The HR department now must attain and evaluate each employee contributions to the company on a scale relevant to their position. This is where a high performance work system comes in to play which creates the best possible fit between their employee social system and their equipment technical system. This function of having a high performance work system is based on the reliance of knowledge workers, the empowerment of employees to make decisions, and the use of team work.
The HRM practice has to incorporate various measures to create outlets for performance management, training, work design, and compensation to demonstrate the importance for successful output. This in turn allows HRM to focus on the strategy of the company putting emphasis growth and efficiency; allowing the department to implement total quality management practices.
Those practices consist of methods and processes that are designed to meet the needs of internal and external customers, every employee in the organization receives quality training, quality is designed into a product or service so that errors are prevented from occurring rather than being detected and corrected in an error-prone product or service, the organization promotes cooperation with vendors/suppliers/and customers to improve quality and hold costs down, and managers measure progress with feedback based on data. (Noe, Hollenbeck, Gerhart, & Wright, 2009, p. 7) This practice is also parallel to the reengineering of the company new product focus plan, instead of focusing low costs and low prices the focus became concentrated on unique products which catered to a unique target market of consumers. This will prompt the HR department to help design and implement change so that all employees will be committed to the success of the reengineered organization. This may require additional training for the new restructuring of their new product line and will give everyone an opportunity to feel comfortable with the new way of operation. Suggestions for Internet Improvements
At the organizational level, a successful Human Resources Development program prepares the individual to undertake a higher level of work, “organized learning over a given period of time, to provide the possibility of performance change” (Nadler 1984). In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals’ career goals and employee value to their present and future employers.
Human Resources Development can be defined simply as developing the most important section of any business its human resource by attaining or upgrading employee skills and attitudes at all levels to maximize enterprise effectiveness. The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individual’s growth and development, “development occurs to enhance the organization’s value, not solely for individual improvement.
Individual education and development is a tool and a means to an end, not the end goal itself”. (Elwood F. Holton II, James W. Trott Jr Journal of Vocational and Technical Education, Vol. 12, No. 2, p7). The broader concept of national and more strategic attention to the development of human resources is beginning to emerge as newly independent countries face strong competition for their skilled professionals and the accompanying brain-drain they experience.
If I was tapped for the job of HR Specialist, three ideas that I would suggest in utilizing the internet for HRM would be to use a “human resource information system” which a computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organizations human resource. I would also suggest an electronic human resource management application which allows employees to enroll and participate in training programs online, as well as elect benefits packages and read company news. Another aspect to include the technological aspect of HR would be for the basis of record keeping and information sharing.
I would implement a “self service” which means employees have online access to info about HR such as training, compensation, and contracts. My ideas support Roberts’s ideas of running the company because he took on the responsibility of making his employees a priority. He understood the makeup of the niche company and the important resourced asset that will differentiate his product line from his competitors. His ability to be receptive to suggestions from his employees along with giving them the ability to be empowered in their position shows trust in his employees attributes that they will positively add to the success of the company.
By creating an open growth focused atmosphere it will stimulate productivity and allow creative ideas to be a foundation for present and future employees to stand on. Willingness to Change From the reading the original owners felt that empowering their employees as a risky move so their stockholding shares were sold to Robert. I believe that Robert’s strategy prompted change and realizing that in order to accomplish goals of the company that his people must be in the forefront. People are your most important asset, because technology, products, and structures can be copied by competitors.
No one can match highly charged motivated people that care about the operation of your business and talented creative human capital is the prime ingredient for organizational success. Before within the company it appeared as if the employees under previous management were overworked and underappreciated which caused for lack of growth and stagnated direction overall. By understanding the attitudes of your employees and presenting an atmosphere that is conclusive to the strengthening of a positive work related environment your customers will ultimately reap the benefits and will be the basis for customer retention.
The more top management wants an internal commitment from its employees, the more it must involve employees in defining work objectives, specifying how to achieve them and how they will be rewarded and recognized once attained. Reference Noe, R. , Hollenbeck, J. , Gerhart, B. , ; Wright, P. (2009). Trends in Human Resource Management. In J. Weimeister (Ed. ), Fundamentals of Human Resource Management (p. 36). New York: McGraw-Hill/Irwin.