A Report on Human Resource Management

Question: Explain Guests Model of HRM (Human Resource Management)? Answer: This document is meant to address the entire organization on some key aspects that requires attention of all members. As our sales organization aims at increasing the sales volume in the recent years, it is important to understand the key needs of the situation(Minten, 2010). Our organizational members, specifically the sales workmen are to be motivated thoroughly to result in increased productivity. Sales team is the backbone of our organization, and so they must be motivated whether in cash or kind to deliver equally effective performances to the organization. It is the responsibility of the managers to communicate and discuss important organizational matters with them(Duncan, 2001). The line managers must also involve them in the process of decision making. This adds to their interest to deliver optimally within the organization. The theory that is relevant here is that motivational theory. All line managers are required to understand the importance of motivation of organizational employees. This document is meant for the line managers and all other staffs of our healthcare organization. Healthcare sector includes all those places that deal with healthcare services of common people. Here in these organizations the management needs to be extra cautious and aware of the various requirements of the organizational departments (Davis, 2010). The managers need to ensure that the organizational members deliver their assigned responsibilities effectively to accomplish the overall organizational objectives. The medical and healthcare staffs are to be trained for their respective roles so that they can accomplish them successfully. They are to be thoroughly encouraged by their immediate managers so they dedicate themselves completely to achieve organizational objectives to ensure increased profitability and recognition as an effective organization (Bonias, 2009). The theory that is relevant here is that motivational theory. All line managers are required to understand the importan ce of motivation of organizational employees. Another mentionable theory is that of importance of training and development which requires effective training to organizational staffs for their enhanced performances. As mentioned in the given requirement, it can be stated that line managers do have significant roles to play to achieve the strategic goals of the organization particularly in developing quality workforce. As human resource forms the most important assets of an organization, special emphasis is to be given to develop the workforce. It not just enough to hire effective workforce for an organization, but also maintain them effectively to conduct desired operations and activities within the organization (Naidu Chand, 2014). Maintenance of effective and potential workforce refers to the need to encourage them thoroughly to deliver their best output and effort. In other words, organizational employers and that of employees must be at cordial relationship. Effective relationship among both enhances and facilitates achieving of organizational as well as personal goals and objectives. In this context, Storeys 27 point model may be referred to. Storey refers to human resource management as a n approach whereby organizations value its workforce individually and also collectively owing to their joint contribution to organizational performances ('Organizational Behavior 1: Essential Theories of Motivation and Leadership', 2006). He distinguishes between personnel management and that of HRM in a way whereby personnel management means a process where employees comply with the regulations laid down the employers (Osterloh Frey, n.d.). It basically concerns with recruitment, employment laws, and payroll. He had identified 27 points of basic differences between personnel management and that of human resource management. These are mentioned below: Dimensions Personnel and IR HRM Beliefs and assumptions 1. Contract Careful delineation of written contracts Aim to go beyond contract 2. Rules Importance of devising clear rules/mutually 'Can-do' outlook; Impatience with 'rule' 3. Guide to management action Procedures Business-need' 4. Behavior referent Norms/custom and practice Values/mission 5. Managerial task vis-a-vis labor Monitoring Nurturing 6. Nature of relations Pluralist Unitarist 7. Conflict Institutionalized De-emphasized Strategic aspects 8. Key relations Labor management Customer 9. Initiatives Piecemeal Integrated 10. Corporate plan Marginal Central 11. Speed of decision Slow Fast Line management 12. Management role Transactional Transformational leadership 13. Key managers Personnel/ IR specialists General/business/line managers 14. Communication Indirect Direct 15. Standardization High (e.g. 'parity' an issue) Low (e.g. 'parity' not seen as relevant) 16. Prized management skills Negotiation Facilitation Key levers 17.Selection Separate, marginal task Integrated, key task 18. Pay Job evaluation (fixed grades) Performance-related 19. Conditions Separately negotiated Harmonization 20. Labour-management Collective bargaining contracts Towards individual contracts 21. Thrust of relations with stewards Regularized through facilities and training Marginalized (with exception of some bargaining for change models) 22.Job categories and grades Many Few 23.Communication Restricted flow Increased flow 24.Job design Division of labor Teamwork 25.Conflict handling Reach temporary truces Manage climate and culture 26. Training and development Controlled access to courses Learning companies 27.Foci of attention for interventions Personnel procedures Wide ranging cultural, structural and personnel strategies Source: (Osterloh Frey, n.d.) This model of Storey reflects that human resource management is the central body to incorporate corporate planning within the organization, line management, third component, imparts transformational leadership role to the human resource specialists within an organization. Although there are some key differences between personnel management and that of human resource management of an organization, the roles and responsibilities of strategic human resource management have evolved out significantly and this demands for an effective relationship between organizational management or employers and that of employees. References Bonias, D. (2009). Managing Human Resources 10e20091Susan E. Jackson, Randall S. Schuler and Steve Werner. Managing Human Resources 10e . Mason, OH: Southà ¢Ã¢â€š ¬Ã‚ Western Cengage Learning 2006.Management Research News,32(7), 701-703. doi:10.1108/01409170910965288 Davis, G. (2010). Do Theories of Organizations Progress?.Organizational Research Methods,13(4), 690-709. doi:10.1177/1094428110376995 Duncan, W. (2001). Stock ownership and work motivation.Organizational Dynamics,30(1), 1-11. doi:10.1016/s0090-2616(01)00037-7 Minten, S. (2010). Managing human resources in the leisure industry.Managing Leisure,15(1-2), 1-3. doi:10.1080/13606710903447964 Naidu, S., Chand, A. (2014). Cultural ideologies of managing human resources versus western ideologies of managing human resources in Samoa.IJBG,13(1), 58. doi:10.1504/ijbg.2014.063394 Organizational Behavior 1: Essential Theories of Motivation and Leadership. (2006).Personnel Psychology,59(3), 757-759. doi:10.1111/j.1744-6570.2006.00052_6.x Osterloh, M., Frey, B. Motivation, Knowledge Transfer, and Organizational Forms.SSRN Journal. doi:10.2139/ssrn.230010