Human Resource Management Contribution To Organisational Success

Human Resource Management Contribution To Organisational Success The aim of SHRM is to ensure that an organisation has the skilled, committed and motivated employees it needs to achieve sustained competitive advantage. A number of strategies to achieve this objective have been developed. One strategy follows the resource-based theory which emphasises that investment in people adds to the value of the company by achieving a strategic fit between resource and opportunities to effectively deploy those resources to obtain added value. Another approach is the high-performance management one, whereby processes are developed in areas such as productivity, quality, customer service, growth and profitability through the peoples skills and enthusiasm within the organisation. Another model is the one of high-commitment, where there is a reduction in layers of management, increased flexibility of job descriptions, and a reliance on team working and disseminating information, leading to primarily self-regulated behaviour of the employees. There is also the hig h-involvement approach which engages employees views as partners in the organisation aiming to create a mutual understanding of what is to be achieved and managing people to ensure it is achieved (Armstrong 2006). Holbeche (2009) in discussing SHRM theory states that it has evolved from two distinct conceptions of the link between employee motivation and behaviour and company-level performance outcomes. Researchers distinguish between hard traditional HRM and soft, committeemen-focussed HRM. Hard HRM reflects a contingency approach based on the assessment of the best way to manage people in order to achieve business goals in the light of contextual factors. This approach is founded on HRM seeking to improve efficiency by enforcing employee compliance by, for example, basing employee rewards on some measurable criteria. This approach suggests that for any particular organisational strategy there will be a matching HR strategy. In contrast, soft HRM focuses on a high-commitment-high-performance approach to the management of people. Commitment approaches to HRM aim to shape attitudes by forging a psychological link between organisational and employee goals, emphasising the need for management to recognise employees as significant stakeholders in the company. Increasingly, businesses are moving away from basic product manufacture and service and into more elaborate and complex activities which require the extensive use of information or knowledge. Strategic responses to the new knowledge economy require new forms of training and learning and development is a core business of SHRM. The advent of electronic or e-learning has become increasingly relevant in a context where more and more workplaces are dominated to computer technology, improving the development of knowledge which can be applied to benefit the employee, customer and the organisation. BP offers a blend of e-learning and structured knowledge sharing services allowing individuals to self-manage their learning either on a self-initiated means of web-based training, with fully supported online learning, or informal e-learning through communication, information retrieval and peer cooperation (Harrison 2005). SHRM has a role to play in ensuring that business planning and the planning of suitable employees match. Bohlander and Snell (2009) argue that strategic planning involves a set of procedures for making decisions about the organisations long-term goals and strategies. Human resource planning, by comparison is the process of anticipating and providing for the movement of people into, within, and out of an organisation. Overall its purpose is to help managers deploy their human resources as effectively as possible, where and when they are needed, in order to accomplish the organisations goals. SHRM combines strategy planning and HR planning and plays a leading role in human resources deployments and activities that enable an organisation to achieve its strategic goals. There are cost benefits for an organisation which has strategic focus on human resource planning. Sims (2002) relates that SHRM planning can provide a number of direct and indirect benefits for an organisation. Benefits of SHRM planning include the fact that HRM costs may be lower because management can anticipate imbalances before they become unmanageable and expensive. More time is available to locate talent because needs are anticipated and identified before the actual staffing is required. Development of potential managers can be better planned. Suitable HR policy development can aid the competitive position of a company. An organisations mission and values through their desired competitive strategy and can be supported by a set of SHRM policies and practices which drive the required employee behaviours in alignment with the business goals. This is illustrated by Southwest Airlines who utilise their organisational culture to competitive advantage. This involves an extensive selection process for hiring flight attendants whose profile fits. This includes casting type exercises where applicants are examined against a psychological profile that distinguishes outstanding flight attendants with a focus on customer satisfaction (Beardwell et al 2004). Strategic involvement a forward-looking view of employee development and career planning is a time focussed approach. SHRM which focuses on organisational practices