In this essay a study has been done regarding three human resource activities that are conducted by organisations. The three activities that has been selected in this essay is the supportive work environment activity, talent management activity and reward activities that are undertaken by an organisation. In this report these activities has been connected with the benefit of the organisation to see the key positive impact. It also discusses the impact of these activities on the employees of the organisation to gain their perspective.
The first HR activity that is going to be discussed in this essay is the supportive working practices. The supportive work practices are a HRM model that is used to retain the aging work population. There is numerous importance of this policy. First of all there are several professions in which the skill set is rare and not many new skilled workers are being produced on regular basis. This sect of the jobs require experienced work force. Apart from that the general increase in the longevity of the population has made the 60 year old work age limit seem a bit unreasonable (Hammer et al. 2011). People are often healthy enough at that age and have much more to contribute. Thus losing a valuable employee just because a certain legal age is reached doesn’t seem to be a feasible idea anymore. But to retain this age group there is a very different environment that is required. The senior work population often require support on the part of the organisation, recognition and the chance to train the younger generation (McCarthy et al. 2010). One of the sectors that have serious skill shortage is the nursing sector and the aging population has to be included in this sector to make sure that the health care organisation is run smoothly.
The strategic objective of organisations is to benefit from this by gaining knowledge and expertise of the worker and at the same time this strategy is also going to help in developing a new work force. This strategy is also going to help the organisation by fulfilling the work sector skill shortage.
There is benefit on the part of the employee as well. The employee of the organisation is going to get financial benefit by being in the organisation and retaining their job (Herrbach et al. 2009). They are also going to get personal benefit by contributing to the organisation as well as to the society.
The second HRM model that is going to be discussed is the talent management of organisations. Talent management basically means the policies that are developed by an organisation which is aimed at attracting and retaining talented individuals. The business environment in the 21st century is highly competitive and in such situation it is important for an organisation to be able to recruit the best that is available in the market. It is also important for an organisation to make sure that the acquired talent is sufficiently motivated to remain within the organisation.
Organisations have several benefits by practicing effective talent management strategy. There are numerous benefits for an organisation in adopting this strategy, it provide human capital to an organisation which is the key resource that helps in making profit. An organisation can reach its strategic target if it is equipped with proper talent. The association of a talent management strategy along with a business strategy helps in the effectiveness of both the functions (Iles et al. 2010). A talent management technique is employed within the daily framework of an organisation to ensure that the employees are motivated and satisfied within the organisation.
The employees are benefited by the proper talent management strategy by feeling secured in the job. The employees of the organisation are provided with several benefits to ensure that they are motivated. This helps them in settling with an organisation and also helps the gain proper platform to express their talent. This also provides the employee with job satisfaction and an opportunity to contribute to the organisation (Scullion and Collings 2011).
The third HRM model that is going to be addressed is the reward strategy. The reward strategy is the technique that is used by an organisation to motivate its employees. The reward is a method that is used to provide recognition to the talent pool of the employee. Reward is provided to the employees who perform well within an organisation. It is important for an organisation to ensure that proper reward is provided to the employees for their performance to ensure that the employees are motivated (Storey 2007). The concept of reward comes from the BF Skinners operant conditioning, associating a good experience with good work to encourage that work is repeated by the employee. It is important for an organisation to provide reward to the employees as par their requirement. There are different needs of employees at different stages or hierarchies. These hierarchies are mentioned by Maslow’s need pyramid which states the different needs at different stage of life (Pilbeam and Corbridge 2010). It is important for an organisation to ensure that the needs of the employees are addressed while rewarding. A reward can be monetary or non monetary in nature.
Using this strategy helps the organisations to benefit by providing rewards to the employees by receiving better performance from the employees which helps an organisation to reach its strategic goal. Thus rewards are rewarding for organisations as well.
In terms of the employee need addressing it can be said that rewards provide the employees with recognition to their effort. This helps the employee to get motivated. Rewards also provide an employee with job satisfaction which ultimately benefits the organisation in achieving their objectives (Christensen Hughes and Rog 2008).
In conclusion it can be said that there are several activities that are conducted by organisation or rather by the human resource department of an organisation so that the organisation can reach its objectives. Employees are the key tools that an organisation uses to reach their goal thus it is important for an organisation to create supportive working environment especially in those departments in which their shortage of skill. The second activity that is to be conducted by an organisation is acquiring the right talent so that the organisation can reach its objective. Lastly it is important for an organisation to ensure that the employees are properly rewarded
Christensen Hughes, J. and Rog, E., 2008. Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), pp.743-757.
Hammer, L.B., Kossek, E.E., Anger, W.K., Bodner, T. and Zimmerman, K.L., 2011. Clarifying work–family intervention processes: The roles of work–family conflict and family-supportive supervisor behaviors. Journal of Applied Psychology, 96(1), p.134.
Herrbach, O., Mignonac, K., Vandenberghe, C. and Negrini, A., 2009. Perceived HRM practices, organizational commitment, and voluntary early retirement among late?career managers. Human Resource Management, 48(6), pp.895-915.
Iles, P., Chuai, X. and Preece, D., 2010. Talent management and HRM in multinational companies in Beijing: Definitions, differences and drivers. Journal of World Business, 45(2), pp.179-189.
McCarthy, A., Darcy, C. and Grady, G., 2010. Work-life balance policy and practice: Understanding line manager attitudes and behaviors. Human Resource Management Review, 20(2), pp.158-167.
Pilbeam, S. and Corbridge, M., 2010. People resourcing and talent planning: HRM in practice. Prentice Hall.
Scullion, H. and Collings, D., 2011. Global talent management. Routledge.
Storey, J., 2007. Human resource management: A critical text. Cengage Learning EMEA
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