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Fun at Work and HR Management at Remedy

1. What is your view about “fun at work” being used as a specific part of HR management?

2. Compare the approach to HR management at Remedy to that at a current or previous job you have had.

3. Explain how benchmarking HR relates to productivity, service, and quality at Goodyear.

4. How could the results from benchmarking be used for making the organizational change at Goodyear?

5. Explain why the new performance appraisal system at St. Luke’s Hospital is more likely to result in more accurate performance appraisals.

6. Describe some of the advantages and disadvantages of combining job descriptions, performance appraisals, and competency profiles for development as St. Luke’s did.

Fun at work should be used as a detailed part of HR management (Wilton 2016). Fun at work in Remedy should be encouraged as it makes or keeps employees happy. For instance, Remedy should take an effort to celebrate birthdays of employees and make them feel special on that day. This will help the employees to get temporary relief from work related stress and they will enjoy themselves. After this, the mood of employees will be good and this will result in increase in level in productivity. Fun at work in Remedy should be encouraged where employees should be involves in doing team exercises together. The employees can also be motivated if the company rewards top performers (Tyson 2014). 

The HR Management at Remedy encourages Fun at work but previous organization had strict environment where there was no fun for employees (Tung 2016). The previous company only wanted productivity from the employees within the stipulated deadline. The HR management approach should be such where employees and company both are benefited by the norms, rules and policies. Employees are the real asset of any business organization and they should get benefits and advantages while working for Remedy. 

Benchmarking has received its place in the commercial fund. Nowadays, it is derived for studying human resources role and manufacturing role (Tenhiälä et al. 2016). The HR department of this company is discovering ways where they are of the opinion that benchmarking is necessary as well as useful at the same time. With the advancement of knowledge, new ways for tackling work as well as innovative administration methods help in translating into a form in order to recognize the people side of the trade and aligning human resources with goals of the company. Benchmarking directly relates with productivity as well as service and quality at Goodyear. Benchmarking is one of the ways that help in assessing the best performance that should be achieved by Goodyear. The HR Department needs to gather information and take an effort to identify gaps in the process used in business for achieving competitive advantage (Sparrow, Brewster and Chung 2016).

Comparison of HR Management Approaches at Different Companies

Goodyear should use benchmarking to bring improvement in productivity by identifying the best practices that exist in the given business or industry (Sheehan 2014). Benchmarking technique is used by companies to identify what other business perform as it will help in increasing revenue and productivity and then adapting those technique for making the trade more competitive. Goodyear also uses benchmarking as an enduring procedure that forever changes as well as adjusts.

Goodyear should use benchmarking to bring improvement in quality by comparing performance indicators in a time-limited approach. The key features of benchmarking become a part of a wide-ranging as well as participative strategy of constant quality development. Benchmarking is one of the processes that help in measuring internal process of organization and adapting with outstanding practices from other business activities. Benchmarking strategy needs to be adopted by Goodyear. The HR management need to decide on what to benchmark, obtaining data and collecting information, analyzing data and forms action plans, recalibrating and starting the process all over again. Goodyear need to involve in using benchmarking and leads companies to have competitive edge in recent business marketplace. Furthermore, Benchmarking is one of the systematic methods where Goodyear can measure themselves against the best industry practices. Using benchmarking techniques will help in promoting superior performance by rendering an organized framework. Benchmarking helps in bringing continuous improvement as well as inspires managers or organization to compete. By using benchmarking method, the HR management of Goodyear can borrow ideas as well as adopt and refine them in order to gain competitive. Therefore, benchmarking help in providing basis for training human resources of Goodyear (Riley 2014). 

It is important to derive the consequences from benchmarking that are used for making managerial change at Goodyear (Reiche, Mendenhall and Stahl 2016). In order to perform organizational change, Goodyear should adopt benchmarking internally against competitors, industry performance. Goodyear should embark upon benchmarking to look at the willingness of management for pursuing a philosophy as it embraces changes in a proactive way rather than reactive manner. The HR Department need to promote teamwork that is purely based upon competitive advantage and it is driven by concrete data analysis. The company should aim at creating early awareness of competitive advantage as well as establishing meaningful performance measures as it reflect fostering quantum leap thinking and focusing on high-payoff opportunities (Paillé et al. 2014).

