21407 Strategic Human Resource Management Assessment Answer

1. Diagnose the problems with Greenlabs’ training programme drawing on relevant theories of strategic HRM.
a) Outline the limitations of sustainability training in Greenlabs’ idea of Eco-Heroes™.
b) Analyse why Eco-Heroes™ was so popular with employees even if the outcomes showed it was ineffective.
2. Recommend an alternate programme, supported by theory, to promote more meaningful sustainability values and practices for Greenlabs.
a) Describe the sociological perspective and analyse how it may be applied to sustainability and training in the context of organisations.
b) Offer a creative solution for how Greenlabs may design a new training programme that takes the sociological perspective into account.

Answer:

Introduction

The concept of Strategic Human Resource Management does not have the strong base of theoretical framework. Resource based view and some other related theories that are considered as relevant to SHRM. One of the most popular and original theoretical models used in SHRM is the ‘Behavioral Perspective. Along with this, contingency, configurationally and universalistic theories are also used to define the framework of SHRM. The behavioral perspective works as a mediator between firm’s performance and performance of human resource department. The Universalist and contingency theories are opposite to each other. One states that there is a universal approach to deal with Strategic Human Resource management and the other states that there can be multiple ways to deal the same as per the nature if business and its strategic practices (Sajeevanie, 2015). This report analysis the applicability of such theories in the effective SHGM of Greenlabs, a technology startup based on the environmental sustainability.

Limitations of Sustainability Training

Selection of employees

This is the most important limitation of the training program of Greenlabs. The organization used to select the individuals for the training who had the similar sustainability values. But as per the concept of diversity, it is a well-proven fact the if employees have different sustainability values, then there are more chances to achieve the organizational objectives (Gilani, et al., 2012). The different values and opinions of the employees help in introducing new and innovative ideas and solutions for solving a single problem. It can also give a chance to employees to analyze each other’s perspective and to know the different sustainability values to prepare their models more effective (Gardner & Wright, 2009).

Review of the Performance

The management was not considered about the review of employee’s performance at the time of training. The performance review helps the management to know the learning level of employees as well as to know the chances of growth of the organization and thus to take effective measures in this regard. In Greenlabs, the performance of employees was not evaluated during the training sessions. Due to this, the employees were not able to find out their mistakes and to learn in more effective mannner (Boon, et al., 2018).

Award System

At the end of training sessions, the management awarded only the efforts of a single employee and neglected the models and efforts made by others. This act was the most demotivating in terms of providing employee satisfaction. Greenlabs should have considered all models and try to apply all of them as per the requirement and appropriateness of the business or there should not have award system. Such types of systems often motivate the employees to work hard but at the same time, these also become the main reason behind the increasing attrition rate and dissatisfaction among the employees who do not receive such award (khan, 2013).

Absence of qualifying training effectiveness

This is a process of identifying the impact of training programs on the performance of the organization so that the upcoming training sessions can be better coordinated accordingly. In Greenlabs, the management did not used to measure such effectiveness by measuring the performance on qualitative and quantitative basis (Mohamad, et al., 2017).

Lack of effective

Since all employees were working for the preparation of best model or programs, they were lack of effective behavioral and communication practices among them. They used to work for their individual benefits not for the benefit for the organization. This might also result in cresting personal conflicts among the employees (Bochicchio & Varia, 2017).

Existence of targets

Trainings are provided to the employees so that they can get theoretical and practical knowledge about the work that they would have to do in near future. Generally, the targets are not given to the employees during training sessions (Vaio & Varriale, 2018). In Greenlabs, the employees were said to prepare a project on the basis of which, they were awarded which could also be reason of the demotivation among employees. Thus, the existance of the target was one of the main considerable limitation had by the training program of Greenlabs.

The reason for Popularity of Eco-Heros

As per the universalistic approach of SHRM, the main practices that were the reason behind popularity of Eco-Heros was internal carrier opportunities provided to the employees. The employees were getting the training and opportunities that can help them in increasing their knowledge about environmental sustainability and thus to grow their carrier (Liu, 2016).

Along with this, the organization was working for the welfare of the society as well as for the employees. Although the results were not as per the expectation, the employees were able to develop their skills continuously. This was another main reason for the popularity of the program among the employees (Uysal, 2012).

Every employee prefers to work with organization working with ethics and sustainability. The employees were also concerned about the society and environment and were happy with this program as, they were not doing any type of wrong activity to fulfill the goal of the organization. As per the strategic alignment theory of the organization, the task of the employees was designed in such a way so that the organizational goals may get completed automatically on with the completion of individual goals of the organization (Sajeevanie, 2015).

Sociological perspectives

The Symbolic Interactionist Perspective

It is also known as symbolic interactionism direct which considers the details and symbols of everyday life that what the meaning of these symbols is and how people interact with each other as per the effects of those symbols. As per this perspective, people attach the meanings to the symbols and they react as per the subjective interpretation of these symbols (Neckel, 2017). For example, in verbal communication, spoken words are considered as the predominant symbols. It indicates that words are not stagnant in nature, they require interpretation and intention.

