Running Head: HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT

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Abstract

Human Resource Management (HRM) is the function within any organization that is focused on

recruiting, managing, and providing direction for those working in an organization. As a human

resource, one is responsible for employee benefits and compensation, staffing, as well as

defining and designing work. Essentially, HRM used to maximize the productivity of an

organization through optimizing the effectiveness of its employees. And still today, this mandate

doesnt seem like changing, despite the ever-increasing global context. Gone are the days when

HR staff used to be directed as to the needs and priorities of the executive team. But nowadays,

HR is expected to sit at the executive table and advocate for the required approaches, processes,

and the business solutions that ought to be integrated in order to improve the capability of people

in the organization. Hence, the new role of an HR is to offer strategic position and metrics and

measurements for a demonstration of their value. Employees who work as HR are required to

provide a demonstration of their value through keeping their company and employer safe from

workplace chaos. They have to perform an act of balancing that will serve all the stakeholders in

the organization, including executives, managers, employees, and customers

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Human Resource Management

Activity 1

Skills Knowledge Behaviour

ER decisive maker having informative working inclusively

personally insights together with the whole

collaborative Ability to analyze department

ability to deliver information collaboration and

supportive Ability to make a interaction

defensible

recommendation
L&D Commitment ability to demonstrate creating values for the

Being credible the purpose, involved stakeholders

resourcefulness, and the providing assistance in

determination decision making

Guiding the management

on how to make

appropriate decisions.

Professionals master qualities that are significant in future as HR by the aid of the CIPD

bands. It is a tool that acknowledges people to enter the HR department from diverse contexts of

career, making the management of the human resource to be more complex nowadays than in the

past. The Chartered Institute of Personnel and Development elucidates ten professional areas,
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eight behaviors, and four bands of competence (CIPD, 2017 pg. 54). For that case, this article

aims to explore two behaviors from band 1 and 2 that are significant for HR.

Being a decisive maker rhymes with Band 1, and it is one of the behaviors vital for HR in

that it calls for an HR to support other colleagues in the management or in the organization. In

order to effectively demonstrate this kind of behavior, there is the need to show the ability to

analyze and comprehend certain issues, as well as having the capability to gather information

from the available data. The skills that are required at this level include having the capability to

use knowledge and informative insights in an organized manner in order to come up with distinct

options that can be vital to the department (CIPD, 2017 pg. 71). Analyzing information ought to

be followed by the ability to make a recommendation that is defensible and important, a

characteristic that carries the overall behaviors of HR being a decisive thinker.

As an HR, being there to assist in making a robust decision with respect to the

department aligns with Band 2. The HR ought to be having a clear comprehension of the

procedure of evaluation and the required solutions. And so, being personally collaborative, as an

HR, outweighs all other characteristics, where working inclusively together with the whole

department and from diverse contexts matters a great deal, both internally and outside the

organizational context (Luthans, 2005 pg. 54). Having critical knowledge, creating change, and

ensuring diversification are all that matters is the business environment, to make sure there are

success and effectiveness in the HR department. There is a possibility to move forward whenever

there are collaboration and interaction amongst the stakeholders in the department. On another

level, understanding each other in regard to the personal objective as an HR ensures that you lead

the way in gathering information of the whole team and guiding the management on how to

make appropriate decisions.

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Being able to deliver is another essential feature for the HR. One must be able to

demonstrate the purpose, resourcefulness, and the determination that will aid in achieving the

best outcomes for the department. Therefore, the HR should have the ability to demonstrate its

commitment to the diverse context of the organization with an aim to achieve goals by ensuring

there is change. This way, the HR will show the readiness in completing the bond that is

necessary to achieve the objectives of the organization.

The HR also needs to be on the frontline in ensuring there is skilled influence vital in

delivering professionalism via a combination of HR and commercial practices that will create

values for the involved stakeholders (CIPD, 2017 pg. 154). The HR should have the endeavors in

acquiring respect from distinct backgrounds of management and be the epitome of effective

behaviors in the whole department. Being credible is the key to allowing the HR to provide

assistance in making decisions when it comes to the complex notions.

