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The Importance of Four Behaviors

1.Critically discuss the extent  of FOUR of the Behaviours (Professional Map) are Important for Effective HR Professionals.

2.Evaluate the TWO key differences between the Competencies Identified by Ulrich (2016) and those Identified by the CIPD.

The aim of this study is to understand the relevancy of human resource management in any business organization. It helps in better understanding of the scope of legal framework, significance of the human resource management in the companies and business organization.  There are various types of factors comes under the human resource management that helps in the management of the human asset working in the company. They help in the motivation of the workforce, and also set standards of the motivation (Strohmeier, 2007).

There are various types of conflicts present in each and every organization that are also resolved by the human resource department of the companies. In this report, the study of the same will be conducted in a detailed version to learn about the human resource management. The report consist of two question related to the behavior of the human resource management. The human resource manage totally depends on the behavior of the workforce working in the company. They can be like Curious, Decisive Thinker, Skilled Influencer, Personally Credible, Collaborative; Driven to Deliver Courage to Challenge, Role Model, etc. the discussions on this behavior will take place and the theories to manage this behavior (Townsend, and Wilkinson, 2010).

1.The extent of four behaviors of the professional map is very much important to have effective Hr professional. We are totally agreed with the above statement. There are various types of behaviors found in the people like Curious, Decisive Thinker, Skilled Influencer, Personally Credible, Collaborative, and Driven to Deliver Courage to Challenge, Role Model, etc. the behavior of the people are perceived on the basis of these behavior of professional map (Björkman, Fey, and Park, 2007).

Behavior

Definition

Curious

·This type of people are very much focused on their future

·They are inquisitive  an open minded

·They seek out evolving

·Innovative

·They can as value to the organization

Decisive thinker

·They are the people who have the caliber to grab and analyze the information and data in a very lees time

·They can use information, and insights very properly

·They are eligible to fine best option using their skills,

·They can make effective recommendations

·They can also make robust and defendable decisions

Skilled influencer

·They are the people who are captive in influencing others and make other to make commitments

·They support the company form the diverse stakeholders so that the organizational values can be achieved (Aguinis, and Pierce, 2008).

Personally credible

·They are very professional as they combine all the commercial and HR expertise so that they can bring value to the organization, value, stakeholders, peers, etc.

collaborative

·They work very effectively

·They are inclusive of range of people

·They manage both internal and external people.

Driven to deliver

·They can demonstrate determination

·Resourcefulness

·They can also deliver purpose  to deliver  the best output to the company

Courage to challenge

·They are the most courageous  and confident people

·They can speak up and inform of many people

·Highly skills

·Challenge others

·They manage to work in unfavourable and unfamiliar circumstances

Role model

·They set example in the company

·They cats with integrity

·Independent and impartial

·Balance the personal and the other legal parameter in the company.

The Hr map help in professional development and also to make future plans for the team.  They help in making strategy for the human resource preset in the business organization (Janssens, and Steyaert, 2009). There are basically four bands in the professional competence that are mentioned in this professional map. These four bands show the entire behaviour, professional areas and competencies (Stahl, Björkman, and Morris, 2012).  There are key areas for each of the band present in the Hr profession map that is

  • Relationship with the clients and customers
  • Focus on the activity
  • Where the time has spent
  • The services offered to the clients
  • Results and measurement (Lujan, Ramirez, & Cantu, 2007)

Band 1

Band 2

Band 3

Band 4

Relationship with the clients and customers

The aim is to deliver the fundamental

they are the adviser and lead the issues and problems

They are the consultant, cooperatives and also the partners

They are the leadership colleagues, clients, confident, and coach

Focus on the activity

They help in the client support

They los help in the processing activities that are immediate and ongoing in nature

They try to understand the issues and also the parameters of issues, analyze the situation,  evaluate the situation, and find out the likely consequences

They are the leading team in the professional areas, they also address the HR challenges as the organizational level, they make a medium and longer term focus on the activities

They lead the functional and professional areas, they also lead the organization,  they try to develop the policies and strategies of the company, Hr strategy,  and partnership with the clients

Where the time has spent

They help in providing the information, manage the data and information, process , and then delivery

They try to handle the issues and problems

They try to make flexible and give recommendations for the same.

They try to understand the functional and business realities

They provide insight and linkages

Flexible and innovative solutions, risk analyses.

They try to understand the organizational and industry relatives and client need and develop strategies and plans

The services offered to the clients

They provide facts and information

Delivering of fundamentals

Process support

Peace of mind

Ideas

Insights

Challenges

Solutions

recommendations

Ideas, insights and challenges

And provide solutions

They take safe decisions  and manage the issues

Results and measurement

Execution of the excellence, efficiency, accuracy, flexibility,  and silent running of the business organization

Issues and problems

And satisfactory solutions

They also repeat the business activates

They are the trusted partners  and set the leadership table

Lead the team, sort out the queries of clients, and manage the performance

2.The competences frameworks are the ways that make the clarity in the expectations of the performance and they have the caliber to set a clear link in the organizational performance and individual performance. The aim of developing and implementing the competency is to be balances. It has to be take care that there must be flexibility and avoiding of non- inclusive approach and overall perspective (Janssens, and Steyaert, 2009).

Behaviors in the Professional Map

The difference between the two competencies help in development of nature of the both competency and their frameworks in the theory and practical way (Latham, 2007). The CIPD research helps in exploring the past ad also the current scenario of the competency frame work. It also highlights the strengths and weakness of the company. The competency approach provides and offers guidelines that helps in the effective development and implementation of the frameworks related to the competency (Brink, Fruytier, and Thunnissen, 2013).

The two key differences between the competencies that are identifies by the Ulrich and CIPD are that the Ulrich model is little rigid as compared to the CIPD competency model.  There are six major competencies of Ulrich model while there are behaviors in the CIPD competencies.

