Hrm Barclays Achievement
How Human Resource Management contributes to the achievement of organisational goals
Human resource management can be regarded as a strategic and coherent approach to the management of an organisation 's most valued assets- the people who individually and collectively contribute to the achievement of the objectives of the business (Armstrong, 1999).
Three key HRM activities at Barclays
1. Grievance procedure
2. Equality & Diversity
3. Rewards and Benefits
The grievance procedure
A grievance situation can arise where an employee has a complaint or problem about any issue relating to their work, working environment, pay and benefits, working hours or is concerned about any other serious matters, such as allegations of harassment or bullying. It is essential for managers to remember that for the individual every problem is handled seriously and sensitively (Barclay intranet)
Barclays achievement of above objective through effective management of HR
The informal stage - Barclays aims to create an environment where problems are resolved early and informally by direct communication between a line manager and employee. Experience shows that problems are best resolved if they are acted upon quickly by those have a more detailed understanding of the issues. At Barclays, employees are encouraged to raise these issues on an informal basis with their manager, who will discuss the concerns in confidence, make discrete inquiries if required and attempt to resolve the issue speedy and fairly. The formal grievance procedure: - If an issue cannot be resolved informally, the employee may use the formal grievance procedure. Problems or queries must be raised within one month or the date of the incidents referred to. Managers are under a duty to ensure that grievance meetings are arranged and held without unreasonable delay. There are two stages in this formal stage. At stage one the grievance should be raised in writing to the manager of the employee 's manager
Human resource management can be regarded as a strategic and coherent approach to the management of an organisation 's most valued assets- the people who individually and collectively contribute to the achievement of the objectives of the business (Armstrong, 1999).
Three key HRM activities at Barclays
1. Grievance procedure
2. Equality & Diversity
3. Rewards and Benefits
The grievance procedure
A grievance situation can arise where an employee has a complaint or problem about any issue relating to their work, working environment, pay and benefits, working hours or is concerned about any other serious matters, such as allegations of harassment or bullying. It is essential for managers to remember that for the individual every problem is handled seriously and sensitively (Barclay intranet)
Barclays achievement of above objective through effective management of HR
The informal stage - Barclays aims to create an environment where problems are resolved early and informally by direct communication between a line manager and employee. Experience shows that problems are best resolved if they are acted upon quickly by those have a more detailed understanding of the issues. At Barclays, employees are encouraged to raise these issues on an informal basis with their manager, who will discuss the concerns in confidence, make discrete inquiries if required and attempt to resolve the issue speedy and fairly. The formal grievance procedure: - If an issue cannot be resolved informally, the employee may use the formal grievance procedure. Problems or queries must be raised within one month or the date of the incidents referred to. Managers are under a duty to ensure that grievance meetings are arranged and held without unreasonable delay. There are two stages in this formal stage. At stage one the grievance should be raised in writing to the manager of the employee 's manager
References: Amstrong Michael, 2006. A handbook of human resources management practice, 10th edition, published Kogan press, Philadelphia Beer, et al Carol T. Kulik, Lawrence Erlbaum Associates, 2004," Human Resources f or the Non- HR Manager", NJ. Publication, Mahwah Daf t, Richard L Beer, et al. (1984). 'Human Resource Management: A General Manager 's Perspective ', New York: Free Press. Ian Beardwell, Len Holden, 1997. HRM A contemporary perspective, second edition, page 212 Keys, Bernard and Wolf e, Joseph (1988), "Management Education and Development: Current issues and Emerging Trends," Journal of Management14, Page 205 Ronald R. Sims (2002), "Organisational Success through ef f ective human resource management". Published by Quorum Books, Westport.