1. Demonstrate an understanding of the scope, significance and legal framework of HRM in business organisations.
Human Resource Management has become an integral part for productive performances in the new millennium. That is because it positions an enterprise to keep up with the increasing yet dynamic demands of the markets. According to Armstrong (2010), aspects that define employee motivation, retention, and performance appraisal have become the definitive pointers in the principles adopted by enterprises to organize and manage their employees. To realize the objective for improved employee performances in order to keep up with the dynamic trends in the market, enterprises have employed the use of varied mechanics and management models in their HR Departments (Beardwell & Claydon 2010). Despite the fact that Frishco has employed such measures and has consequently benefited from the Human Resources management criteria, it has also endured challenges that have mired its productivity in various accords. These elements have been evaluated in this report.
The H. R Management Criteria used by Frishco to engage its Employees
Open communication was defined by Mondy and Mondy (2011) as the application of organizational precepts that demand for clarity and two-way communication. In this measure, HR Managers always require the employees to relay the information that they need to relay and to wait for feedback or to provide feedback when communicated. At Frishco, these have become definitive principles for communication as the employees have been cultured into the practice of ensuring that they provide feedback and relay their perceptions and conceptions whenever necessary. Noticeably, this measure is integral in ensuring that the employees develop trust and confidence in the management and organization in entirety (Armstrong, 2010). It is a measure that has also been integral in ensuring that the employees effectively solve conflicts that may hamper their performances and hinder their ability, capacity, and will to participate in teamwork and projects that may aid the realization of the organization’s objectives (Beardwell & Claydon 2010). Mondy and Mondy (2011) posited that such benefits are accrued as the open communication also ensures that other organizational aspects and management goals are realized in timely fashion.
Frishco has also benefited from the propositions and innovative ideas presented to the boards of management because of the principle of open communication. That is because the employees feel free to help and participate in the identification of the measures that would peg the organization’s productive performances or even to exploit the enterprise rivals’ loopholes in the market (Price, 2011). This measure has sustained its competitiveness and profitability despite the economic challenges that affect numerous enterprises on regular bases (Armstrong, 2010).
Commitment to the wellbeing of the Employees
Frishco has expressed its value for its employees by committing to their wellbeing. Aspects such as the employees’ health, safety, and security have been the epitome of such commitment (Armstrong, 2010). Besides, the enterprise ensures that the employees are afforded the right amount of rest and time with their families and that they are paid in values that are commensurate to the demands of their work. As Mondy and Mondy (2011) clarified that such level of commitment always encourages the employees to value the enterprise’s need for improved performances and to ensure that they provide inputs that can facilitate the realization of the objectives, Frishco has surely benefited in this measure. Markedly, the enterprise has continually managed to realize its objectives for growth and development (Beardwell & Claydon 2010).
Equity and Fairness in the Execution of Principles
Most enterprises have set principles that guide the way they treat their employees. Examples of such principles are the allowance and promotion principles that may define promotions in pay or positions and superiority in the said organizations. Regulations may also be set by enterprises to determine the processes through which they provide their employees with rewards and holidays. However, not every enterprise always executes such principles with equity (Price, 2011). Torrington, Hall, and Taylor (2008) illustrated that compromises are always made with the notion that such compromises may protect the organization’s productive positions. For instance, an employee may be afforded a shorter holiday because they may be considered as integral to the organization’s performances and that the organization may fail in their absence. Some enterprises may also deny some people promotions with the notion that they are not as productive or better suited as the persons who are being favoured (Mondy & Mondy, 2011).
However, Frishco has maintained its operations on the precepts of equity with the belief that it motivates all employees and makes them confident in their abilities to improve their performances. In the execution of polices the kind that have been identified above, the enterprise has ensured that all employees are provided with similar chances and are afforded the opportunity of complaining should they feel that they have been wronged (Armstrong, 2010). Essentially, this has catalysed unity and openness among the employees and with the management personnel. Consequently, there has been improved organizational productivity (Beardwell & Claydon 2010).