that lead to knowledge transfer and the creation of future solutions as opposed to practices which merely correct past errors. As an example a software development company is entirely reliant on its human capital, their knowledge and skills to generate profits. The SHRM strategy which focuses on how to recruit suitable staff, and enrich and share their knowledge base to meet clients requirements will have a positive business impact (Swart et al 2005). According to Torrington et al (2008), three theoretical approaches to SHRM can be identified. The first is based on the concept of the one best way of managing human resources to improve business performance. The second focuses on the need to align employment policies and practices with those of business strategy so that the business will be successful. This approach is based on an assumption that different business strategies will require different types of HR strategies. A more recent approach is based on the perceived value of human capital. This focuses on the quality of human resources available to the organisation and their ability to learn and adapt more quickly than their competitors. The perceived importance of people as a business asset was emphasised by Barclays Group who were keen to demonstrate that their financial results were related to their people strategies ad improvements in staff satisfaction. This focus on human capital and competitive advantage is not applicable in all forms of employment, for example it is of little relevance for organisations in the public sector. There are detractors who view the HR function as lacking in the necessary business knowledge to be accepted as a strategic partner. Many do not fully accept the involvement of SHRM in contributing to business success. Loosemore et al (2003) despite numerous studies into the nature of HRM and what it represents, it still remains a widely criticised and ambiguous concept. Most importantly, its contribution to organisational performance remains unclear and is not well understood. Critics allege that rather than adding value to the business through its strategic integration with managerial objectives, the reality is that SHRM can remain a disappointingly mechanistic function. They suggest that the theory of SHRM represents a false and unobtainable image for personnel managers to aspire to, because aligning so many competing needs within a single approach is bound to be problematic. Brewster and Larsen (2000) argue that the central theme of SHRM is the link between organisational strategies and the HR function. The focus is on the place HRM has or does not have in the overall process of strategic decision making in the organisation. SHRM points towards a strategic orientation of the HR function and functional areas themselves. Here the focus is on the existence of HR strategies and on the strategic direction of core functional areas such as recruitment and selection, training and development, appraisal and compensation. Direct integration of SHRM requires the immediate participation of members of the HR department and /or HR issues in the formal or informal decision process at the strategic organisational level. Indirect integration emphasises that goal-oriented influencing of organisational decision makers that can shape the strategy processes. In European countries, personnel or HR specialists rarely reach the very highest positions in employing organisations which would enable them to make such a directly influencing contribution. SHRM has a lack or metrics which could provide a meaningful record of their strategic contribution. Price (2007) questions the effectiveness of the human resources function as a strategic partner, citing the measurement of HR success as potentially faulty. One common approach is the use of the balanced scorecard which includes a range of HR measures as well as the traditional financial and other metrics such as time to hire, cost per hire, and percentage of appraisals completed. These metrics, while important are not the role of strategic partnership and reinforce the view of HR as an administrative function. SHRM is not universally accepted in all cultures and this affects international firms in particular. Contractor (2002) discusses the joint venture experience of western companies in Japan. He relates that HR practice and competitive strategy of multinational companies in Japan showed clearly that the execution of a winning strategy in the Japanese market was often severely handicapped by the deficiencies in the human resource system. The capability gap between strategic requirements of the business and the support provided by the HRM system was evident independently of the products and industries where joint ventures were involved. Dubrin (2008) argues that while business strategy addresses the financial priorities of the organisation by identifying what business the company should be in, product direction, profit targets and others, human resource planning addresses the question of what skills are needed for success of the business. Planning helps to identify the gaps between current employee competencies and behaviour and the competencies and behaviour needed in the organisations future. SHRM planning contributes by estimating how many people and with what abilities the company will need to create in the foreseeable future, for future turnover and those likely to remain long term. In addition SHRM plans the recruitment, selection and retirement or redundancy of