Activity 2

When one is working towards completing specific tasks, this calls for people to perform

different roles. As a result, there is the manner in which these roles bring implications to the

whole group, and this is what is referred to as group dynamics. It is the implication that as an

individual, poses to the entire group. The nature of diversity implies that groups undergo distinct

diversity, and when the concept of diversity in groups is applied to development, this determines

how and why every group develops from a scratch. Arguably, different theories provide

explanations on why group develops. George Homans developed a theory with suggestions on

the origination and existence of the group. Through common activity, interactions, and

sentiments in a group, it implies that individuals share a similar perception that aids them in

developing attitudes that are either negative or positive (Driskell, 2006 pg. 96). Attitudes that are
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positive cause the emergence of attractive force that informs the whole group. For a case in

point, football players can come together and form a group because they seem to like the same

activity.

Alternatively, social exchange theory explains further on the idea of group dynamics.

This theory elucidates that a group can originate when people have explicit expectations of

mutual benefits whenever they combine both their weaknesses and strengths. In this manner,

when people perceive that their strengths can outweigh their weaknesses, they can join together

and form one group. For instance, welfare groups consist of people with the yearn to dedicate

their full efforts on achieving common objectives, in turn thriving on the basis of mutual benefits

by its members (Driskell, 2006 pg. 37). From the social identity theory, it is understood that

individuals can form groups on the basis of their subscription as a silent group, and these kinds

of groups arise from cultural relations and demographic context.

Group dynamics aids in ensuring that after a group is formed, it successfully integrates to

the final stage of dissolution. From the 1960s, Bruce Tuckman emphasizes that the formation of

a group has continued, yet at the stage of formation, this is not its maximum efficiency. As many

groups progress through the development stage, they tend to be united by similar conflicts. The

Tuckman theory continued to note the existence of the five basic stages of development, where

during these stages, groups have the same features and members have to consider the issues

facing them. Forming is the first stage in any group development, and here, the goals and

objectives of a group are not made concise, even though members are perceived to share a

similar interest when it comes to final outcome achievement. During orientation, members get to

know each other well on the basis of weaknesses and strengths (Luthan, 2005 pg. 101). Storming

is the second stage of group development, where each and every member gains the aspect of
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disagreement and challenge coping. Here, members usually pose their criticism and concerns

together with their element of power struggling as they yearn for the position of leadership.

Failure to resolve such conflicts causes failure of the group. Norming is the third stage of group

development where every member now starts accommodating to the strengths and weaknesses of

one another, making the group be on the verge to pursue the necessary targets. Performing is the

fourth stage of group development, where members of the group gain deeper insights on how to

attain higher goals. In this stage, there is a sense of cohesiveness, where group members become

rational. The final stage of the group is adjourning, where members of the group agree to split

apart.

All through these group formation processes, conflicts are bound to arise, and members

of the group have to find for an effective conflict resolution even if it means engaging in a

discussion (Driskell, 2006 pg. 167). In most cases, the emergence of conflicts is as a result of

poor communication among the group members, and engaging in discussion in this way would

provide a substantial way of overcoming the barriers of communication, and in turn, reaching a

common comprehension. Mediation also would be a vital method of resolving conflict, where a

third party comes in between in order to help the groups conflicting in reaching a common

consensus, solving the problem in place (Driskell, 2006 pg. 88).

Activity 3

One of the change projects aimed at heightening the competitive advantage o the

organization, and I was one of the group members. The management came to realize the need to

change its operation from in-house IT architecture to cloud based computing that involved

convincing the employees on the need to embrace the today's technology in the best interest of

the market. As the context continues to change in the global market, the organization is
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increasingly becoming depended on the significance of integrating technology for different

purposes. The main importance of integrating technology is reducing the cost and effectiveness

of business activities. Just like the HR gets involved in project management from the beginning

to the end, in the process, the skills in project management starts to become handy.

