Human Resources Management

Human Resources Management

Part One

Answer One

Before proceeding with the process of increasing compensation as a departmental manager, there are a couple of questions to ask first. The first question is who is eligible for the compensation increase.  Next is what the effective date to execute compensation increase is and when employees should see it in their paychecks. Next, how was the compensation increase determined? Next is if any requirements will be needed to assess the salary increase. Next, what are the conditions for individual contributors to qualify for a salary increase? Next, when and how the compensation increase be communicated to the overall staff members. Next is if contract employees are eligible for the salary increase (Tarpey, 2019). Next, will the compensation increase of exempts be the same as the nonexempt? Next is if the compensation increase will affect the administrative stipend. Next is how employees with no performance evaluation will be treated in this situation.

And finally, how will employees that work partly in the department and partly in other departments will be treated. Additional information to ask for before executing the compensation increase is the performance evaluation of employees. Next is the cost of living index to ascertain how much compensation increase should be implemented. An analysis report of whether the compensation increase process should be based on current salary or performance evaluation. Next, is the departmental budget made to cater for the compensation increase? Next is a report on how much similar companies in the locality are paying their employees. And finally, a report on the general economic conditions in the market (Tarpey, 2019).

Answer Two

The main element for reducing employee’s turnover is ensuring that they are always satisfied. Most employees leave their jobs because of various factors. The factors include pay and benefits, job fit, company culture, career growth opportunities, and management. As the general manager of the new facility in Evansville to ensure employee satisfaction in the non-unionized workplace requires a good plan. As the top manager, it will require more than the commitment that is not only symbolical but develop practices and policies that will help in ensuring employee satisfaction. The facility has to be committed in job security, cash profit sharing, innovative training programs, attractive stock purchase plan, flexible working hours, and employee promotions (Abuhashesh et al., 2019).

The practices and policies need not only be stated but should be put into writing to help govern the company’s relationship with employees even in the future. Employment functions are essential to effective organizations. The hiring office should maintain a good relationship with other company’s departments to maintain good ties with employees. Recognition of individual achievements and helping the employee feel a sense of satisfaction from their work is a good practice for non-union companies to maintain their employees (Abuhashesh et al., 2019). Treating employees the right way will give them a reason to stay in the company despite it being non-unionized. Recognition and embracement of their efforts boost their morale; therefore, turnover is kept low because they will always be satisfied.

Part TWO

Answer One

Effective organizations understand that their total reward must be designed in a way that they influence both the external and internal environment of the organization. The global economic landscape affects organizations in general and mainly the total reward. Total rewards are among the highest costs that are incurred by an organization. Therefore they must be monitored regularly and, if possible, adjusted to enhance constant financial viability (Watson, 2019). The constantly changing economic conditions around the globe require a timely and measured response from total reward experts to adjust organization programs to meet the changing needs. The total worldwide reward is near a universal form between employee’s skills and effort and the ability of the employers to retain the employees to achieve the organization’s mission. Therefore total reward is a crucial intersection between the demand and supply of labor.

The total reward experts must understand the trend in the labor market to procure the best talent in the market at a sustainable and affordable cost. Another critical component of external influences is cultural norms. The total rewards that are appreciated and valued in one culture can be less meaningful in another culture (Watson, 2019). Therefore the total reward professional must understand the diverse cultures surrounding the labor market. Finally, on external influences of the total reward is regulatory policies that vary from region to region. The regulatory issues affect the implementation of employment rules, benefits, and payments. Thus the practices and programs the organizations engage in must be assessed to determine whether they can be applied in the local environment. The regulations might require alternative programs and practices to ensure compliance.

Violation of the regulatory laws can lead to sanctions and poor public image that affect the reputation and performance of organizations. The results of total reward external influences and its reward strategy lead to a workforce that has the right employees in the right positions motivated to deliver great outcomes. The employees are free and loyal to the organization and the success they achieve (Watson, 2019). The WorldatWork Total Reward Model indicates the relationship between the employees and their employers. The desired outcome of an organization is excellent performance and achievement of results through employees who are engaged to work by contributing their effort, time, and talent.

WorldatWork Total Reward Model consists of six elements for total reward, and they include practices, programs, and dimensions. They collectively motivate, attract, engage, and retain employees of an organization. The first element is compensation, which is the payment that is provided by an organization to its employees. It includes both variable and fixed payments that are tied to performance levels. The next element is benefits, which are the programs that the organization uses to boost the pay an employee receives. The programs include savings, retirement benefits, health benefits, and income protection benefits provided as security for employees and their loved ones. Next is recognition, which is the employer’s acknowledgment of employee’s effort, actions, and performance in the organization (Watson, 2019). The employee’s support and reinforcement of the organization strategy that contributes to its success are embraced through recognition by the employer.

The recognition programs can be formal or informal. Next is performance management, which is the integration of individual, team, and organizational effort towards the achievement of a common goal and objective. It involves establishing skill demonstration, feedback, continuous improvement expectations, and assessment. Next is work-Life effectiveness that includes a specific set of organizational policies, programs, and practices plus philosophy that are aimed at supporting the efforts of an organization. They help employees to achieve organizational success while at home and work. Finally, the last element is talent development that provides employees with an opportunity to advance their skills and expertise in their short-term and long-term careers. Organizations provide career development programs to deploy talented employees to deliver high value to the organization (Watson, 2019).

Answer Two

Human Capital Management concept acknowledges that organizations value employees and their experience, skills, innovative ideas, knowledge, and strategies. For an organization to expect the best results from its employees, it must understand them inside out. There are five components of Human Capital Management strategies. The first component is clarity in human capital goals that help to understand the gap between the current state of the organization and its desired state (Boon et al., 2018). Clear human capital goals help the organization to develop human capital goals that increase the efficiency of employees and give them a sense of belonging in the organization. Examples of human capital goals are hiring the best talents, retaining talents, developing the best induction programs, and continuously developing employee skills. Next is the provision of clear direction to understand the organization entirely. It includes understanding the organization’s budgetary constraints, customers, vision, mission, expectations, senior management, and strategic directions.

Next is an accountability system that involves managing plans and processes well. Keeping track of progress is critical. Accountability involves measuring the success and weaknesses of the processes and plans being implemented (Boon et al., 2018). It is only through accountability the organization’s car ascertain if the plans and processes are working or not. The next component is the foolproof implementation plan that involves the steps and tools used to implement human capital strategies. It includes allocating the time frame, budget, resources to implement the human capital strategies. The final component is setting the policies and procedures to accomplish the objectives and goals. After setting the human capital strategies, the organization has to set the policies and procedures to be used in achieving the goals and objectives. Long-term plans should be designed to ensure long-term employee satisfaction (Boon et al., 2018). Because satisfied employees are likely to deliver great results, then there will be a likelihood of success.

References

Abuhashesh, M., Al-Dmour, R., & Masa’deh, R. E. (2019). Factors that affect Employees Job Satisfaction and Performance to Increase Customers’ Satisfactions. https://ibimapublishing.com/articles/JHRMR/2019/354277/354277.pdf

Corine Boon, Rory Eckardt, David P. Lepak & Paul Boselie (2018) Integrating strategic human capital and strategic human resource management, The International Journal of Human Resource Management, 29:1, 34-67, DOI: 10.1080/09585192.2017.1380063

Tarpey, M. (2019). 5 essential factors for determining compensation. Retrieved from https://resources.careerbuilder.com/recruiting-solutions/how-to-build-employee-compensation-programs.

Watson, T. (2019). Total Rewards Model – Total Rewards Strategy. Retrieved from https://worldatwork.org/total-rewards-model/.