis (2019) elaborates that in the world of business, as time passes, competition keeps increasing, and the sole factor that anchors the competitive edge of an organization is Human Resource management.

Human Resource plays a significant role in helping companies deal with the fast-changing business environment and the ever-increasing demand for quality employees in the 21 st  century. Additional roles of H.R. include compensation and benefits, firing, recruitment, and keeping up to date with laws that may affect the company and its employees. Today, companies are shifting away from the traditional in-house human resource administrative tasks and outsourcing duties such as benefits and payroll to vendors situated outdoors. The main task of H.R. department is the maximization of the productive capacity of employees and protection of the company from any issues arising within the workforce. Research conducted by Hafez (2018) found crucial activities related to people that the Human Resource has to do effectively for value addition to the organization. Their findings concluded that these factors include applying new approaches in designing the work process, effective management and use of people, and tying performance appraisal and compensation to competency. The researchers also emphasized increasing flexibility, creativity, and innovation for the enhancement of competitiveness and managing the implementation and integration of technology through training and communicating with workers. Human Resource departments adopting Human Resource Management (HRM) practices play the role of thecompany’s workforce improvement more actively. Such HR departments are able to offer process recommendations, approaches, and business solutions to the process of managing the organization. One such example is theGoogle’s parent company, Alphabet that embraces the adoption of proactive approaches to employee relations. The company motivates its employees at Google by offering lucrative compensation and a wide range of employee facilities at thecompany’s headquarters, horseshoe pits, and roller hockey rinks as they understand that employee productivity is directly linked to a happy workforce.

The human Resource must be considered for every company regardless of size, and the question should not be whether H.R. is necessary but should be reframed to how effectively Human resources can be delivered by a company. Most organizations find it cost-effective and convenient to outsource transactional services such as payroll, benefits administration, taxes, and partnering with strategic Human Resource partners. Reasonable employee compensation increases productivity since happy employees feel valued, thus increasing their loyalty and motivation. They tend to work harder knowing their efforts are recognized, which brings job satisfaction that would benefit the company as they would likely retain such employees for longer. Organizational profitability is significantly increased when a company can attract top talent through lucrative pay perks and benefits as they would beat the competition through their benefits packages.

Another HRM practice that raises organizational profitability and productivity is employee involvement in decision-making. Through this combined effort, employees can share different views that might help the organization move forward. They can share challenges whose implementation might be what the company misses for its boom and bust.

Importance of Human Resource department in organizations

Human Resource plays critical roles in the development, motivation, and retaining of employees. Some of the roles are stated herein. To begin with, the H.R. department sustains business in an organization through succession planning. Dany and Torchy, (2017) argue that it is the duty of the H.R. department to develop the succession plan. The succession plan enables the organization to identify employees with requisite responsibilities and the promise for transitioning thecompany’s leadership to the next phase. The human Resource department also plays a crucial role in safety and risk management as employers are tasked with maintaining safe working conditions as required by the U.S. Occupational Safety and Health Administration regulations via the maintenance of accurate work logs and development of programs with the aim of workplace injuries and fatality reduction. Specialists in workplace safety also raise awareness about the safe handling of dangerous equipment and hazardous chemicals. The Human Resources department coordinates the training and development activities by assessing which areas are lacking and require training and development. This is also a crucial step to forge the good relationship between the employee and the employer, all in effort to prepare aspiring employees for leadership roles in the future.

Human Resource plays a vital role in the recruitment and onboarding practices in an organization. They screen resumes and schedule interviews to process potential employees. In typical terms, the H.R. determines the best employees that fit into the needs of the organization. The H.R. staff who specialize in employee relations enable the organization to achieve high performance, boost their morale and their levels of satisfaction. They minimize the exposure of the company to allegations about liability and unfair employment practices. Workplace issues are identified, investigated, and resolved by the H.R. department to avoid embroiling the organization into legal matters that pertain to state and federal anti-harassment and discrimination laws and regulations. The benefits specialists in the Human Resource department are tasked with reducing the costs of the company that relates to attrition, turnover, and hiring replacement workers.