In the past, the organization employed different techniques in order to achieve the desired

objectives. It's this perception that the success of the project was based on how effective the

organization was, and how it utilized its resource in realizing the necessary objectives (Bredin &

Soderlund, 2010 pg. 61). On the course of the entire project, I was capable of employing project

management tools that aided in solving problems and ensuring the success of the project. Being

able to employ project management tools aid in dispute minimization and measuring the required

routines of the organization. In most cases, project management is all about skill outlining,

resource management and technology advancement as the critical aspects of objective realization

(Bredin & Soderlund, 2010 pg. 191). And because each step of the project requires a different

skill, the project management team should be in a position to deliver the necessary skills

required. To make sure the project succeeded, I employed four key phases of managing project,

and through initiating them, I was able to execute, plan activities, and closely monitor the

progress.

During the initiation phase, I employed management techniques like establishing the

project team. As an HR, I was responsible for the recruitment of the necessary personnel, and

this meant that team member would be selected on the basis of skills required throughout the

project (Bredin & Soderlund, 2010 pg. 43). On the second phase, I established the relationship

that existed between the stakeholders and the project. This required all the employees to be

trained to accept the change and in turn create change through operative procedures. The other
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phase of the project was planning, where the description of the scope was necessary, project

feasibility, and helping the project division into diverse milestones, and eventually being able to

develop a general schedule that would guide the whole project. What's more, the phase of

executing was vital in bringing the reality of the project with good planning techniques and

ensuring that all the needed resources were on a course of the project, ensuring the easier

transformation of plans into actual operating context (Bredin & Soderlund, 2010 pg. 114). In

closing down the entire project, the last phase was creating new operating procedures. Even

without being there to monitor the personnel and retain the changes brought about in the course

of the project, it's easier for the organization to retain its traditions and render the success of the

project. Being an HR meant continuous monitoring in transforming the changes into the culture

of the organization (Lloyd-Walker, 2013 pg. 46). As a good planner, I was capable of executing

and avoiding unrealistic problems, excessive use of resources, and creating an opposing

mechanism that would possibly influence the employees.

As if that is not enough, I was able to apply negotiating, persuading, and influencing

skills vital for the success of the project. During formation, it becomes increasingly significant to

alter the whole organization and accept the changes that would create the way forward. I was

capable of influencing management into accepting the change through persuading, using

industrial statistics, and suggesting from the professional point the effective strategies that are to

be used. Also, the process involved negotiation between the stakeholders that would ensure the

project work for everyone. Through negotiation, I emerged with a feasible project and the

opposition in ensuring the success of the project reduced. It's through the three combinations of

the techniques that the goals of the project were realized.

Activity 4
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The HR is mandated with the role of ensuring that right people have been hired and

employees have been retained. And so, the HR has to understand what it means to be a good

workforce manager, as, without effective recruitment plans, the organization is bound to fall

because of the inability of human resource to function well as planned. For that reason, it is

important to assess the professional skills of each and every employee before you recruit or

retain them (Swaffield, 2009 pg. 22). It's through professional development that one is able to

grade their professional skills in respect to the workforce requirements. There are distinct

methods that would be applicable when evaluating the professional skills, and one of such tools

is the Development Needs Analysis Tool (DNAT) (Swaffield, 2009 pg. 75). This tool consists of

distinct questions, and through answering these questions, one can be able o grade their

qualification level. It is a tool that gives a vivid picture whenever used effectively, and through it,

I was capable of realizing how I underperformed in certain areas.

