Critical Analysis of the People Management and Development Policies and Practices at Construct It

I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.

with employees and customers with an aim of providing good quality of goods and services to the employees

Delery, J. E. & Doty, D.H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency and configurational performance predictions. Academy of Management Journal, 39, 802–835.

Report on 3 HR activities that support the organisation’s strategy and 3 ways HR professionals support line managers and their staff

Contingency Theory of Leadership posits that successful leaders must be highly adaptable, adjusting their leadership style in accordance with both internal and external factors. If leadership insists on clinging to outdated, ineffectual strategies, failure is virtually imminent. (DuBrin 2013) For instance, for years, management at Abbott County was either oblivious to or unmoved by the rapid innovation and advancement that was implemented at facilities around the country. This lack

Employees require motivation, reward and encouragement for maximum productivity. Punishment to workers not performing is also mandatory to prevent cases of poor performance. Ethical considerations must be looked at and employees must follow rules and company policies for plans made by management to be successful. Workers and management relate like a family and this has enabled the company perform to its expectation. These plans are aimed at ensuring total customer satisfaction and delight.

The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.

• It also leads to creativity and innovation since the employees have the authority to act on their own.

Human resource management faces many challenges and operates in a constant environment of change. Two of the most important challenges to the role of human resource management in the future is the ability to move to a strategic human resource model and the capacity

In organizations, the line managers ' role is important in ensuring that the implementation of HRM strategy and policies are successfully implemented. The devolution of HRM activities to line managers is potentially a useful tool for achieving through the implementation of HRM policies and practices that are consistent with the desired strategic intent (Brewster and Larsen (1992), Budhwar (2000), Hall and Torrington (1998), Hope-Hailey et al., (2002)).

As a new director of human resources at The King Company, as director; I am aware that I must play a large role in resolving the organizational issues confronting the company and develop solutions for the functional and managerial issues facing the HR department. Throughout the paper, I will describe the current relationship between organizational strategy and HR activities at The King Company. I will share some of the improvements that are needed to the overall relationship between organizational strategy and HR activities. Then I will express what I believe HR’s role should be in light of low sales numbers and also the fraudulent data. Finally I will share my opinion on what I think needs to be done to improve employee communication methods at King.

The report below sets out the importance of the HR function, explains how HR activities support the organisation’s strategy and ways HR support line managers and their staff.

The role of line managers within a HRM approach according to Storey is seen as a transformational leader who nurtures and facilitates. Recent years have seen greater responsibility on the line manager at Carole Nash from a HR perspective which has meant an increase in workload and them becoming more transactional leaders. Baker (2008) quoted that in an average week he could do up to four disciplinary meetings. This can take up to a third of a working week up for a line manager between preparation, delivery and write up. Mohrman and Lawler (1999, pp. 433-47) back up this quote by Baker by saying that line managers are now spending more time doing HR aspects of the role. This is only a fraction of a line manager’s role as they also conduct appraisals, sickness meetings, coaching etc. Line managers could be spending time with other direct reports developing them in their roles. Success is a product of

Traditionally Personnel management was usually expected to work on a short time scale, (i.e. dealing with immediate problems such as local industrial relations issues or urgent staff shortages) rather than taking a long-term strategic view of people management issues. “Note the implications for this longer-term perspective for all HR issues and the necessity for an articulated strategy for HRM, which should not only be coherent in itself but should be informed by and support the business strategy of the organisation” (Henderson, 2011)

As stated by (Taylor, 2014) strategic human resource management is an approach to the development and implementation of HR strategies that are integrated with business strategies and support their achievement. According to the (Staff, 2016) ‘line managers have a very important role to play, not only in the day-to-day management of people and operations but also in the implementations of HR policies.’ In recent years’ line managers have been given more and more responsibility from human resource managers. They not only have their original tasks but the added tasks from human resource managers.