Six significant forces influencing human behavior at work

There are internal or external forces or factors influencing human behavior at work, and they all depend on the situation and have the potential to cause either negative or positive impacts.

Organizational Culture

Organizational factors refer to the underlying values, assumptions, beliefs, and other interactive means adding to the social and psychological environment in the workplace. According to Chatzoglou and Diamantidis (2019), individuals in the workplace develop meaning and stability through the organizational culture, affecting employee morale. Each company has its different culture and negative organizational culture results in low morale promotes engagement in unwanted behavior, and employee fraud. The productivity of the employee is thus affected, and organizational performance reduces. The management needs to encourage positive culture by enhancing diversity and clear communication structures. A positive organizational culture would promote innovation since employees would feel part of the organization.

Workplace diversity

Workplace diversity which is the understanding and acceptance of varied individual characteristics, has an influence on employee behavior at the workplace. These include race, gender, ethnicity, religion, and different ideologies individuals may hold. Organizations that embrace diversity tend to benefit through increased performance since employees communicate and collaborate. Bias and stereotypes may be a considerable hindrance to proper interaction, especially among different genders and ethnicities. For instance, race bias against blacks may see whites get better positions in an organization and vice versa. Since the situation lowers the esteem of affected parties, it is prudent that organizations condemn bias and stereotyping. The organization should enact stringent measures to counter harassment and establish mitigation strategies.

Supervisory Management Influence

This is the act of employee management and oversight. Most organizations depend on this aspect to organize human resources into units that can help in the achievement of organizational objectives. Employees will be guided through tasks by these units. They will also be rewarded or punished fairly to articulate the goals of the organization and foster cooperation. The supervisory behavior of the manager is emphasized since it could affect employee motivation, performance, communication, and attitude. An abrasive and loud manager may inspire negative characteristics amongst employees and hinder workplace relationships. Likewise, when employees are micromanaged, they tend to feel equally demotivated despite them being skilled. Therefore, it is recommended that proper channels of communication be put in place, especially those that promote respect and dignity to views of the employees (Martin, 2014). Human resource managers are urged to provide employee autonomy.

Work Group Influence

The workplace environment consists of individuals typically existing in groups within the organization. Some of the factors that contribute to the success or failure of such groups include processes, group structure, and resources. The roles of individual employees and group size are captured in the group structure. Processes deal with communication aspects, power dynamics, and decision-making. Consequently, positive group behavior influences individual behavior positively. When there is negative group behavior and feelings of being sidelined, negative behavior is encouraged, which results in lower outputs and increase employee turnover. It is recommended that team leaders step upfront to reinforce positive behavior in the team, and members will likely emulate their leader. Every group is prone to conflict; thus, sound problem-solving techniques should be employed.

Job satisfaction

Ob satisfaction is the feeling of fulfillment that employees derive from their work. This can influence the behavior of employees in the workplace. Job satisfaction affectsemployees’ commitment levels, work turnover rate, and absenteeism. Dissatisfied employees will likely be absent from work or take their organizational duties lightly, which affects performance negatively. Satisfied employees will be highly motivated and engage in corporate duties wholeheartedly. Organizations can create incentive programs to reward employees appropriately.

Personal characteristics and Family Influence

Besides the workplace, employees have a social support system for their friends and families. Since each person comes from a different background from the rest, the experiences they go through before joining the workforce shape their characteristics. Essentially, a person brings those personal characteristics and family influences to the workplace. This may have a positive or a negative influence on the behavior of employees at the workplace. For example, personality traits like openness enhance curiosity, creativity, and welcoming new ideas. Employees who are introverts conversely, may keep essential things to themselves even if they may be of help in providing solutions to a problem. The organization, however needs not compel employees to change if their characteristics do not affect the workplace behavior negatively. The organization should create an environment that encourages participation and mold the growth of desirable characteristics.

Employee Performance, Development and Reward & Factors that Influence H.R. Decision Making

HRM refers to the policies and systems that influence the behavior, attitudes, and performance of the members of the organization, intending to increasing the organization’s competitiveness and learning capacity. HRM practices are outlined by organizational models in which different inherent factors interact. These practices are translated into policies for an organization, which is defined as a set of principles and rules, which guide decisions and conduct the different activities of the company in relation to HRM. For most companies, there are five types of policies: supply, application, maintenance, development, and control policies.

