Human Resources and Management Control on Abbey National and Santander Merger

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Strategic Human Resource Management
Description:-
An International bank, Santander Ltd. Has taken over the Abbey National bank, due to this take over, the Abbey National bank has been subjected to change you are the nominated senior managers at Abbey National bank ( at strategic level) using the available public domain information kindly execute the following takes in your role as strategic HR manager / change consultant. Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization and also HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. As Abbey National Bank is one of the largest banks in UK. The bank provides banking and insurance services nation-wide and is the backbone for country's banking infrastructure despite arrival of a dozen other banks, including giants like Barclays and Nat west. The characteristic of human resource management are by no means universal. There are many models and practices within different organizations are diverse. The most significant feature of HRM is importance attached to strategic integration, which follows from top management‘s vision and leadership and which require the full commitment of people to it.

There are different models of HRM

Fiedler Contingency Model

The contingency theory allows for predicting the characteristics of the appropriate situations for effectiveness. Three situational components determine the favourableness of situational control:

Leader-Member Relations:

Referring to the degree of mutual trust, respect and confidence between the leader and the subordinates.

To build a strong team:

There should be a great relationship among the employee, manager and the general manager because it is the foundation of the organization. Without a great relationship, the general manager or the manager cannot qualify to speak into the lives and influence the employees. It is communication that brings life into relationships. When communicating a lot with a particular person, the person will grow closer. From the case, there’s a lack of communication leads to a breakdown in relationship which leads to a loss of leadership. The manager needs to rebuild the relationship with his staffs and also communicate much more effectively than before. That is why if you want to make any organization work, communication is the key.

David Guest's (1989, 1997) model of HRM it has 6 dimensions of analysis * HRM strategy
* HRM practices
* HRM outcomes
* Behaviour outcomes
* Performance outcomes
* Financial outcomes
The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.). It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences. However, Guest has acknowledged that the concept of commitment is 'messy' and that the relationship between commitment and high performance is (or, perhaps, was - given the age of this material) difficult to establish. It also employs a 'flow' approach, seeing strategy underpinning practice, leading to a variety of desired outcomes. We have discussed two model of HRM both are good but as Abbey National is a growing company so that the D.Guest’s model of HRM is best for Abbey National so if Abbey National follows this model it must be succeed to achieve its goal. HRM leads to improvement in organizational performance. HR practices have the quality to improve the employee attitude and behaviour, impact of...
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