employees, and once hired, the training and development needs to ensure a continued supply of people with the right skill sets. SHRM can contribute to business success by focussing their efforts on development of people in line with a strategic analysis of the key influences on the present and future success of the organisation, the influence of threats and opportunities in the business environment and the competencies and strengths of the organisation. Strategic HR development (SHRD) in this situation includes analysis of current skill levels available within and external to the organisation which might affect current and future business goals. SHRD would consider the core competencies of the organisation in terms of human capabilities in existence or which might be developed, and how these might be deployed. Choice of strategic options open to the organisation in terms of products or services could be assessed against the ability of SHRD to recruit staff and train them to meet the requirements of the strategic options selected. (Wilson 2005). An agile SHRM function which is in tune with the changing business environment is an asset to a company. Jackson et al (2008) argue that understanding the nature of the organisational and external environments is core to managing human resources strategically. To recruit the right people with the right competencies and to keep these people motivated to do their best work, managers and HR professionals alike need to understand the demands and nature of the business. A computer company that competes by continually offering innovative products and services is likely to manage people differently than a retailer that competes by offering low-cost goods or a manufacturer that competes by offering the best quality possible. Furthermore, each of these companies may change is approach to managing human resources as economic and social conditions change. An SHRM function which can deliver such flexibility can contribute especially in times of business change. Armstrong (2000) relates that the concept of sustainable competitive advantage as formulated by Porter (1985) arises when a company creates value for its customers, selects markets in which it can excel and presents a moving target to its competitors by continually improving its position. According to Porter, three of the most important factors are innovation, quality and cost leadership. The ability to gain and retain competitive advantage is crucial to a businesss growth and profitability. However, Porter recognises that all these depend on the quality of an organisations human resources. An organisations HR strategies, policies and practices are a unique blend of processes, procedures, personalities, styles, capabilities and organisational culture. One of the keys to competitive advantage is the ability to differentiate what the business supplies to its customers from those supplied by its competitors. Such differentiation can be achieved by having higher-quality people than those competitors, by developing a nurturing the intellectual capital possessed by the business and by functioning as a learning organisation. The SHRM approach of focussing on changing attitudes and behaviour of employees in pursuit of competitive advantage successfully is borne out by a quote from the National Westminster Bank who stated that in strategic terms our fundamental reason for being in this position is that in a competitive world it is acknowledged that products do not differentiate you and its easy to buy technology. What actually gives the bank the competitive edge is the people that serve the customers. Kew and Stredwick (2005) discuss the role of the HR function in company ethics. Corporate Social Responsibility (CSR) is increasingly a differentiating factor in some customers relationship with companies. The theory on ethics and CSR suggests that the ethical policy can only be meaningful if it permeates all the activities of the organisation, and if everyone within the organisation internalises it, rather than pay lip service to it. This suggests that HR in its role of helping to identify the values of the organisation has a clear contribution to make. HR has the experience with values, and is well placed to canvass opinions across a wide range of stakeholders to enable it to draw up a code of ethics. This ethical behaviour extends to the concept of the psychological contract (CIPD 2003b, pp18-19). This defines the implicit deal between employer and employees, as distinct from the formal deal contained in the contract of employment. Conclusions The contribution of SHRM to the success of an organisation is effective in a number of areas such as the newer knowledge industries where the concept of people as a business asset is foremost. However, there is little evidence that SHRM is effective at the basic level of actively participating in strategic formulation at board level. It is more involved in the implementation of strategic business decisions. There are sceptics as to the effectiveness of SHRM as a concept and as to the functions ability to be a business partner. The rapidly changing business conditions means that types of employees required and their skills in aspects such as knowledge management has placed more emphasis on a strategic HR function. Successful SHRM is agile, has the ability to forward plan, recruit strategically, manage the balance of employees and develop by training and reward the competencies necessary for the modern business environment.

