A View of Strategic Hrm in a New Zealand Corporate
| Strategic HRM It’s More Than Just a Policy | A view of Strategic HRM in a New Zealand Corporate | | Glenn Duncan - 0705186 | 11/8/2011 |
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*NB: Something, Something Else, Something Else 2, Outside, Thingy, Doublecheck and Hirethem are all pseudonyms.
Executive Summary:
In this paper I aim to highlight the importance of ensuring that all aspects of the Strategic HRM policy of an organisation are functioning. This will enable the organisation to gain the maximum benefit from its investment in HRM and the resulting motivated and engaged employees. Job satisfaction is related to goal efficacy, management support, performance appraisal review, rewards, organisatioanl facilitation and clarity of goals; (Lee C, 1991). To be effective in any Strategic HRM policy an organisation not only has to “Talk the Talk’ they have to ensure they “Walk the Walk” right down to the perceived lowest levels of the corporate ladder.
The corporate I was employed at generally had a very good Strategic HRM system; unfortunately there were issues with its execution in some parts of the business. I will highlight three areas in my experience as a line manager where the division I was in was less than adequate at “Walking the Walk”, and the effect I felt this had on my team’s performance in the key areas of goal setting, performance management and personal development.
Poor planning, ineffective goal setting, a dysfunctional reporting system and lack of cohesion in line management and HR and impersonal development are major roadblocks to the success in achieving the HRM goals of an organisation.
My findings were that to ensure a HRM plan is effective an organisation has to ensure that it has sufficient suitably skilled and resourced HR experts and line managers, Specific, Measurable, Attainable, Realistic and timely (SMART) goals, supported by a reporting system that is both robust and accurate. Just having a Strategic HRM
|
*NB: Something, Something Else, Something Else 2, Outside, Thingy, Doublecheck and Hirethem are all pseudonyms.
Executive Summary:
In this paper I aim to highlight the importance of ensuring that all aspects of the Strategic HRM policy of an organisation are functioning. This will enable the organisation to gain the maximum benefit from its investment in HRM and the resulting motivated and engaged employees. Job satisfaction is related to goal efficacy, management support, performance appraisal review, rewards, organisatioanl facilitation and clarity of goals; (Lee C, 1991). To be effective in any Strategic HRM policy an organisation not only has to “Talk the Talk’ they have to ensure they “Walk the Walk” right down to the perceived lowest levels of the corporate ladder.
The corporate I was employed at generally had a very good Strategic HRM system; unfortunately there were issues with its execution in some parts of the business. I will highlight three areas in my experience as a line manager where the division I was in was less than adequate at “Walking the Walk”, and the effect I felt this had on my team’s performance in the key areas of goal setting, performance management and personal development.
Poor planning, ineffective goal setting, a dysfunctional reporting system and lack of cohesion in line management and HR and impersonal development are major roadblocks to the success in achieving the HRM goals of an organisation.
My findings were that to ensure a HRM plan is effective an organisation has to ensure that it has sufficient suitably skilled and resourced HR experts and line managers, Specific, Measurable, Attainable, Realistic and timely (SMART) goals, supported by a reporting system that is both robust and accurate. Just having a Strategic HRM
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