Ulrich believes in the Hr talent and management according to which the Hr professionals play a vital role in the overall effectiveness of the company and its performance (Dent, and Whitehead, 2013).

The competencies of Ulrich were given by Dave Ulrich in which 6 key competencies are there for the success of the human resource department-

  • Strategic positioners who understand evolving business contexts and bring effectiveness of the company
  • Credible activists who can build the relationships of the trust as they have te capability to bring effective output in the company
  • Capability builder who can define create and audit the capabilities of organizations. It helps in the effective and efficient management of the human resource present in the company.
  • Change champions who can make changes and take initiative and also sustain changes in the company. They take safe decisions and manage the issues
  • Hr innovators and integrators who always try to look forward and to the new ways to do Hr practices
  • Technology proponent who can use technology for the effectives and efficiency to connect the employees. They are the leading team in the professional areas, they also address the HR challenges as the organizational level, they make a medium and longer term focus on the activities.

The CIPD professional map helps in captures the behavior and knowledge that human resource management requires to demonstrate. It helps to meet the requirement and needs of the professional membership (Latham, 2012). The professional maps helps in defining the building block related to the effective people and the management practice out of all the behaviors   that help in eight fundamental behaviors that help to underpin the practice. The map is flexible in nature so the decision can be take place according to the chosen area.  The Hr map help in professional development and also to make future plans for the team.  They help in making strategy for the human resource preset in the business organization (DeNisi, Wilson, and Biteman, 2014). There are basically four bands in the professional competence that are mentioned in this professional map. These four bands show the entire behaviour, professional areas and compentencies.  The various types of part of CIPD professional map are

Professional area

The professional map is related to the need that is required to be done. It is the activities, knowledge related to the HR professional that are related to the four bands of the professional competence

The core of the professional map that is the foundation and base of the Hr capabilities that works regardless of any location, stage, role, etc. (Sandberg, and Alvesson, 2011)

Key Areas for Each Band in the Professional Competence

Behaviors

There are various types of behaviors that are describing gin the detail that help the Hr professionals to describe and define the people working in the organization (Greenwood, 2013).

Bands and the transitions

There are basically four bands that help to provide a clear focus and pathway to the development panning and activities (Pio, 2007).

Conclusion

It can be concluded that HRM theories are very effective and relevant. They help in making strategies and policies of the Human resource management of the company.  They provide significant knowledge about the nature and behavior of the people who are working in the business organization. There are lots of issues and challenges faced by the HR professionals due to the changes in the nature and behavior of the employees working t in the business organization. The theories of HR and professional ma help in identifying the behavior of the same and ten making polices accordingly. The report consisted of two question related to the behavior of the human resource management.

The human resource manage totally depends on the behavior of the workforce working in the company. They can be like Curious, Decisive Thinker, Skilled Influencer, Personally Credible, Collaborative; Driven to Deliver Courage to Challenge, Role Model, etc. the discussions on this behavior will take place and the theories to manage these behaviors. There is an emergence to study the CIPD theories and professional map competencies to have effective management for the Hr professional related to the other employees working in the company. It also helps in the personal management of the company workforce.

References

Aguinis, H. and Pierce, C.A., 2008. Enhancing the relevance of organizational behavior by embracing performance management research. Jo

Björkman, I., Fey, C.F. and Park, H.J., 2007. Institutional theory and MNC subsidiary HRM practices: Evidence from a three-country study. Journal of International Business Studies, 38(3), pp.430-446.

DeNisi, A.S., Wilson, M.S. and Biteman, J., 2014. Research and practice in HRM: A historical perspective. Human Resource Management Review, 24(3), pp.219-231.

Dent, M. and Whitehead, S. eds., 2013. Managing professional identities: Knowledge, performativities and the'new'professional (Vol. 19). Routledge.

Greenwood, M., 2013. Ethical analyses of HRM: A review and research agenda. Journal of Business Ethics, 114(2), pp.355-366.

Janssens, M. and Steyaert, C., 2009. HRM and performance: A plea for reflexivity in HRM studies. Journal of Management Studies, 46(1), pp.143-155.

Janssens, M. and Steyaert, C., 2009. HRM and performance: A plea for reflexivity in HRM studies. Journal of Management Studies, 46(1), pp.143-155.

Latham, G.P., 2007. A Speculative Perspective on the Transfer of Behavioral Science Findings to the Workplace:“The Times They are A-Changin'”. Academy of Management Journal, 50(5), pp.1027-1032.

Latham, G.P., 2012. Work motivation: History, theory, research, and practice. Sage.

Olivas-Lujan, M. R., Ramirez, J., & Zapata-Cantu, L. (2007). e-HRM in Mexico: adapting innovations for global competitiveness. International Journal of Manpower, 28(5), 418-434.

Pio, E., 2007. HRM and Indian epistemologies: A review and avenues for future research. Human resource management review, 17(3), pp.319-335.

Sandberg, J. and Alvesson, M., 2011. Ways of constructing research questions: gap-spotting or problematization?. Organization, 18(1), pp.23-44.

Stahl, G.K., Björkman, I. and Morris, S. eds., 2012. Handbook of research in international human resource management. Edward Elgar Publishing.

Strohmeier, S., 2007. Research in e-HRM: Review and implications. Human resource management review, 17(1), pp.19-37.

Townsend, K. and Wilkinson, A., 2010. Managing under pressure: HRM in hospitals. Human Resource Management Journal, 20(4), pp.332-338.

van den Brink, M., Fruytier, B. and Thunnissen, M., 2013. Talent management in academia: performance systems and HRM policies. Human Resource Management Journal, 23(2), pp.180-195

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