Case Study Analysis: Erp Implementation for Nibco

Unit 6 – Case Study NIBCO’s â€Å"Big Bang†: An SAP Implementation Professor: Richard Yellen Student: Vo Ngo Lan Phuong Course: Ham 23 ID: 217496 Professor: Richard Yellen Student: Vo Ngo Lan Phuong Course: Ham 23 ID: 217496 Hanoi, 11/2012 CASE STUDY Table of Contents I. Overview3 II. NIBCO’s implementation of ERP solution3 III. Pros and Cons of â€Å"BIG-BANG† approach for ERP4 IV. ERP project implementation: lessons and recommendations6 List of Reference9 Case Study – NIBCO’s SAP Application Implementation I. OverviewThe case shows the implementation of SAP ERP solution in NIBCO, a manufacturer of pipe and fittings, a mid-size manufacturer with about 3,000 employees and revenue over 460 million USD. The company has implemented successfully the full package of ERP solution, provided by SAP, the leading solution provider under the consultancy of Boston Consulting Group. NIBCO has gained the success by good management and project team u nderstanding, determination and experiences. The method of implementation of NIBCO for this ERP solution is running all in one day, this brings the company to a quite risky situation if something wrong happens.But the company has run the system successfully, with positive results. The implementation succeeds because of all the planning, personnel, management and the cooperation with application providers and consultants. NIBCO has over 3,000 employees and operates 10 plants, and 17 centers for distribution over US. The databases and information systems are not integrated therefore cannot communicate and collaborate effectively, which causes time and efforts wasting. Also, over the years of development, the business processes change, the information data increase, the old system cannot meet the demands of cross functional operations.With the consultants from BCG, NIBCO has developed a plan for implementation of new ERP system, using professional solution from a leading provider, SAP. The aim of NIBCO is to set up a new, large, integrated information system to replace the old system, connecting and integrating all the IS from factories, plants and distribution centers all over the country. With the initial project duration estimated as over 3-5 years, the management and project team has implemented the whole system in only 18 months, and successfully. II. NIBCO’s implementation of ERP solutionUsing the consultancy services from BCG, the information system of NIBCO was very weak and poor. The system do not support the provision of information for manager timely, did not support process of decision making, especially for functional departments as accounting, purchasing, selling, marketing and customer supports. Due to the lack of real time data sharing the management and manufacturing meets difficulties to improve quality and efficiencies. Over the years of operation, factories and departments have implemented their own modules or application such as order entry, manufacturing, distribution and accounting.Because of the non-systematic application and implementation, in separate factory and department, each user may have their own software, different version, and separate database. Therefore it is difficult to integrate and cooperate among factories and distribution centers. To implement the new system, NIBCO has used professional consultancy services, purchase leading software application from top vendor, and assigned top managers to manage project team, system development, and IS staff for planning, and integrating, designing, installing the new system.Although the BCG determined that there is a need for a change in information system of NIBCO, the current system is â€Å"poor† and needed â€Å"cut loose† to grow the company and become more global. The BCG’s suggestion for three to five years implementation should be too long, somehow, this can cause more cost and efforts for NIBCO than actual need (Brown, 2012, p. 491). III. Pros and Cons of â€Å"BIG-BANG† approach for ERP NIBCO used the approach called â€Å"BIG-BANG† for ERP implementation, or cutover aiming to put the whole information system to run in the same day, at all the factories and distribution centers, especially for common and key modules.All the business units, most of employees will be affected by the new systems at the same time. In fact, the other approach can be doing a pilot implementation at a factory or distribution centers, or only implement for only a few popular units. But this way can cost more time, efforts and cannot test the capability of the whole system. Also, with the investment in consultancy and purchasing the leading solutions from top ERP vendors, the NIBCO aim to get the new system run for all the business unit, and the real time running can also test the performance of the new system, also save cost and time for implementation.Running all at the same time can also help the testing of int egration and cooperation among factories and distribution centers. The big-bang or cut over approach requires the good skilled personnel, and also training for the new systems, working processes and running, maintenance the new system. The productivity was reported a reduction in the first month after the new system running, but improves gradually in the later months. The accounting reports can be done in two or three day, rather than two to three weeks when using the old systems.Also, with the new system, sharing and collaboration helps reduce inventory, as much as 25%, and also increase the fulfillment ratio from 80% to 95%, service quality has improved to 98%. Source: http://www. nibco. com/ The BCG consultants noticed that the legacy environment and databases are out of control, which cause IS and IT staff too busy with fixing the issues more than focusing on developing supporting system for functional activities.The company used professional consultancy services from BCG but do es not follow the suggestion from BGC, the cutover or big-bang approach was implemented because the management leaders do not support multi years plan; also the fund for the project was 17 million USD, and will take one fourth of the company’s members to involve in implementation for the project. The shorter time the project takes, the better and more effective it will be. IV. ERP project implementation: lessons and recommendations 4. 