Strategic and measurement of H R Management

Posted: August 7th, 2013

Strategic and Measurement of HR Management

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Strategic and Measurement of HR Management

Part A:

Essentially personnel departments deal with the interactions and relational activities of the low levels of employees in an organisation, especially in large organisations. Transactions actualised by the employees in the course of executing their duties and responsibilities are essential as they enforce the organisational goals and create an image for the organisation. There is also need by the human resource departments to ensure that the employees irrespective of their levels in the organisation are satisfied in terms of their conditions of employment. In addition, lower levels of the organisation are tasked with the running of basic activities of organisations.

Personnel management is involved in the transactional levels of managing labour in an organisation whereas human resource management is concerned with management of labour at transformational levels of an organisation. Essentially the transactional level evolves into transformational levels of an organisation because of the increased roles in terms of activities. Increased activities usually result into human resource management. The transformational levels of an organisation are used to unify the human resource department with other organisational departments through definition of human resource activities used for the achievement of organisational goals and objectives.

Training and development is one of the main issues, which determine the need for the involvement of the human resource department in the transactional levels of an organization. This is because there is need to ensure that the employees are able to update their skills and knowledge in the execution of their duties, tasks and responsibilities at the identified level of the organization. In addition, the human resource department at the higher levels of the organization aims at motivating the lower levels of the organization al employees. This encourages productivity thus improving service delivery the clients and customers of the organization.

In addition, this is aimed at enhancing the employee relations to enable, the employees communicate about issues affecting them as well as ensuring that the employees are recognized for their efforts in the growth of the organization. In addition, competitive advantage to be assumed by an organization is as a result by employee innovation and creativity. The changes were because of the evolving business world necessitating the need for organization to encourage productivity and competitive advantage because of employee innovation and creativity.

The need to retain the experienced and skillful workforce is also a major driver to ensure that the higher levels of the organization are able recognize such employees for their roles in the organization. The evolution s of roles in the organization have influenced such changes with the assumption of complex tasks as organizations turn into complex organizations and centralized organizations with the aim of cost cutting in terms of labor. The need to ensure that an organization maintains or increases its competitiveness is one of the main aims of such organizational changes. Benchmarking is also used in comparison of the actual activities of the organization with the strategic goals of the organization.

Part B:

Human resource activity within an organization can be measured by the evaluation of the bottom lie of an organization. Bottom line of any organization is the achievement of its goals and objectives, which revolve around productivity and increased profitability or competitive advantage by an organization. In addition, an organization could evaluate the present employee performance valuations for a particular period to understand the impacts of the activities of the human resource department. Another indicator is the performance of the organization in terms of the service of product ability to satisfy the consumer needs.

Operational benchmarking methods could be used to evaluate the workforce in the organization and relation of the same to the productivity of the organization. This addresses the various aspect of an organization such as productivity, and staffing in the organization. It also evaluates issues such as office flow in the organization, and the subsequent execution of the various organization activities. Operational benchmarking essentially dwells on the efficiency and effectiveness of operations in the entity with regard to the present labor in the organization. Efficiency and customer or client satisfaction from the services or products of an organization is usually the main drivers of growth of an office and eventual achievement of the organizational goals. Hence, this focuses on issues such as efficiency and delivery of the services.

It usually neglects the conditions of executions of such operations for the employees in the organization as it focus on operability and the delivery of results in the organization. The problems associated with this form of benchmarking are the inability of the method to give precise issues affecting the employees in the organization. This only evaluates the ability of the organization to meet the needs of the employees and encourage productivity. This method could be improved with the use of technology-based products to gain ideas from the employees of the issues affecting theme and inhibiting productivity in the organization. Furthermore, productivity could also be as a result in inefficiencies in the organizational processes within the organization.