• Supply policies are about supplying needs organizational aspects at the H.R. level; it implies the practices of H.R. research, recruitment, selection, and integration;
• The application policies correspond to the analysis and description practices functions, H.R. planning, career plans, and job evaluation unemployment;
• Maintenance policies are the practices of retaining workers, management of salaries, social benefit plans and hygiene and safety at work;
• Development policies aim at the development of the worker and organization through training;
• Control policies refer to databases, information systems H.R. information, and audits.

Reward system within the organization is one of the other H.R. practices, which serves to provide better management of workers, and it is essential to understand that they cannot be seen as an isolated component. Before defining the remuneration, it is necessary to plan the labor, that is, planning the type of labor to be selected and recruited for the execution of the function. After this planning comes the function analysis phase, which by the job description to consider the payment to the worker for the execution, and also, the Evaluation of the functions that goes through its classification to understand what are the requirements that each function requires.

The analysis of functions can be defined as a structured process of collecting and organizing information about tasks and operations that a person or group must carry out in the context of their work and still, the identification of the essential requirements to perform its function, that is, understand what the know-how is, skills and competencies needed, even before defining the value to be attributed to the function. After the job definition phase and determining the salary to be paid by their execution, there are a series of adjacent and consequent H.R. activities, namely, Recruitment and Selection, which goes through the process of choosing the candidate indicated for that function, taking into account the salary offered and the skills that the individual has. Al Mamun and Hasan (2017) define recruitment for an organization as a”set of techniques and procedures with the objective of attracting potential candidates, duly qualified and able to occupy a specific position in the organization whose aim is to identify the worker indicated for that function able to achieve the proposed objectives.

After recruitment is done, the time to select the worker is the process by which an organization chooses the people who seem most suited to the specific and available functions. The explanation continues with the practices of Evaluation, training, and career management, where the HRM identifies the”most efficient and greatest potentia” and to value them, monitoring and professional development. Performance evaluation is an essential practice of HRM, namely for the rewards system, that is, it is a tool that allows understanding if the worker is reaching the proposed objectives or not, if he is achieving these goals should be rewarded; otherwise, it is necessary corrective measures, such as training.

Performance evaluation is defined as a system of formal and systematic ways to assess the work done by workers. The objective of this Evaluation is to understand if the objectives were achieved or not, and how performance can be improved,”how to increase goals and results to be achieve”, and also communicate feedback to the worker so that he can be guided and understood where he needs to improve. Performance evaluation should be extended to the entire organization, without exceptions. Organizations should understand the know-how, skills, and competencies needed, even before defining the value to be attributed to the function.

After the job definition phase and determining the salary to be paid by their execution, there are a series of adjacent and consequent H.R. activities, namely, Recruitment and Selection, which goes through the process of choosing the candidate indicated for that function, taking into account the salary offered and the skills that the individual has. Recruitment requires a set of techniques and procedures with the objective of attracting potential candidates, duly qualified and able to occupy a specific position in the company whose objective is to identify the worker indicated for that function, able to achieve the proposed objectives.

Once recruited and selected, people join organizations, seeking the exercise of their functions and personal fulfillment, in addition to the objectives and obligations relevant to each position. It is up to the company to socialize the individual based on their organizational culture, thus ensuring that these assumptions are achieved. With socialization, the new employee renounces a portion of his freedom of action when he joins the organization: he agrees to obey working hours, perform a certain activity, follow the guidance of his superior, meet certain internal rules and regulations, etc. Thus, the organization seeks to induce the adaptation of the individual’s behavior to his needs and goals, strongly marking his fingerprints. On the other hand, the new participant will be seeking to influence the organization and its manager to create a work situation that will provide them with satisfaction and the achievement of their personal goals.