1. Human resource for ERP projectProject was leaded by the CEO, as the project Champion, Rex Martin, who acted as the project leader and project champion. The top manager plays the key role to the ERP project, because this type of project will involve and affect all people and departments and units of company. With CEO in charge, the project will be supported by all the Vice Presidents in decision making and raising the resources for the project. The CEO set up the Executive Leadership Team to act as the screening and monitoring committee, this team plays a key role in managing the project because it help to make sure that all decisions are made at the highest level.The CIO, and also the Vice President, Scott Beutler was responsible for the ERP package, it means that the VP of IT and IS will be responsible for the functionalities of the software application, during process of project. The Information system managers, Gary Wilson, together with all the IS staff (about 30 people), will be involved in project, support the operations and implementation, development, maintenance. The CIO, IS leaders and IT staff will the support of top leaders will play key roles in assessment of ERP packages, testing, demonstration and operating the systems.The key modules of ERP package for NIBCO, SAP R/3, includes: finance, supply chain, material, warehouse management, production planning and management, sales and distribution. Also, the HR module was purchased but will be implemented later. The leaders have played key roles in running the p roject, for example, Beutler manage the business process; Wilson for technology and software packages, and Davis for managing project activities. Because of the scale of project, and it potential effects, one fourth of the company directors have been appointed to the project management board.This shows the commitment of the managers and also provide enough human resource for project to make sure that it can cut time from 3-5 years to 18 months. The participant of leaders and managers will make the project decisions faster and it may be the key reason for shortening the duration of project. 4. 2. Working with solution vendor ERP project requires both software, hardware, networking partners to involve in implementation. NIBCO has selected IBM as third party provider for the system’s infrastructure, SAP as the software solution provider.For the experts and engineer support, NIBCO and partners appoint six consultants for functional and business processes, who work regularly with the project team. Also, the maximum personnel can be raised to as many as 50 consultants at high time. The other personnel are also provided for training, reporting, programming, technical assistance, knowledge management †¦ All the supports are officially stated in the contract with solution providers and partners. In fact, Wilson has an IS department and personnel number up to 30, also he had mainframe application, HP and IBM platforms.The NIBCO has four legacy systems for order entry, manufacturing, distribution and accounting, but the problem is they are bought separately, with separate databases, which make integration difficult or very hard to implement. NIBCO has considered and evaluated seven ERP packages in depth and in details. With the experts and business from functional departments involving in assessment process by testing the modules, from several vendors. They are also sent to visit the previous or typical customers to get the feedbacks from real users.The key c oncern was the finance and supply chain management modules, using the shared database, and should be able to connecting and integrating all the modules together. 4. 3. Project management team The scope of the project is decided for all the factories and distribution centers, the operation was stared on the same day for ten plants and all distribution center. This decision for scope was quite risky but saving time and cost for NIBCO. The project team was released sooner than planned, the productivity was down a little bit but improve gradually, the project cost was a little under budget.All these factors are because of good experience and collaboration in project management. The key to success may be the Tiger triad, which was led by Wilson and Beutler, who was working full time with ERP project. The Martin was added by CEO appointment to joint Beutler and Wilson as a third co-lead project. David with experience in total quality management could help project focus on change managemen t and maintaining quality. 4. 4. Training inside specialist For ERP project, training and technology transfer is key to success.Core knowledge and skills need to be transferred to IS department and all the functional departments for operation and maintenance. Source: http://www. sap. com/solutions/bp/enterprise-resource-planning/solutions-overview. epx Four director leaders and two business system analysis were selected for review roles, working with other leaders from sales and distributions. One fourth or seven out of twenty eight directors of NIBCO have been selected for project as full time. These people must have good business knowledge to see the potential issues and settle conflicts. 4. 