The Critical Appraisal of the Role of Hrm Strategies and Practices in the Planning and Implementation of Change.

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Westminster International University in Tashkent

Coursework

2011 - 2012

Word count

To be completed by the student
Student’s ID number 000018
Module nameManaging Culture and Change
Module code4UZB7B4
Course Leader Abdumalik Djumanov, Rowan Wagner
Individual assignment
Group assignment
Submission deadline12th December

I certify that all material in this coursework which is not my own work has been acknowledged and I am fully aware of the consequences of plagiarism.

Signed

For Academic Registrar use only

Contents

Introduction.....................................................................................................................3

HRM techniques..............................................................................................................3 HRM learning practices and people interactions.........................................................5 “Hard” and “Soft” approach.........................................................................................7 Reward system and improvements of organizational performance...........................8

Conclusion.......................................................................................................................10 References.......................................................................................................................11

Introduction

Key elements in successful planning and implementation of change management have been identified as organisational culture and structure, human resources and leadership within an organisation. Based on the human relations approach Torrington, Hall and Taylor (2005) suggest that human resource management is the basis function of all management pursuits. It is as such about getting the right people to work in the most productive way. In other words HRM requires managers’ strike a balance between people’s needs in the organisation with those of all related groups external to the organisation. This links with the pluralistic approach and the nature of organisational strategic objectives. The traditional view of employees as economic entities ignores the psychological needs common to human beings. HRM activities more recently focus more on the quality of the human resource available in terms of elements such as know-how expertise and psychological well being in relation to levels of productivity. According to Boxall and Steeneveld (1999) the quality of HRM is a significant element in the performance of achieving an organisation’s strategic objectives. Therefore the implications of a human relations management approach is associated with growing concerns with the training and development of human resource as well as related areas such as employee retention and motivation.

HRM techniques

Management literature focuses on getting the most out of the workforce through techniques such as those contained with Taylor’s Scientific Management framework. New techniques have instead begun to consider psychological issues to do with motivation and leadership in relation to an organisation’s performance. Also of importance is that the physical environment in which people work in has changed dramatically and thus the management of organisational performance has to be adjusted in correspondence to emerging forces both internally and externally to the organisation. It is also believed that rewards provided in exchange of performance will be effective maintaining good performance however as demonstrated performance is influenced by a range of factors such as national culture, industrial relations as well as organisational culture.

There is a bias for action rather than bureaucracy a bias towards individual creation supported by corporate culture organisations will be successful such as those outlined within many US models of organisational culture. Effective HR...
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