Socializing the individual in the organization, is a process that does not occur only when he is hired, but, throughout his permanence in the position, when there is a change of function, after some transfer, of department, sector, or geographic region, as well as when there is professional growth within the corporate hierarchy. This process must take place through capacity building and training. Also, information is the critical factor in this process as the critical factor of success in organizational socialization is associated with the level and amount of information that an employee receives at the beginning of his activities because the more information pertinent to his permanence obtain, the greater your performance and interest in your job. Human development, in the organizational context, goes beyond the simple training of the individual, while the latter has its focus on the short term and the execution of the tasks of the current position, the latter has on the motivation, on the long term, and new tasks or functions its focus aiming at the growth of the individual, also guaranteeing the valorization of the staff, enabling the professional to assume new and future positions in the organization.

Development is the long-term process for enhancing employees’ skills and motivations to make them future valuable members of the organization. The development includes not only training but also career and/or other experiences. Training is just one component of the development process, which includes all the experiences that strengthen and consolidate the characteristics of desirable employees in terms of their functional roles. The greatest challenge for contemporary organizations is to introduce feedback into their daily routine, and that this is a powerful tool for the development of people and consequently of the organization. This resistance can be broken through training, seminars, or lectures, which explain and encourage the use of feedback in the work environment. To be successful in the practice of feedback, it is important to know exactly what was the result achieved within what was expected, and, for this to happen, there are many tools available for the performance assessment to be as appropriate as possible (Carroll et al., 1999).

It is worth mentioning that there is no successful recipe for performance evaluation and that each company tends to build its way of evaluating its collaborators.

Each system meets certain specific objectives, according to the level and areas of allocation of the personnel involved. It is possible to either use several performance evaluation systems or structure each one of them in an evaluation method that is appropriate to the type and characteristics of the system. People should be evaluated independently; no matter how basic their functions, their performance should be evaluated according to the position held, according to the guidelines and training received, and the opportunities received from your immediate manager. Although performance evaluation is defined as a professional improvement technique, it is usually loaded with other objectives, such as justifying salaries, eliminating bad employees, and the correlation between the result obtained and the employee’s performance. This can produce serious problems and obstacles so that the information is kept up to date, that it is used in an ethical manner and that the evaluation interviews are conducted in such a way as to produce an effective result, and not just a mere routine task.

The method we used in the research to gather information about Human Resource effectiveness to increase organizational productivity and profitability is the interview. I conducted in-person interviews with former job applicants for the H.R. positions in top U.S. companies, most of whom became runners up and were not selected for the positions they applied for. I booked an appointment for a 1 hour interview 2 weeks beforehand, and my aim was to understand the criteria the company uses to ensure the best fit employees are employed and how they motivate their employees. I also wanted to get their view by providing them with a questionnaire with questions that pointed out what could be the best strategies for the Human Resource department. The method used discusses the effectiveness of such HRM practices as compensation management, staff development, employee involvement in decision making, and performance management. I divided the interview conduct into two groups having 189 members each. Some of the questions I asked during the interview include:

Competency-Based Questions for the Interview

• When starting work for a new client, what are a few things you like to do to get to know the person and make them feel comfortable with you around?
• What is the most challenging task you have completed as a personal assistant?
• Do you understand the role of this position? Why do you think you will excel as an assistant?
• Tell me about a time you had to multi-task. How comfortable are you handling more than one task at a time?
• What personal assisting tasks do you feel you are exceptionally good at?
• Are you a patient person? When has your patience shown in the workplace?

From the questionnaire, the first group that comprised 189 members averaged almost similar responses, although not identical in their responses. Most of the participants (102) we’re good at employee development strategies as personal assisting tasks that they felt they are good at. Notably, participants in both groups were not comfortable with multi-tasking and felt they should handle a task at a time. When asked why 56 respondents stated that work efficiency reduces with multi-tasking as there is divided attention. The participants also shunned multi-tasking for fear of poor rating at work. The second question in the questionnaire that asked about the most challenging tasks ever handled by the participants in their role as personal assistants elicited mixed reactions. Each member had experienced different challenges they termed as challenging, with the challenging aspect being subjective and varied from one person to another. What seemed challenging to one participant was not challenging to another.

From the first question in the questionnaire that asked, ‘When starting work for a new client, what are a few things you like to do to get to know the person and make them feel comfortable with you around?’, I noticed a striking resemblance in the responses of participants from group B. Forty of them wanted a new client to feel as comfortable as possible being around them. This was a coincidence since it must be noted that the questionnaire was given and answered in private.