Change management is important and so Goodyear engages in using tool of benchmarking activities (Marchington et al. 2016). By adopting this tool, Goodyear help in promoting improvements in level of performance, establishing a competitive edge, enhancing customer satisfaction, reducing costs, improving morale of employees as well as achieving quality awards. Total Quality Management key principles need to be used at Goodyear, as it will help in comparing best practices and meeting the needs of the customer (both internal and external). Goodyear need continuous improvement in their business enterprise and this is possible by enhancing a Total Quality Management Program. Before implanting any approach or tools, it is important for the HR management to clarify the benchmark objectives, definition of scope, process flowchart, setting boundaries. After that, the management needs to examine the flowchart as well as establishing the process measures and verifying the measures that matches objectives. Several factors are used to measure the success for benchmarking. In this case, benchmarking should have full support of Senior Management as well as engage in actively supporting in the process. Team as well as process training at Goodyear is very important for benchmarking. Furthermore, benchmarking is one of the ongoing process where certain efforts are organized as well as planned and management in the most appropriate way (Kramar 2014). 

Benchmarking for Productivity, Service, and Quality at Goodyear

It is important to explain new performance appraisal system at St. Luke Hospital to get access to more correct performance appraisals (Brewster, Mayrhofer and Morley 2016). The most critical issue that St. Luke Hospital faces today and wants to solve was transition to electronic job descriptions. This hospital have approximately 450 individual job descriptions that need to be managed by using word documents as well as Excel spreadsheet databases. The main objective of St. Luke Hospital is to get away from the management to an electronic system. The underlying reason behind the fact is looking into this product for gaining efficiencies for managing job descriptions with 450 employees. This process was time intensive one that helps in managing edits and distribution. At St. Luke Hospital, changes have been made and managers need to rely upon utilizing these job references by selecting health care sources of St. Luke Hospital. Here, the performance manager gave opportunity to move job descriptions and even use training sessions through performance appraisals as it help in gaining efficiencies throughout the business enterprise (Brewster et al. 2016).

There are several benefits and limitations present when combine job descriptions, performance appraisals and capability profiles for developments within the St. Luke Hospital and these are explained in detail.

Combining job descriptions is advantageous for St. Luke Hospital as it is good for industry, great for human resources, transparent and defense against deceptive unemployment claims or lawsuits. On the other hand, combining job description can discourage innovation and expansion activities (Beardwell and Thompson 2014).

Combining performance appraisals is advantageous as it help at the time of recruitment process, getting access to better compensation data, legal compliance and people planning. On the contrary, combining performance appraisals for development activities can become outdated very quickly (Baum 2016).

Combining competency profiles for development at St. Luke Hospital will be advantageous as it will be good for business, getting access to better compensation data as well as transparent and legal compliance (Armstrong and Taylor 2014). On the other hand, combining competency profiles can be time consuming and expensive at the same time.

Reference List

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Baum, T. (Ed.). (2016). Human resource issues in international tourism. Elsevier.

Beardwell, J. and Thompson, A., 2014. Human resource management: a contemporary approach. Pearson Education.

Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., 2016. International human resource management. Kogan Page Publishers.

Brewster, C., Mayrhofer, W. and Morley, M. eds., 2016. New challenges for European resource management. Springer.

Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), pp.1069-1089.

Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource management at work. Kogan Page Publishers.

Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), pp.451-466.

Reiche, B.S., Mendenhall, M.E. and Stahl, G.K. eds., 2016. Readings and cases in international human resource management. Taylor & Francis.

Riley, M., 2014. Human resource management in the hospitality and tourism industry. Routledge.

Sheehan, M., 2014. Human resource management and performance: Evidence from small and medium-sized firms. International Small Business Journal, 32(5), pp.545-570.

Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management. Routledge.

Tenhiälä, A., Giluk, T.L., Kepes, S., Simón, C., Oh, I.S. and Kim, S., 2016. The Research?Practice gap in human resource management: A Cross?Cultural study. Human Resource Management, 55(2), pp.179-200.

Tung, R.L., 2016. New perspectives on human resource management in a global context. Journal of World Business, 51(1), pp.142-152.

Tyson, S. (2014). Essentials of human resource management. Routledge.

Wilton, N., 2016. An introduction to human resource management. Sage.

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