Essay: HR practices than on hr process

Question 1:

Why is more research done in HR practices than on HR process how could this be corrected and why is important to address this?

Solution

A large number of researches have been carried out in HRM but most of them are concentrated on the HR practices and not on HR process. There is no intentional reason behind it but the cause is that information related to researches in HR process is tougher to access than that of HR practices. Any HR department generally hesitates to share internal information and thus data regarding HR process which is internal to HR department is inaccessible. There are no such boundaries with data regarding HR practices as employees can be directly asked for the information.

The deficiency can be solved by encouraging the HR departments of undergo research itself.

The problem is important to address as the HR issue in any organization are correlated to each other. Improvement of one issue is not useful if the correlated issue still has some problems. Now as HR practices and process are part of HR function, researches should focus on both HR practices and HR policies.

Question 2:

Why is job design and work organization often seen as outside the scope of HRM? Give an example of where job design can enrich a job and contribute to higher level for motivation and satisfaction?

Solution:

Many organization does not consider work organization and job design as a part of HRM because they requires development of a job and not human. Activities like job rotation and development of job description are keys in job design which is aimed at better proficiency of the organization. Traditional HRM focuses on hiring and retention of human resource. (Job design)

Example: the job of a bank clerk is very mechanistic. The clerk may get frustrated by this kind of routine work and thus job design comes in picture. The job can be made full or more incentives like family vacations pay for performance plan etc which may motivate the employee towards the work. Also employees may be sent for periodic training on new technology to prevent boredom in doing same work.

Question 3:

Why do line managers often feel unsupported by the HR function and what are the consequences of this lack of support?

Solution

Line managers are often unsupported by HR functions because if the concentration of line mangers is also devoted towards the HR activities than the actual level productivity of the firm can get hammered. (Line management responsibility in HRM: an empirical study, 2010)

As the consequence of this lack in support, the functioning of HR department is also tempered as HRD required feedback and suggestion from line mangers to recruit related employees, developing jobs and organizing training activities.

Question 4:

What objectives and content would you include in a line managers training programme entitled “How HRM assist in your people management” and how would deliver such a programme?

Solution

The objectives and content of such a program can be as follows:

• The line managers are taking on accountability and responsibility in HR related work.
• Flexibility is forthcoming from the line to do HR work.
• The line managers are motivated to take part in carrying HR work.
• The line manager can see HR as constructive helpers in HR effort.
• The line manger can see career remuneration for them in perusing HR work.

Ways of delivering these programs:

1. The line managers can be offered training so that they can be motivated to pursue HR work.
2. Such program can be delivered by providing economic incentives to the line managers.