Improvisation and clear understanding of the current management trends and practices:
To begin with, one of the most important factors that affect the performance of an organization is the Human resource. The development of organizational commitment , so as to improve the productivity and performance needs effective human resource management practices .Organization it is growing, developing, maturation and decline stage needs Hr managers with different traits and thus to improve work efficiency and enable the organization to exists and grow better as well as to retain the talent resources .
The management of human resources has emerged as a critical factor in creating and maintaining the competitive edge of the business .The Hr manager should be a business partner as well as the facilitator who plays the role of the strategist in the organization.
At first , the core business of human resource managers is recruitment , allocating resources to the vacancy position , Training personal ,managing the profile of the resource , contracts signing process and other transactional process .Later , sustaining the talent resources is the greatest problem faced by the Hr department . so the role of Hr managers faced a profound change as the enterprise grows along with the changing society .
At present , many organisations Human resource base is week. The organizational structure is not clear, the hierarchy is not well defined and is changing as the organization grows .Job analysis by the Hr manages is not clear , work authority, job specifications and qualifications required are also vague .so the Hr manages traits need to be improved as the society is rapidly changing This study aims to provide the updated views on the competency needed for future Hr managers and looking in the new management practices.
International HRM practices :
It could be argued that the practice and study of IHrm has evolved alongside with the globalization . The term `International HRM ` is often given to the Hr managers in Mutli national corporations (MNCs).
Hr managers are in a position to understand the cultural diversity and integration . as the Hr practices now developed from personal management to strategic and coherent approach . The need to understand and study the concept of cultural diversity.
Establishing a clear responsibility system among the work forces
and effective empowerment so as to avoid disputes due to cultural diversity .
People centered management:
Human resource management is the “people-oriented”, which will be developed, utilized and managed as an important resource so that employees can actively and creatively work.
The people side of managing is important too. People are central to implementing the company’s management functions at all stages . the other management functions–planning, organizing, leading and controlling–are the vehicles through the company breathes life into its strategy.
The Strategic Human Resource Management practices (SHRM):
When an enterprise develops to a certain degree, the transition from enterpriser-oriented HR management to professional manager-oriented SHRM is necessary.
Strategic human resource is the source that creates corporate core competitiveness. Based on corporate strategies, SHRM helps analyze present situations of human resources and formulate reasonable HR policies that meet corporate needs according to internal and external environment. SHRM also benefits the establishment of an efficient HR management system, as well as the recognition, development and realization of core capacity required for corporate strategies.
The Strategic process of HR involves the strategy formulation,
implementation, and evaluation and it has stressed on some of the
critical external and internal factors involved in this process.
Strategic planning involves making decisions about where the organization wants to be tomorrow. Clearly defining the problem, therefore, is critical at this stage.
Strategic planning usually starts with identifying the driving forces in a firm’s environment. These forces can be economic, demographic, technological, and competitive.
In the next stage, the strategy itself is generally formulated. .
In stage three, strategic planning cycles back to the overall planning process: planners turn to creating plans for actually implementing the strategy. Specific strategy-related goals are formulated and assigned to the company’s managers, who in turn are responsible for crafting plans to ensure those goals are reached.
Contrast between Traditional and Strategic HRM :
Due to the tremendous differences between traditional perspectives and SHRM, the organizations are facing the transitions and tremendous changes .
The traditional HRM focuses mainly on the basic activities and is transactional in nature. SHRM requires a different mindset and it focuses on transformations as well as transactions .it focuses on the change management and preparing the work force to face the change and to avoid fear and resistance to change .
Strategic Human Resource Management Practice is to enhance staff efficiency to carry out job responsibilities, and motivate employees to the achieve the business goal and create Opportunity.
Integration of management functions :
In the process of Hr management , the organization should consider strategy , which is based on the organizational goals .determining the key factors includes recognition of high performance employees and core competitiveness.
Value chain management refers to integration of the human resource management of each function such as planning, organization, staffing ,controlling and budgeting .mutual coordination between the functions forms a sound human resource management value chain system and maximizes the function of organizational human resource policies and systems .In the traditional HRM this is the weakest point , so it cannot effectively serve the enterprises .adapting the integration of functions in the modern era provides understanding of job analysis in variouse management functions and also the foundation of human resource value chain system and provide maximum efficiency.
HRM has to focus on overall development of human resources, forecasting and planning , making human resource development strategy on the basis of long term goals of the organization.
Humanized and systematic management:
HRM is considered as a system that involves scientific assessments and evaluation practices , uses new technologies and methodologies in all managerial functions .it considers the human emotions ,self-esteem, ownership, gives importance to individual strengths so as the adopt employees with the organization and emphasizes more on family based management concepts.
Adopting dynamic management in dynamic organization:
HR management under new emerging ideas is the dynamic management, emphasizing the overall development and system operation.
Clarity of thoughts is required for the Hr managers. Most Hr managers often gets confused on what role they like to play in the organization .Clarity of role is not clear , neither from themselves or from the organization or from the customers(employees) .because of this ,HR managers fail to take decisions and corrective actions. So adapting to the dynamic management is highly recommended.
This management form not only gives clear cut idea on employees’ work, but also design the career for them according to organizational goals and personal situation and giving full scope to the talents.
Human resource management has moved from traditional administrative and operational roles and extended to strategic role .HRM not only involves the employee’s career development, considers the overall staff and enterprise development and provides follow-up support.
More focus on the future- Future management :
The future management model is all about removing roadblocks from the paths of the employees in order to help them success .this extends beyond managing the people by empowering and engaging them in all functions. The traditional HRM follows the idea of management based on the fear to change and relies mostly on fear and control.
The truth is that the HRM is a challenge rather than a profession. Adopting modern practices and trends in the current era so as to cope with the changing society in order to have effective utilization and sustaining the talent resources.
Toyota's HRM Practices in the UK Essay
1815 Words8 Pages
Toyota's HRM practices in the UK
This report examines Toyota's HRM practices in Japan and looks at how changes were made when setting up the European plant in the UK. Toyota were faced by the pressure to remain internationally consistent with their HRM practices, which include, employee commitment, employee integration with the organization, flexibility and adaptability and lastly quality. However there were local cultural forces which also needed to be taken into account.
The HRM strategy in Japanese companies is supported by the six pillars of Japanese employment practice lifetime employment, company welfare, quality consciousness, enterprise unions, consensus management and seniority-based…show more content…
Toyota is a global business.
UK business culture
Weiner J (2004) suggests that the business system in the UK has been influenced by cultural and social factors .This reflected deep-rooted class divisions in British society, and has led to hierarchies within the business system. Chandler (1994) has used the term "personal capitalism" to describe British business culture. This was shown by the Persistence of family ownership and control, Aversion to professional training and a preference towards immediate consumption rather than reinvestment of profits. Britain's business culture is also referred to as a proprietal system failure to co-ordinate between strategic management and the shop floor. Stereotypical views about which jobs are suitable for men and which are suitable for women still influence young people's career choices. The motor industry has always been regarded as heavily male dominated and although there have been some changes in recent years, this is still the case. Of 566,000 people employed in the industry (almost 80%) are men and only 20% are women. Management and worker representatives in the United Kingdom are trained to negotiate, form agreements and stick to them. The shop steward is elected by the workforce, he represents the working people in their place of work, he talks for them to the management, he negotiates for them, it is he who is backed by