To arrive at the sample size of 278 used in this research, I used a formula called the Cochran Formula. I selected the sample size from 1000 individuals spread across various organizations spanning different retail, manufacturing, and banking industries. However, most participants came from the finance industry as they were more willing to participate in the research. The population I was studying in this research is regarded as small hence the reason for using Cochran Formula. The Cochran formula is:

N 0 = Z 2 PQ/e 2

The desired precision level, also known as the margin of error, is e.

The approximate proportion of the population that is attributed to this research is P

Q = 1 – P

This equation that was used in reaching the Cochran formula is:

n = n 0  / [ 1 + {(n 0  – 1)/ N}]

Where n 0  is the recommended sample size in Cochran, the population size is N, and the new adjusted sample size is n. Hence I calculated

385 / [ 1 + {384/ 1000}] = 278 participants in the research which is relatively small.

In this paper, we analyze a Human Resource department summary starting with the departmental function, which is selection, recruitment, negotiation for employees’ benefits and administering them, and retention. Some of these benefits frequently discussed in this research, include Employee assistance programs, dental life, vision, health insurance, and employee compensation. The H.R. department also coordinates tea building training for senior management and middle management personnel for consideration of optional direction the organization can take to develop in the future. In the budget goals, the H.R. department should come up with, say, a 5 year budget that ensures employees’ skillsets are enough to deal with the ever-evolving technological topography in the 21 st  century coupled with the progress of the business marketplace in today’s world. The budget goals should also include employees’ benefits package that states all the benefits the employees are entitled to and distributed across the financial year.

The Human Resource programs entail the management of the employment system in the organization, which includes employee counseling and training, recruiting process, administering benefits, employee compensation, personnel recordkeeping, legislation compliance, and performance appraisals. Some of the performance objectives of H.R. departments. Although they differ from one organization to another, they include re-certification of full-time staff for First Aid and CPR and recruiting and hiring new staff as fast as possible. The H.R. department is also tasked with conducting administrative audits and investigations

The rationale for the Answers

Part A: The person specification is necessary for shortlisting of the applicants, and having the key skills in bullet points allows you to match it with applicants’ set of skills. It saves time, and the right candidate is selected.

Part B: the first job applicant is selected because he has the most matched set of skills with P.A.’s responsibilities required to be fulfilled at the organization.

Part C: Each of the six questions aims to assess the response of the applicant in different situations that are likely to determine if the applicant can handle the job pressure or not and whether he has suitable set of skills.

Critical Evaluation of the use of a Person Specification

Companies that understand the relevance of person specification in the recruitment and selection process reap important benefits in short and medium, and long terms. The purpose of using person specification is to take into consideration the skills, qualifications and experience a candidate must possess to apply for a certain position. Its use allows the companies to recruit individuals who are the most appropriate individuals for the position. Not only is this, but the person specification also allows a company to conduct competency-based interviews where the most eligible candidate is selected. Following are the benefits of using person specification and competency-based interviews:

Cost reduction: Cost reduction is always one of the goals of any entrepreneur. The use of the appropriate tools and procedures means that HRM spends less time and effort in filling vacancies. Analysts are able to manage the routine better and increase their productivity (Collings et al., 2018). By adding each small gain, the difference becomes even more visible.

Strengthening the business strategy: The hiring of people needs to be aligned with the guidelines outlined in the company’s strategic planning (Chungyalpa & Karishma, 2016). This involves issues such as cultural fit, skills, competencies, and technical capabilities of the teams that are formed. A well-structured recruitment and selection process based on personal specification can find the right professionals for the challenges that the organization set out to overcome.

Strengthening the organizational culture: Characteristics such as salary and practice area are no longer the main decision points, and the organizational culture has gained an increasing weight. All of this starts with the selection, which needs to be more careful and adopt specific methodologies to provide this differential. Turnover reduction: In an era where young people tend not to stay in the same company for many years, retention has become one of HRM’s greatest difficulties. The best way to mitigate the turnover problem is to tackle one of the root causes: selection failure.