5. Project team assignmentThe project managers are assigned for specialized teams, including: sales and distribution, financial, material management, and production management. Each team work together with experts from solution vendor. Business member will consider process, business functions, power users, business process analysis. IS and IT engineers will be responsible for technical sides, including infrastructure, programming, testing, installation and running. Each team has their supporting IBM consultants, with their technical knowledge to that they could make joint decisions, and also transfer the knowledge to NIBCO core team at the same time.Consultants from solution vendor, SAP, also work together with the team. The final project cost was 17 million USD, and one third for infrastructure cost, including the solution software. One anther third for education, team work and the last one third for consulting (Brown, 2012, p. 501). 4. 6. Experience in change management The cutover approach or big-bang implementation of ERP package as NIBCO used requires a good change management in all business functions and department. Because business processes are changed, much or little depends on the nature of business, therefore all the related staff will be affected.Also, the ap plication in wide range, all ten first factories and distribution centers will be affected same day, same time. The key to success of NIBCO implementation can be the careful planning and actions. The analysis and design, communication and management effectively, as well as the good coordination with consultants and vendors’ experts. The support and direction from top management to departments’ heads involving the implementation of ERP can also contribute to the success. Big bang implementation requires change management that was not key strength of IBM.Training was used widely to increase skills and knowledge of users, with 450 different business activities in 15 locations. Open communication by provision of information to project teams, over 1,200 hours of training, over four months before going online or Go Live. The grace period was used for more scenario training, with more focus on business processes. After intensive, effective and serious training, the company co uld be ready to operate R/3 on its own without solution or partners expert working on site. List of Reference 1. Brown, 2012, Information Technology Management – 7th Edition, Prentice Hall

Fashion, Fade and Craze in Adolesence

Fashion and teenagers!!! Fashion is a popular way of behaving which includes a popular style of clothes, hair, etc, at a particular period of time. Fashion began from the early stone age and lots of upheaval have occurred till now. Len the early age people used to be half naked and wear dresses made from animal skins, leaves etc. And carry different weapons like bows arrows, spear heads which resembles that they are following the fashionable trends present at that time.I was highly influenced by what French designer Coco Channel once said , â€Å"Fashion is not something that exists in dresses only. Fashion is in the sky, in the street, fashion has to do with ideas, the way we live, what is happening. â€Å"Fashion and our lives is interlaced with one another and it is reflected by our contemporary life activities. The teenagers are mostly attracted to the western fashion culture and they are triggered by the exotic western dresses like beautiful clothing etc.Students want to crea te the unique image and for them fashion is like a way to express their inner self and by having the latest clothing they want to look cool. Many of them think fashion helps them create an aural psychic influence and it pervades and highlights their resend in the surroundings. Teens are mostly influenced by the latest trends ,colorful designs outfits. And there wardrobe is full of different brands which like Giorgio Airman, Dior,Levis,Gucci,Louis Button, Denim .Both boys and girls awesomely like to wear casual dress and formal style will be used only in the serious environments like when having a ceremony or performing business meetings, official talks and seminars. Teenagers are mostly inspired and influenced by their celebrities, models and fashion media and the college boys and girls are also trying to leonine themselves. Their fashion icons are their all time favorites artists which teaches them how to innovate ,develop and create new stylish things and from them they also learn t that how to look the worlds from the new perspective. En of the teenager said that the role models provide encouragement to them for doing the right things in a friendly way.

The Institution Of Marriage - 1332 Words

The institution of marriage has been constantly evolving, and still is. Throughout history, matrimony has been a matter of power, money and survival rather than emotions. It has only been in the last 200-300 years that people started marrying for love. (3) The history of marriage dates back to the ancient world, 4,350 years ago. Before then, marriage did not exist. Anthropologists believe families consisted of groups of up to thirty people, where the women were shared around. When a child was born, it belonged to the whole tribe or community. As hunter-gatherers became an agricultural civlisation, a more stable arrangement was needed. (4) The first recorded marriage between a man and a woman was in 2350 B.C, in Mesopotamia. (5) Medical texts from ancient Mesopotamia provide transcriptions and practices for curing all forms of sickness and disease. There was one malady, however, which had no cure: passionate love. From a medical text found in Ashurbanipal’s library at Nineveh comes this passage: â€Å"When the patient is continually clearing his throat; is often lost for words; is always talking to himself when he is quite alone, and laughing for no reason in the corners of fields, is habitually depressed, his throat tight, finds no pleasure in eating or drinking, endlessly repeating, with great sighs, `Ah, my poor heart!’ – he is suffering from lovesickness. For a man and for a woman, it is all one and the same† (Bottero, 102-103). (1) In the Ancient world,Show MoreRelatedInstitution Of Marriage1086 Words   |  5 PagesEric Behm Professor Justin Smith English Composition 101 12/10/14 Institution of Marriage The idea of two people spending the rest of their lives together used to be an extremely common occurrence. 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