Critical Analysis of the People Management and Development Policies and Practices at Construct It
Introduction
The purpose of this report is to give a critical analysis of the People Management and Development policies and practices at Construct It, with particular reference to how they integrate their “fit” strategy under the pressures of the impact of change, whilst managing their primary source of organisational competitive advantage – people. This report will have the reoccurring theme of the importance of the Line Managers whose role is directly involved with employees, given the trend of devolution of Human Resources practices and procedures. The extent of organisational performance is very well dependent on the quality of leadership behaviour and satisfaction with Human Resources Management practices. People Management and Development can be defined as the management of people to achieve individual behaviour and performance that will enhance an organisation’s effectiveness. This effectiveness of the workplace depends heavily on the level of engagement with, and influence on, employees in order to maximise their performance on the added value to customers. Its approaches aims to, amongst other things recognise people as a strategic resource for competitive advantage, give ‘people issues’ the right level of consideration as a form of strategy formulation and implementation of how they can add value to the business, and thus proving a connection between people management practices and organisational profitability. There are various schools of thought as to which approach is the best strategy, but various aspects of them are usually found in every organisation, whether by accident or deliberate strategy, and at Construct It they seem to be using a combination of these strategic situational contingencies. The Universalist or best practice approach suggests that there is a one best model approach, regardless of the competitive strategy of the organisation (Torrington 2008). This model is based on four Human Resources policy goals
The purpose of this report is to give a critical analysis of the People Management and Development policies and practices at Construct It, with particular reference to how they integrate their “fit” strategy under the pressures of the impact of change, whilst managing their primary source of organisational competitive advantage – people. This report will have the reoccurring theme of the importance of the Line Managers whose role is directly involved with employees, given the trend of devolution of Human Resources practices and procedures. The extent of organisational performance is very well dependent on the quality of leadership behaviour and satisfaction with Human Resources Management practices. People Management and Development can be defined as the management of people to achieve individual behaviour and performance that will enhance an organisation’s effectiveness. This effectiveness of the workplace depends heavily on the level of engagement with, and influence on, employees in order to maximise their performance on the added value to customers. Its approaches aims to, amongst other things recognise people as a strategic resource for competitive advantage, give ‘people issues’ the right level of consideration as a form of strategy formulation and implementation of how they can add value to the business, and thus proving a connection between people management practices and organisational profitability. There are various schools of thought as to which approach is the best strategy, but various aspects of them are usually found in every organisation, whether by accident or deliberate strategy, and at Construct It they seem to be using a combination of these strategic situational contingencies. The Universalist or best practice approach suggests that there is a one best model approach, regardless of the competitive strategy of the organisation (Torrington 2008). This model is based on four Human Resources policy goals