In conclusion, the need for Human Resource practices cannot be brushed off in the modern business world. Through this research paper, we have delved into the roles and responsibilities played by the Human Resource department in the performance of organizations. A company could be having great products, but unless its staff rally behind it supportively, it is less likely to be successful. The new competitive advantage in most of today’s organizations has a satisfied workforce as it assures the best performance from the employees, which reflects on the organization’s performance. Generating more Human Resource professionals has come as a requirement in most business sectors, especially industrial sectors. It is worth noting that with the increasing knowledge work, the role of the H.R. is changing with time, with managers spending most of their time in communications, making decisions, and analysis. For sustainable business and financial stability of an organization, it is important that H.R. departments enhance tax benefits and funds opportunities. H.R. professionals need to assume more responsibility beyond just employees but also focus on the need to understand and aid in driving the economic environment and strategic direction of the organization.

Recommendations

I recommend that H.R. departments seek the involvement of donors to improve their operations. Beyond that, the organizations and groups providing donations to H.R. department should focus beyond the monetary assistance. The capabilities of H.R. can be built by active knowledge utilization. For instance, as part of Corporate Social Responsibility, a donor can help the H.R. department in the development and operationalization of the Enterprise Resource Planning (ERP), a contribution that goes a long way in assisting the H.R. department increase its efficiency. Secondly, I would also recommend that organizations build the institutional capacity to provide H.R. services. This can be done by establishing national and regional frameworks to develop infrastructure and services addressing a wide array of common needs, which includes training, compensation, financial management, and governance, all in support of the capacity building of H.R. departments.

Developing talent from within the organization is another essential recommendation that will be of great help to H.R. departments. Most companies struggle to find the right personnel skilled and matching specific roles and often overlook the potential that exists within their organization. Companies need to target employees who bear leadership potential by identifying them early and honing their skills. The company should then provide them with a vision for how they can make a contribution to the organization and their personal career goals. This can be done by providing such employees with mentors, training opportunities to acquire new skills or update their skills. Implementation of wellness initiatives is another strategy I would recommend. Promoting employee wellness plays a critical role in the organization’s financial health, considering the rising costs of healthcare. A workforce that is down due to illnesses greatly affectss the organization’s productivity, hence the need to implement a a holistic wellness program as mitigation efforts against the risks of premiums escalation.

Technology and analytics continue to increase the operations in many organizations in the world. It is a new development that is gaining traction and is becoming unavoidable in today’s business world, lest you be left behind. The senior management in organizations needs to relook at the tremendous opportunities of integrating a broad range of experiences in the organization, such as leveraging a Human Capital Management System (HCM). Most Human Resource (H.R.) departments use software for the management of payroll, platforms that often have inadequacies with regards to tax forms management, OSHA logs, employee records, and other information. Embracing the latest technology and analytics will provide security to the portal. It will be possible to manage time-off requests amongst other criteria, and the personal information records will be more visible.

Carroll, M., Marchington, M., Earnshaw, J., & Taylor, S. (1999). Recruitment in small firms.  Employee relations .

Chatzoglou, P. & Diamantidis, A. D. (2019). Factors Affecting Employee Performance: an empirical approach.  International Journal of Productivity and Performance management, 68 (1), 171-193.

Chungyalpa, W., & Karishma, T. (2016). Best practices and emerging trends in recruitment and selection.  Journal of Entrepreneurship & Organization Management ,  5 (2), 1-5.

Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A critical approach. In Human resource management (pp. 1-23). Routledge.

Dany, F. and Torchy, V., 2017. Recruitment and selection in Europe Policies, practices and methods 1. In Policy and practice in European human resource management (pp. 68-88). Routledge.

Farndale, E., Nikandrou, I. and Panayotopoulou, L., 2018. Recruitment and selection in context. In Handbook of Research on Comparative Human Resource Management. Edward Elgar Publishing.

Hafez, H. M. H. (2018). The participation of staff in decision making and its impact on performance A case study of Saudi Telecom Company (STC) 2016–2012.

Martin, G. C. (2014). The Effects of Cultural Diversity in the Workplace.  Journal of Diversity Management, 9 (2), 89-93.

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