The Possible Repercussions of failing to Employ Precepts that enhance Employee Engagement
Though Frishco has employed various communication measures as have been identified in part 1, the enterprise still lacks aptitude in this measure. Notably, its communication strategies are not clear and the application of inept strategies has hampered the ability to relay information. As a result, the discords in communication have affected the efficacy of the employees as there always results changes in the task details. Such changes, as Torrington, Hall, and Taylor (2008) noted, kill their morale and make them susceptible to factors like fatigue and poor concentration.
Frishco has various hierarchies in its HR Management. This management criterion is targeted at ensuring that the enterprise can withstand the challenges that effect enterprise’s abilities to withstand challenges in various accords (Price, 2011). However, a criterion has significantly affected the enterprise by affecting its position to ensure effective integration of employees in decision-making processes. Markedly, the hierarchies demand for the employees to provide information and wait for long durations for the consideration of their contributions. Torrington, Hall, and Taylor (2008) opined that enterprises with such complications in their hierarchies always subject themselves to such challenges. As Mondy and Mondy (2011) also opined, the reactive decision-making can still make the employees feel alienated despite any attempts to convince them that there is an open communication process. As a result, they may be less willing to contribute to the decision-making processes, a factor that may negate the productivity of the workforce in entirety (Beardwell & Claydon 2010).
Poor Work-life Balance
Despite the value for equity in the execution of its principles, some of the organizational precepts used by the organization do not favour the interests of the employees. That is so because the work demands and loads have been significant and the motivational measures employed like face-to-face communication have not been productive as the employees still exhibit reactions and attitudes that are indications of an imminent failure. In essence, the employees should be provided with more time to spend either with their families or with friends. As Mondy and Mondy (2011) indicated, such breaks are always significant in ensuring that they report to work rejuvenated and motivated to continue participating in their tasks. This is an aspect that the enterprise is not benefiting from and that risk compromising its productivity in entirety (Armstrong, 2010).
The Disengagement of Employees and the Possible Consequences
Employee disengagement is definitive of the use of principles and practices that do not incorporate the employees in the execution of measures and decision-making processes. Making the employees feel like foot soldiers instead of feeling as valuable members of the enterprise is an aspect that not only kills their motivation, but also makes them less inclined to participate in the enhancement of the organizational performances through the issuance/making of proposals that would ensure that the enterprise adopts new and competitive measures. In Japan, motor enterprises, such as Toyota and Honda, always engage their employees in ways that make them feel valued and encouraged to propose ideologies that would enhance performances. According to Mondy and Mondy (2011), it is for such reasons that the enterprises have managed to compete on a global scale despite the supposed superior technology that should be existing in Europe and the US. To accrue such benefits, Frishco would need to revise its H. R Management Criteria to restore trust, unity, commitment, innovation, and productivity as the instigators of its performances (Armstrong, 2010).
The best Mechanics that would Improve Employee Engagement for Frishco
Audit of the HR. Practices
Auditing would be integral in helping the organization to identify its weaknesses, strengths, the efficacy of the already employed measures, and the fortification measures that it needs for its practices (Armstrong, 2010). It would be targeted at the collection of the opinions and perceptions of the employees concerning the HRM Management policies that are being used by the department (Mondy & Mondy, 2011). Other than that, the auditing would also need to cover the remuneration of the employees in order to help with the idealization of propositions that would ensure effective compensation and motivation of employees. As Beardwell and Claydon (2010) indicated, auditing would help the enterprise to define effectively its position. Considering that the audit would be integral for the identification of weaknesses, it would also be integral for the idealization of measures that would eliminate these weaknesses and the efficacy of the measures (Armstrong, 2010).
Training and Development
The enterprise also needs to adopt training practices to aid the performances of its personnel (both the employees and the managers) (Mondy & Mondy, 2011). The trainings would ensure that both factions of the personnel understand the most effective measures for projecting and executing propositions for the organization’s performances. The training would also significantly modify the climate of relations within the enterprise thereby making other employees more willing to direct and teach the junior and new personnel on the actions and demands that define their tasks (Armstrong, 2010).
Improving Employee Motivation
To improve employee motivation, the enterprise would need to employ measures that include improved salaries, allowances, and benefits. This measure would make all the employees more willing to help the organization in the realization of its objectives and tasks. That is because it would make the employees feel appreciated and that the work they are subjected to do are commensurate to the compensation that is offered by the enterprise. Clearly, this would result into unity, openness, and improved productivity (Mondy & Mondy, 2011).