Improvement Options

Being a professional, I am mandated to take part in any professional research and create a

modern system that can promote efficacy (Thompson, 2009 pg. 123). Nevertheless, my

professional evaluation reveals the gaps that exist when it comes to professional research

participation. There was the need to update my research skills because from the DNAT, I was not

able to assist others in accessing research materials or acquiring information on the trending

notions in my professional context. With most information generating through research and

spreading through various computing technologies, I saw the need to heighten my level of

participation and knowledge to be able to use such databases. However, my scores were high in

regard to the implementation abilities, and the ability to observe guidelines on how to implement

the HR projects. This revealed how I was knowledgeable when it comes to managing the
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workforce and ensuring the success of the organization. Therefore, to be able to maintain the

updated skills, I have the obligation to continually review the new strategies and policies and

engage in seminars concerning best practice appraisals within the profession.

Professional Development Plan Action Plan

From the previous sections, clearly, several of my skills did not match the expectations as

an HR profession. This implies that there is the need to improve on those areas for the purpose of

remaining indispensable in the organization. As a professional, I have to play a significant role in

developing new insights and translating the findings into practices. In this way, I will improve on

my weakest areas as well as uphold those areas that I am already a good professional.

Table 1: My Revised Plan

Professional Targeted Learning Achieving the Resource Schedule

Theme Outcome Objective Requirement

Research and Development
Access Access and Improved External 6 months

participation in participation in seminars

international academia and Access to

research seminars international

database
Implement Transformation of Gathering Research on 6 months

research work into information on industry

practice new research databases

Gathering Consultation of
Update about
information on specialists
international
changing nature of Research on
regulation
HR policy
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Gathering publications

information on

new employment

policies

Gathering

information on

labor markets
Evaluate Ability to audit the Understanding Industry reports 6 months

implication of HR both internal and Internal reports

practices in the external Government

organization organization Publications

Ability to predict environment.

possible outcomes

Self-Evaluation

The professional development plan was vital in altering my professional skills, whereby I

took little interest in conducting research and had the limitation of accessing modern

publications. As a result, I had to assist in generating new knowledge that targets the

improvements of my professional. It's from several of my research that I was able to solve

certain common problems through the generation of alternative approaches in some operation

guidelines. I realized also that I had little information pertaining the context of the business,

limiting my knowledge to local guidelines and policies, but through attending seminars,

conducting researches, and accessing wide range of external and internal information, I was

capable of realizing the ever-changing context and diversity in HR practices (Thompson, 2009
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pg. 115). It's from this global practice that I was able to understand the global economy, gaining

significant knowledge about my organization and the factors that are within the internal and

external context that affect the business conduct. All in all, the whole process was vital and

beneficial to my career.

References

Bredin, K. and Soderlund, J. (2010). Fit for purpose? Designing HR organisations and HR

departments in project-based organisations. International Journal of Human Resources

Development and Management, 10(4), p.327.

CIPD (2017). CIPD Profession Map | CIPD Middle East. [online] Cipd.ae. Available at:

http://www.cipd.ae/your-professional-development/cipd-profession-map
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[Accessed 1 Aug. 2017].

Driskell, J. (2006). What Makes a Good Team Player? Personality and Team Effectiveness.

Group Dynamics: Theory, Research, and Practice 10, no. 4: 249271.

Kirkwood, T. (2011). Book Reviews: Conflict resolution in the 21st century: Principles, methods

and approaches. African Journal on Conflict Resolution, 11(2).

LloydWalker, B. (2013). Human Resource Management in ProjectBased Organisations: The

HR Quadriad Framework20131K. Bredin and J. Sderlund. Human Resource Management

in ProjectBased Organisations: The HR Quadriad Framework. Basingstoke: Palgrave

Macmillan 2011. International Journal of Managing Projects in Business, 6(4), pp.827-830.

Luthans, F. (2005). Organisational Behaviour. 10th ed. Boston: McGraw-Hill

Swaffield, S. (2009). The international state of professional development. Professional

Development in Education, 35(4), pp.505-509.

Thompson, M. (2009). Professionalism and professional development. Professional

Development in Education, 35(2), pp.169-174.