Pms And Contextual Framework Of An Organization Essay

In analyzing the concepts discussed in Human Resource Management, I have found an interesting mix of education and forethought into the role of a human resource manager. Many of the aspect of human resource management such as HR planning, recruitment and selection, as well as, human resources development and labor relations all play a significant role in the success of any organization. There are many benefits to the learning that has taken place in this course that has helped me better understand HRM and its roll that will shape not only my position in business now but for future

To organize and prioritize the current and future projects in the pipeline in a way that fits into the PMB budget of $5B, and ensures projects that increase sales, growth, and stockholder value are of top priority, whereas projects that are not beneficial are either put on hold or discarded.

Organizational issues are often the most difficult part of managing projects. Taking the time to analyze an organization can help identify, understand, and solve potential problems. All organizations consist of four different frames: structural, human resources, political, and symbolic. Each of these frames describes a particular way of looking at organizations and how they function. For example, it can be used to identify the project stakeholders to help meet their needs and expectations or simply can be used to decide which college to attend.

During the recent past however, when the company became a more dominant global competitor and a publicly traded conglomerate, the numbers of employees leaving the firm have increased, generating adjacent problems of employee recruitment, training and retention. In other words, the major challenges currently faced by the company are related to talent management. At a more specific level, the issues refer to the following:

Brayman, J., Grey, M. & Stearns, M. 2010, Taking Flight to Literacy and Leadership, Rowman & Littlefield, viewed 16 December 2010,

Companies and HR professionals have jobs they need to fill to meet their business goals to meet, but the process is broken. There are millions of people still looking for work and jobs openings that are being left unfilled. According to 17th Annual Global CEO Survey conducted by PwC, HR and talent shortages are significant problems. “93% say that they recognise the need to make a change, or are already changing, their strategy for attracting and retaining talent. But there’s still an enormous gulf between intention and action; a staggering 61% of CEOs haven’t yet taken the first step.”

Stage 4 - Companies in this stage have broad analytic capabilities for solving local problems, but not at the organization level. Due to duplication of efforts and lack of appropriate employee skill sets and attitudes, the organization has some work to do to reach this level of analytical maturity. The CEO and executive team are supportive of analytical focus, but are not passionate about competing on this basis.

Instead, human resource practices of ‘best fit’ are more effective when they are designed to fit certain contingencies in the organization’s specific context. Consequently, ‘best practice’ is perceived to improve performance within an organization when a select bundle of policies is implemented and the employees are managed more efficiently. Jeffrey Pfeffer’s (1994) work under this conception offers a list of seven practices assumed to be most beneficial to an organization for achieving competitive advantage ‘through people’. (1) The importance of employment security is emphasized because it is unrealistic to expect such hard work and commitment from employees without some expectation of security on their part. (2) Selective hiring is a source of sustainable competitive advantage through its “capturing” of particularly exceptional human talent (human capital). (3) Self-managed teams require efficient teamwork, and are seen as a route to achievement of more creative solutions. Employees deserve to be rewarded for

The company’s determination in investing in its human capital has proven beneficial in many ways, such as constant improvements and cordial environments. The Recruitment process of companies should be centralized which means that every decision is made with the consideration of the top level management and should prefer involving the entire department’s decision.

The behavioural competencies of the large workforce can be determined and gradually modified by the management to fashion issues such as team working and company culture. Attention has switched from rigid lists of individual skills and abilities that are much more valuable for SME 's, to broader-based competences. In general, there is greater regard for personal flexibility and adoptability – a reorientation from present to future stability (www.hrmguide.co.uk). In stark comparison to large organisations, SME 's often rely on extended social networks in attracting and retaining employees, as many owe their survival to low labour costs (Hilbert et al, 1994) "The importance of the recruitment and selection process which is essential of organisational competitiveness and a failure to approach this function effectively will have consequences for future job performance," as was aptly recognised by Nankervis, Compton & McCarthy, (1999). "A good recruitment system is crucial to the organisation, because the recruitment of suitable employees will improve retention and morale among the existing workforce by accentuating to those both inside and outside the organisation the importance it attaches to people" (Hall et al 1991). Large organisations usually have an intense recruitment system composing of various styles of interviews such as the behavioural based criterion, the

The four reasons that HR managers should be strategic business partners are ; to increase productivity of the labor force which will in return increase the profitability of the organization, it helps with competency and talent management, business is a changing environment and to neutralize the effects of globalization in the business landscape7. HR managers can increase the productivity of the labor force by using different policies, procedures and practices. HR managers can also work to increase pay and benefits that the company offers to increase productivity. When employees are productive, the company will make money and thus more profitable. Talent management and competence are also important for a workforce. If employees are not set to be successful or competent, then a high turnover rate will occur. Instead through the incorporation of policies, procedure and practices, employees can become competent and their talent managed correctly. This will in turn increase the retention and lower the turnover rate, which in effect saves the company money. The changing business environment is very fast paced and busy as well as stressful. This could be a large contributor to the high turnover rate and low retention rates. The HR manager can make a significant impact in reducing the attitude in the environment and improve the method of handling constant change. Globalization has made a large impact on business. Through policies, procedure and practices, the

For the past three decades, privatizing some Human Resource functions or the whole HR department in the public sector became prominent, as Public Human Resource Management (PHRM) was

As competition increases, companies will be under pressure to curb costs and stretch every rupee. In such situations, instead of companies focusing on business-at-hand and putting "people" issues on the back burner, they should focus on retaining high-performing employees and keeping them motivated." The best companies consequently know that in all business climates taking measures to retain valued employees saves money, preserves margins and leads to better business opportunities.

A project paper submitted to Othman Yeop Abdullah Graduate School of Business Universiti Utara Malaysia in fulfilment of the Requirements for the degree of Master of Human Resource Management

Generally, the human resource function of management revolves around the areas of employee recruitment and selection, appraisal, motivation and development within the firm. In practice, however the productivity of the employees is primarily centered on the type of leadership and employee motivation. Failure to appropriately deal with these two areas leads to constant strife and divisions within the firm creating high loss time and under-performance (Noe et al., 2010). This impairs the overall productivity of the firm and thus diminishing profitability margins for the firm.