Essentially, the combination of the measures identified in parts 3.1, 3.2, and 3.3 would ensure that coordination within the enterprise is improved and that the personnel’s performances befit the changes in the dynamic market of operations (Beardwell & Claydon, 2010). That is because they would improve communication, organization, and performances in various accords. Besides, they would help the organization to tally its performances against those of rivals to ensure that they can continue competing effectively (Armstrong, 2010).
Meeting the dynamic demands of the new trading markets requires the application of astute measures that enhance performances by making the employees feel valued and desired by the enterprises for which they are working. Notably, Frishco has continually attempted to position itself to benefit from the execution of such measures. However, the measures have not adequately benefited its development and it is still faced with numerous challenges. As has been illustrated in the case evaluation, its failures are defined in incoherent communication, disengagement of employees, and a poor balance between work and life for the employees. Markedly, these factors have compromised its position in the market in various measures. To ensure that the company is positioned to overcome the challenges effectively, the enterprise should consider the application of improved employee remuneration, training, and development, and the use of an audit report/evaluation to determine its weakness and to recommend measures for the fortification of its HR Management principles. These would ensure that it develops a motivated and united workforce that is also committed for the realization of the organizational objectives.
Conclusively, these would be a built up on the already productive measures that have been employed by the enterprise. Building on productive HR practices positions an enterprise to improve its competitiveness and profitability.
Akor, P.U. (2014) ‘Influence of autocratic leadership style on the job performance of academic librarians in Benue state’, Journal of Educational and Social Research, 2(1), pp. 22–24
Armstrong, M. (2010) Handbook of Human Resource Management Practice 12th edition: Kogan Page ltd.
Beardwell, J. and Claydon T. (2010) Human Resource Management: a Contemporary Approach 6th edition Harlow: Pearson Education Limited
Bhatti, N., Maitlo, G.M., Shaikh, N., Hashmi, M.A. and Shaikh, F.M. (2012) ‘The impact of autocratic and democratic leadership style on job satisfaction’, International Business Research, 5(2), pp. 36–38
Gilbert, C., De Winne, S. and Sels, L. (2015) ‘Strong HRM processes and line managers’ effective HRM implementation: A balanced view’, Human Resource Management Journal, 25(4), pp. 600–616
Hakanen, J.J., Schaufeli, W.B. and Ahola, K. (2008) ‘The job demands-resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement’, Work & Stress, 22(3), pp. 224–241
KomaÅ„da, M. (2016) ‘Communication about A business model within an Organisation in the opinion of Czechs and polish’, Economics and Culture, 13(1), pp. 126–128
Kompaso, S.M. and Sridevi, M.S. (2010) ‘Employee engagement: The key to improving performance’, International Journal of Business and Management, 5(12), pp. 89–96
Mondy, R., and Mondy, j. (2011) Human Resource Management 12th Global edition: Pearson Education
Pinnnington, A.H. and Pinnnington, H. (2014) International human resource management. Edited by Anne-Wil K. Harzing and Ashly H. Pinnington. 3rd edn. Los Angeles: SAGE Publications
Price, A. (2011) Human Resource Management 4th edition: South Western Cengage Learning
Sterling, A. and Boxall, P. (2012) ‘Lean production, employee learning and workplace outcomes: A case analysis through the ability-motivation-opportunity framework’, Human Resource Management Journal, 23(3), pp. 227–240
Torrington, D., Hall, L. and Taylor, S.(2008) Human Resource Management 7th edition: Harlow Pearson Education Limited
Torrington, D., Hall, L. and Taylor, S.(2008) Human Resource Management 7th edition: Harlow Pearson Education Limited
Walls, R. (2007) ‘How to keep productivity and employees humming during a facilities move’, Employment Relations Today, 33(4), pp. 21–28
Wickramasinghe, V. and Samaratunga, M. (2016) ‘HRM practices and post-promotion managerial performance’, Evidence-based HRM: a Global Forum for Empirical Scholarship, 4(2), pp. 144–161