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Human Resource Management Test Assignment

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Human Resource Management Test Assignment

 

 Question one

Reasons for involving the human resources manager in the strategic planning platform

According to Leardini et al. (2014), Strategic planning is a management process that defines the organization’s focus towards financial goals, resources, and the organization’s vision towards growth, to incorporate all members, from the employees to the stakeholders towards a common goal. About the strategic planning for the company’s prospects, the human resource manager is a crucial figure in the development process, for a productive and fruitful outcome.  Purce, (2014), argues that this is because of the following reasons

Organization development.

Since strategic planning involved changes in the workplace, for instance, the output processes and the working systems, which are to be improved to meet the intended objectives, with this kind of developments, the human resource manager can provide a clear insight into how the changes would be best implements, when and how. It is achieved because of the in-depth understanding of the labor force and its ability to cope with any changes along with the impacts of the developing changes.

Staffing

With the projection of the company’s future, the human resource manager, if well engaged in the strategic planning process, can understand the expected changes. By this, it provides the manager with a well-developed image of the kind of staff the company would need to attain its goals. The activity helps in employing the right employees for the correct job position to have an effective transition and also maximum output (Shields et al. 2015).

Team building

Successful Strategic planning for any company relies on the kind of output produced by its employees. It comes directly in handy with the human resource manager to help sustain a constant flow of the production, through employee’s motivation and building a strong team spirit towards teamwork in the company. Concerning the argument, it can only be achieved if the HR manager has a clear and direct understanding of the organization’s plans.

Importance of the human resource manager

Happy employees

By precisely understanding the company’s expectations, the manager can motivate the employees. Though a well-developed team-building spirit, the employees can perform to their level best in their particular departments. In turn, due to a better and well-formulated talent-hiring for the company, the proposed objectives in the strategic planning process is achievable in a shorter time frame. With regards to happy employees, it relates to self-driven and outcome-oriented employees that the manager can position at their best performing areas.

Question two

Inside or outside the Recruitment

As for Powermat Inc. The company, recruitment crises, the problem is not the recruitment processes of the company; the biggest problem is the management of the enterprise as a whole.  Because of the following reasons, as stated below.

The human resource team seems to have tried all available means to recruit well and experienced employees; however, the same problem remains ‘Lack of experience.’ For this reason, the top management is to be blamed for the issue since the company deals with complex machinery production that requires a lot of hand-on experience for every employee to delegate the rest effectively. This is why the company has recruited the best labor force available at their exposure, and also the best from its experienced employees for a career upgrade. But the problem is all the same, which narrows down to poor management practices held by the company’s top management (Rees, & Smith, (2017).

One is the lack of teamwork where the middle managers are expected to deliver a lot than expected; for example, the Department managers are expected to make very complex decisions with the top managers excluding them self’s for such a critical issue. Secondly, the delegation of responsibilities seems to be very rigid to the point that even the current employees of the company have no hands-on experience with other processes in the company above what they are delegated to do. According to Johnson et al. (2014), that is the reason as to why there is a gap in the expectations of the top-level management and the experience standards of middle-level management. That later develops to the company’s lack of well fitted middle managers to perform the expected objectives undoubtedly.

Recommendation

To solve the labor problem at Powermat Inc. company, the managers at the top level should change their leadership styles to a Democratic Leadership style. With such, the employees have access to learn from the managers and their delegations practices, which will, in turn, lead to the development of leadership skills along with the company’s machinery experience. It will also result in a wholesome well-equipped manager when the enterprise requires a replacement for the management position. The style will also lead to internal recruitment who are familiar with the company’s process, and even the means to recruit will be easy and cheap at the same time.

Question three

Rewarding excellent performance at a bank.

As for Jim’s incident at the Trust Bank branch, the offer that was presented to him as a rise in his monthly salary was one that he was to accept, based on the fact that it is hard to measure the branch manager’s performance. For the reason that most banks and most companies work with policies that govern their activities, and so was Trust Bank, where the ten percent pay rise was the maximum the manager would have given to him. And on the other hand, he had been promoted in the same year to the current managerial position, which left him with no option than accept and be content with the company’s gratitude towards his explicit effort for the company’s growth at that moment (DeNisi, & Smith, (2014).

Banks sales incentives to branch managers

The answer is no; the banks do not offer better incentives for the branch managers. This is because the managers engage in a lot of activities from the coordination of the sales team to customer services and, more so, better implementation of the policies to be followed by the subordinate employees either internal or external. And yet, by the end of the day, their efforts are not as much recognized compared to the efforts put in place, where else most of the junior employees get more incentives for their work, developing nonexistence of equality in the incentive payout clause (Deville et al. (2014).

 

 

Recommendation

According to Faisal et al. (2015), for the banks to avoid the problem of incentives to its sales team once and for all, they should implement a system that would guide all its staff members based on their performance. For instance, developing a quantification chat bracket that would show each employee’s earnings by their sales effort with regards to percentages of what they have contributed. In turn, the banks would also develop a pay increment for the best performing managers based on the kind of growth they have pioneered as opposed to a strict percentage level of where the managers can’t cross no matter the effort. By this, the banks would be impacting some motivation to its workers in general as there is no limit with regards to the incentives or bonuses they are eligible to earn, and in turn, it would lead to more revenue for the banks.

 

 

 

 

 

 

 

 

Reference

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., & Plimmer, G. (2015). Managing Employee Performance & Reward: Concepts, Practices, and Strategies. Cambridge University Press.

Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

Leardini, C., Rossi, G., & Moggi, S. (2014). Governance and Strategic Planning. In Board Governance in Bank Foundations (pp. 71-96). Springer Berlin Heidelberg.

Rees, G., & Smith, P. (Eds.). (2017). Strategic human resource management: An international perspective. Sage.

Johnson, G., Wilding, P., & Robson, A. (2014). Can outsourcing recruitment deliver satisfaction? A hiring manager’s perspective. Personnel Review, 43(2), 303-326.

DeNisi, A., & Smith, C. E. (2014). Performance appraisal, performance management, and firm-level performance: a review, a proposed model, and new directions for future research. Academy of Management Annals, 8(1), 127-179.

Deville, A., Ferrier, G. D., & Leleu, H. (2014). Measuring the performance of hierarchical organizations: An application to bank efficiency at the regional and branch levels. Management Accounting Research, 25(1), 30-44.

Faisal Ahammad, M., Mook Lee, S., Malul, M., & Shoham, A. (2015). Behavioral ambidexterity: The impact of incentive schemes on productivity, motivation, and performance of employees in commercial banks. Human Resource Management, 54(S1).

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