Explain the impact of the role of HRM in creating sustainable organisational performance
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(Entrepreneurship and small Business Management) Show Unit 3: Human Resource Management Unit 3: Human Resource Management Unit code: J/618/5035 Credits: 15 Level: 4 Unit Leader: Email: Contents: Introduction Learning Outcomes Essential Content Reading List & Useful Websites Assessment Criteria Assignment Briefs and Guidelines INTRODUCTION People are the lifeblood of any organisation and the ability to attract, recruit and retain talented staff is critical to the success of any organisation, whether in business, in voluntary organisations or in government. Human Resource Management (HRM) provides organisations with the principles, knowledge, and behaviours to focus people-management activities on supporting and enhancing organisational success and performance. This unit will give students the knowledge and skills associated with Human Resource (HR) occupational roles at either a generalist level, for example HR Assistant/HR Advisor/Business Partner, or more specialist roles in areas such as recruitment, talent acquisition and performance and reward management. Students will explore the nature and scope of HRM and the organisational context of people management, including recruitment and retention, training and development, reward systems, employment relations and associated legislative frameworks. The aim of the unit is to enable students to understand and be able to apply principles of effective HRM in order to enhance sustainable organisational performance and contribute to organisational success, holding business outcomes and people outcomes in equal balance. Students will apply HR practices in a workrelated context, utilising their knowledge and practising skills and behaviours in relevant professional areas, including resourcing, talent planning and recruitment, learning and development and employee engagement. LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success. On completion of the unit, students will understand the purpose and scope of HRM activities. They will be able to apply a range of people-management skills to enhance the performance of an organisation by finding solutions to people-related problems. Learning Outcomes By the end of this unit the student will be able to: LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success LO2 Assess the contribution of HRM in recruiting and retaining talent and skills to achieve business objectives LO3 Examine how external and internal factors can affect HRM decision making in relation to organisational development LO4 Apply HRM practices in a work-related context for improving sustainable organisational performance Essential Content LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success Nature and scope of HRM: Definitions of HRM. The different specialist areas of HR, e.g. resourcing, employee relations, organisational development and design, learning and development. Generic HR competencies, e.g. design of people strategies, creating people management policies, employee engagement, supporting organisational change. Typical roles in HR and responsibilities, e.g. HR advisor, HR officer, people data analyst, HR assistant, employee relations officer. LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success Specific skills, e.g. communication skills across all levels of the organisation, adaptability to changing work priorities and patterns, displaying tenacity and being proactive, keeping ahead of trends and changing legal and policy requirements. Working within an ethical framework and within recognised best practice. Strategic HRM: The development of strategic HRM in terms of business vision, mission statement, business objectives and strategic aims. The nature and use of data analytics to support achievement of business objectives and meetings strategic aims. Hard and soft models of HRM. Organisational performance: The impact of HRM on organisational performance, e.g. effective recruitment and selection to meet specific knowledge and skills requirements, growing internal talent through training and development and focusing on longer-term resource issues. Performance management systems to support high-performance working. Methods to measure organisational and individual performance. Types of pay and reward systems LO2 Assess the contribution of HRM in recruiting and retaining talent and skills to achieve business objectives Resourcing the organisation: Workforce planning and application of data analytics. Assessing skills and capabilities using audits and gap analysis for identifying talent and skills gaps. The elements of an end-to-end roadmap e.g. what is the plan, direction, skills needs, skills gaps and solutions. Workforce trends, including flexible working arrangements, remote working, virtual meetings and social distancing measures. Addressing diversity and inclusion. Types of labour market and skills shortages affecting recruitment and hard-to-fill vacancies, e.g. lack of digital skills, leadership skills, data analytical skills. Impact of relevant legislation, including data protection. Recruitment and selection: Different models of recruitment and selection. Sources of recruitment, e.g. internal vs. external. Achieving cultural diversity in recruitment. Stages in recruitment and selection. Different types of selection methods, including competence-based selection. Legal frameworks and regulatory standards. Retention: Factors influencing retention, including the influence of the culture of the organisation on retention, selecting the right talent and performance management. Onboarding and induction, the value of effective employee socialisation. Role of line managers in employee engagement and performance management. Managing attrition, restructuring and redeployment, redundancy of employees. Dealing with employee disciplinaries and misconduct cases that end in dismissal LO3 Examine how external and internal factors can influence HRM decision making in relation to organisational development External and internal factors: Identifying factors external to the organisation that influence HRM: ● impact of external factors on organisational performance, including the skills gaps and labour force trends ● impact of globalisation on HR policies for equality, diversity and raising cultural awareness and sensitivity within the workplace ● impact of legal and regulatory frameworks. Internal factors, including: ● the impact and influence of leadership styles on organisational transformation, culture and Employee experience ● learning and development, how people learn, impact of digital learning ● the relationship between organisational culture and strategic planning and development ● impact of motivation upon performance. Organisational development: The changing work environment, e.g. need for flexible organisations and employees with adaptable skills and competencies. Characteristics of agile organisations. Digital transformation of HR functions, e.g. reporting dashboards and predictive models for advanced people analytics, Artificial Intelligence (AI) for talent acquisition, cloud capabilities for measuring team performance and calibration decision making. LO4 Apply HRM practices in a work-related context for improving sustainable organisational performance. Job descriptions and person specification: Referencing workforce planning. Assessing the need to create and fill a post. Preparing different types of job description, including competence based and task based, assessing the merits of each type. Identifying the qualities and attributes relevant to the design of a person specification Designing a person specification relevant to a chosen job role. Recruitment and selection in practice: Designing and placing job advertisements. Shortlisting and processing applications. Interviewing preparation and best practice. Selection best practice. Performance management: Performance management aligned to workforce planning. Methods of financial and non-financial rewards. Staff development, e.g. continuous professional development and training. Providing support and maintaining wellbeing. Embedding learning and reflective practice in personal development planning. Managing under performance, disciplinary, industrial disputes and grievance procedures. LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success Succession planning. Employee relationship: The employment relationship The psychological contract. Employee voice and engagement. Managing performance to attain competitive advantage and increase job satisfaction AssignmentBrief 1
What is the impact of HRM on organizational performance?Their research concluded that significant positive relationship between HRM practices and organizational performance [20], HRM practices like selective hiring, compensation management, training and development, status differences,decentralization,information sharing, employment security, and use of groups on ...
What is sustainable performance in HRM?Sustainable HRM is concerned with achieving strategic outcomes, which include positive financial, human and social, and ecological outcomes. Therefore, when the RBV informs Sustainable HRM, the creation and maintenance of capabilities are necessary to achieve these broader outcomes.
How main areas of HRM contribute to creation of sustainable performance within the company?Sustainable HRM contributes to developing an influential organizational culture, job security, health promotion, flexibility, participative leadership, sustainable competitive advantage, a value-added economy, self-responsibility, and work-life balance [4].
How HRM can contribute to improved organizational performance?The function of Human Resource Management contributes an important role in assuring employee satisfaction, develop business productivity and performance. It can also provide the organization with a clear vision of competitive advantage and contribute affectively to the organizational success in general.
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