There are some critics which claims that symbolic intersection avoid intersection at macro level. In other words, it only focus on the small problems and miss the big level issue at a large level. Thus, this prespective cannot be applied by the organizations working on international level (Oliver, 2009).

Application of Sociocultural Perspectives

• The symbolic integrationist perspective can be applied by the organization by making an advertisement with the help of electronic media and social media. It may help in reducing the use of energy thus to increase the effectiveness of the programs. Most of the youngsters using social media can get the updates about the event and functions of the organization and can also attract to work as the organization is working for the welfare of the society and giving chance to the individuals for presenting their talent in this regard(Russell & Fusilier, 2014).
• By following this perspective, the management can communicate the employee about not using papers for the advertisements as this would communicate negative message to the society as the organization is working for the making the environment clean and save greenery(Pagan, 2015).

Solution for the new training program

• There should be an entrance test for the selected for the employees for joining the training program. It would help the management to find out the most appropriate candidate to work within the organization.
• The employees should be well-communicated about the rules and regulations at the time of appearing in the training program. They should also be communicated about their responsibilities towards the organization(Johnson, et al., 2017).
• The performance and learning skills of the employees should be measured from time to time during the training sessions. It would help in developing a sense in the mind of the employees that their acts and works are being noted by the management.
• The objectives goals and responsibilities should be clear to all the employees at the time of joining the so that they would not have any issues at later stages.
• There should be formal training system in the organization and training should be conducted by the experts an professionals.
• The employees should also be paid during the training sessions as per their performance. It would help in increasing the willingness of employees to perform better for the personal as well as organizational profit.

Conclusion

On the basis of above discussion, it can be concluded that if management of Greenlabs adopts the theories and principles of strategic human resource management, then it would be easy to work in an effective manner and to carry out the training programs for the employees. The organization has the most powerful weapon in form of employee satisfaction. The management only needs to utilize such satisfaction for the purpose of bring the positivity in the results. Such positivity or improvement in performance can be increased by focusing on the important aspects mentioned in this paper. 

References

Bochicchio, M. A. & Varia, L., 2017. Sustainability, Social Impact, Learning and Training Innovation in Online Experimentation. International Journal of Interactive Mobile Technologies, 11(5), pp. 6-11.

Boon, C., Eckardt, R., Lepal, D. P. & Boselie, P., 2018. Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, 29(1), pp. 34-67.

Gardner, T. & Wright, P., 2009. Implicit human resource management theory: A potential threat to the internal validity of human resource practice measures. The International Journal of Human Resource Management, 20(1), pp. 57-74.

Gilani, M. H. N., Zadeh, M. S. & Saderi, H. R., 2012. The Role of Strategic Human Resource Management in Creation of Competitive Advantages (Case Study: A Commercial Organization in Malaysia). The International Journal of Human Resource Management, 3(16), pp. 226-238.

Johnson, C., Kelch, J. & Johnson, R., 2017. Dementia at the End of Life and Family Partners: A Symbolic Interactionist Perspective on Communication. Behaviroul Sciences, 7(42), pp. 1-10.

khan, M. F. u., 2013. Role of Performance Appraisal System on Employees Motivation. Journal of Business and Management , 8(4), pp. 66-83.

Liu, P., 2016. Research on the Relationship Between Strategic Human Resource Management and Organizational Performance Based on Contingency Mode. Journal of Human Resource Management, 4(5), pp. 55-60.

Mohamad, M. B., Hanapiyah, Z. M. & Hanaf, W. N. W., 2017. The Interaction of Training Effectiveness toward Job Performance: Steering Organization’s Sustainability. International Journal of Business Management, Volume 2, pp. 73-90.

Neckel, S., 2017. The Sustainability Society: A Sociological Perspective. Culture, Practice & Europeanization, 2(2), pp. 46-52.

Oliver, C., 2009. Symbolic interaction theory. Procedia- Social and behavirol sciences, 4(1), pp. 902-904.

Pagan, N. O., 2015. Dada and performance: a symbolic interactionist perspective. Studies in Theatre and Performance, 22(1), pp. 22-35.

Russell, J. D. & Fusilier, M., 2014. A Symbolic Interactionist Framework for Critical Ethnographic Research in Management Accounting. International Journal of Business and Social Science , 5(10), pp. 103-112.

Sajeevanie, T., 2015. Strategic Human Resource Management and Theoretical Background: A Critical Review Perspective. [Online]
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Vaio, A. D. & Varriale, L., 2018. Management Innovation for Environmental Sustainability in Seaports: Managerial Accounting Instruments and Training for Competitive Green Ports beyond the Regulations. Sustainability, 10(783), pp. 1-35.