Using the Chrm Decision-Making Framework, Consider an Organisation’s Actual or Potential Shrm Response to Influential Factors and Link Them to the Organisation’s Internal Hrm.

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Human resources management.
Using the CHRM Decision-Making Framework, consider an organisation’s actual or potential SHRM response to influential factors and link them to the organisation’s internal HRM. * Executive Summary

As a tool for HRM the six step continuous-improvement HRM (CHRM) decision-making framework allows senior management and HRM to scan the internal and external environment for potential problems and opportunities. This report aligns HRM to management strategy and demonstrated the CHRM decision-making framework process to initiate measures for resolving problems or taking advantages of opportunities, using an analysis of the internal and external strengths and weaknesses, and opportunities and threats. Using a SWOT analysis potential problems were discovered and verified in the organisation. They are: * Knowledge management - Migration of senior managers leads to loss of tacit knowledge * Gender Diversity - Although women make up 41.7% of the work force only 3% of pilots are female * OH&S - Unsafe working conditions with smaller cabin crews and fewer staff available for flights Using CHRM, HR managers are able to devise and implementation a strategic plan to attend to those potential problems or opportunities. This report has revealed that Qantas HRM can strategically align with organisational objectives by instigating the following plan * Conduct an honest, open review of organisational culture to discover and action an incentive to encourage senior management personnel to stay, that includes establishing a mentoring program.

* Active recruitment and selection aimed specifically at women pilots and initiatives for women to join pilot training programs.

* Annual review of OH&S situations involving staffing levels on flights, possible staff retraining, job-sharing options to increase staff numbers without increasing costs, and the implementation of team-bonding, morale raising initiatives. Finally, the continual evaluation of the success or failure of the implemented plans is important for any learning organisation. If the plan is a success it needs to be continually monitored to keep it successful and renew if environmental conditions change. If the plan is a failure then an analysis of how it failed is valuable to avoid making similar mistakes in the future.

The purpose of this report was to analyse the current environmental and internal issues influencing the Qantas Group and realise potential problems or opportunities that may affect human resources (HR) and human resources management (HRM) and evaluate possible strategic HRM (SHRM) responses the internal HRM could implement. Scope

The scope was defined as the staff of Qantas and its subsidiaries affected by factors influencing the organisation’s internal HRM. Methodology
Firstly the information used in this report was collected from publically available websites, publications and relevant newspaper reports. Secondly, literary research into HRM concepts and theories, Managerial strategies and their relationship with SHRM, and continuous-improvement HRM (CHRM) decision making-framework, was conducted to assist assessment of issues arising from the scan of the organisation’s external and internal environments. Thirdly, recommendations were made for addressing problems and opportunities raised from the SWOT analysis. Assumptions

It was assumed that senior management would be financially supportive, allow access to all functional sections of the organisation, and receptive to suggestions based on this report for strategic application, specifically regarding HRM. It was also assumed that management stability would endure the implementation of this report’s recommendations. Limitations

This report was limited to the problems and opportunities arising from the SWOT analysis concerning HR aspects of the organisation and the strategic implementations of any recommendations made, and...
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