Human Management Is Considered As A Key †Myassignmenthelp.Com

Question: Discuss About The Human Management Is Considered As A Key? Answer: Introduction The case study compares the prevailing scenario between two companies operating in the same industry. The two hospitals have been experiencing totally different scenarios in terms of their human resource management practices and strategies. One of the hotels has been experiencing industrial disputes, high level of staff grievances, absenteeism and turnover and staff shortage. On the other hand, the other hospital has completely different human resource management strategies and has been experiencing excellent staff retention rates, employee morale, the overall quality of patient care and patient safety. Therefore, this report is aimed at gaining a better understanding of the role that the human resource management strategies play in a workplace and discuss certain strategies that the CEO of the first hospital can implement at the workplace in order to improve the human resource management practices and the overall work scenario. Strategies to improve the operations at the first hospital Management of human resource is not an easy task. It requires a lot of experience and a competent team to appropriately manage a companys workforce and achieve better results when it comes to performance and productivity. The first hospital needs to introduce certain major changes in order to become more effective in the management of its human resources. Some of the changes or strategies that can help the first hospital in improving its human resource management operations are discussed below: First of all, the CEO of the first hospital needs to realise that human resource management is not a task that can be performed by anybody holding a powerful position in the organisational hierarchy. Furthermore, a person belonging to finance background i.e. the finance manager can never understand the psychology of people at work and will never be able to make significant contributions towards the designing of human resource management strategies (Bayo-Moriones, 2002). To improve the human resource management operations, the CEO of the company needs to form a department that would comprise of people belonging to the field of human resource management, who will be responsible for all the management of the hospitals workforce. A dedicated human resource management department will eliminate the need of for payroll department and will be able to take care of many other operations, such as performance management, training and development, benefits and compensation, etc. Furthermore, with a dedicated human resource management department in place, the senior level executives of the first hospital will not have to rely upon their middle-level managers to assist them in the management of human resources anymore (Storey, 2014). Secondly, once there is an efficient and experienced human resource management department set up in the first hospital, the CEO should redesign all their human resource management strategies, functions and planning. Previously, the management of human resources was solely being carried out by the CEO and his finance manager, while a consultant visited them every week to check into things. It is obvious that due to lack of regular feedback from the consultant and technical knowledge, the CEO and the finance manager had designed certain human resource management practices, functions or strategies that were inefficient and were inflicting a negative feeling in the minds of the employees (Marchington, Wilkinson, Donnelly, Kynighou, 2016). Redesigning the human resource management functions with the help of a newly setup dedicated human resource management department will allow the CEO to eliminate the look holes or inefficiencies from the human resource management practices and implemen t new practices that would motivate the employees to make greater contributions towards the achievement of organisational goals and objectives. Features of building a sustainable human resource capability In the present day scenario of global business competition, business organisations are heavily relying upon their human resources in helping them to achieve market competencies. To optimise the performance level of the workforce, human resource management is of utmost importance and building a sustainable human resource capability becomes an extreme priority. The key features of building a sustainable human resource capability are discussed below: First of all, for building a sustainable human resource capability, it is important that human resource management in carried out as a continuous process, rather than using it only to deal with issues as and when they arise. Management of human resources should be an everyday task and should be continuously carried out to identify issues related to the workforce and implement appropriate strategies to address them (Zairi). Secondly, management of human resources is a vast subject and should not be left in the hands of those people or employees who lack experience in this field. Only qualified and competitive human resource managers have the capability to understand the behaviour of human beings while at work, which enables them to identify issues related to their work lives and also identify factors that can keep them motivated (Khandekar Sharma, 2005). Therefore, to build a sustainable human resource management capability, it is important for business organisations to have dedicated human resource departments that can look after all the human resource practices and functions, rather than relying on managerial level employees to act as human resource managers to a certain extent. Thirdly, business organisations should lay a great deal of focus on getting their core human resource management functions, such as recruitment and selection, remuneration, attracting and retaining employees, etc. in place. These core functions are some of the most important functions that are performed by a human resource management, which in turn can help in building a sustainable human resource ability (PTTPLC, n.d.). Being able to attract and retain a talented pool of employees can help a business organisation in gaining greater market competencies in the form of human resources while selecting the right employees for the right job using effective recruitment and selection strategies can help a company in performing better. Performing all the core functions of human resource management effectively will help business organisations in developing a synergy effect and ultimately achieve a sustainable human resource management capability. Conclusion The two hospitals clearly have a great difference in their organisational performance, which can solely be attributed to the difference in their human resource management practices. The CEO of the first hospital clearly needs to revise the entire human resource management system if the first hospital wishes to remain competitive and offer exceptional high-quality services to the patients. To achieve better organisational results, the CEO of the company should look into the above recommendations, which will help him in improving the human resource management operations and building a sustainable human resource management capability in the workplace. References Zairi, M. (n.d.). building human resources capability in health care: a global analysis of best practice ? part III. Healthcare Manpower Management, 24(5). PTTPLC. (n.d.). Sustainable Human Resource Management . Retrieved August 25, 2017, from www.pttplc.com: https://www.pttplc.com/en/career/sustainable-human-resource-management/pages/sustainable-human-resource-management.aspx Khandekar, A., Sharma, A. (2005). Managing human resource capabilities for sustainable competitive advantage: An empirical analysis from Indian global organisations. Education + Training, 47(8/9). Bayo-Moriones, A. (2002). Human Resource Management, Strategy and Operational Performance in the Spanish Manufacturing Industry. Retrieved August 25, 2017, from www.cairn.info: https://www.cairn.info/revue-management-2002-3-page-175.htm Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals). Routledge. Marchington, M., Wilkinson, A., Donnelly, R., Kynighou, A. (2016). Human Resource Management at Work (6 ed.). Kogan Page Publishers.