Strategic HRM

Topics: Emotion, Arlie Russell Hochschild, Employment Pages: 8 (2467 words) Published: November 29, 2014
HUMAN RESOURCE MANAGEMENT (HRMT 387): ASSIGNMENT 3 Submitted by: Jenn Derrick

Write about 1000 words to answer this question.

Do you agree that "Strategic HRM is crucially interested in HRD and employee participation"? In your answer, discuss the problems and tensions embedded within HRD and employee participation.

I believe that an organization's best competitive advantage is their people, and Human Resources Development (HRD) and employee participation is critical component of an organization's Strategic Human Resource Management. A culture that supports learning can make a world of difference, especially if senior managers and employees are committed to HRD. There are key issues that make training and learning more effective such as the motivation and interests of learners, the support from managers and supervisors and the overall learning culture within the organization. There are several problems that organizations should consider when implementing HRD. One issue is that it is difficult to determine the type of learning that is required for each employee in the organization. Implementing workplace learning is a difficult and complex task that requires the involvement of senior managers and line managers. It is not always easy to motivate line managers to become fully involved and realize the importance of HRD as they do not view their subordinate's development as part of their job responsibilities. Line Managers are often focused on making their department more efficient and productive and do not realized that investing in their employee's skills and knowledge may help them reach their goals in those areas. HRD requires the integration of various activities such as identifying needs, selecting learning activities and supporting the learning of new skills, and how the line managers think, feel and act, will play a key role in achieving this. Line managers may have difficulty with their involvement as they may not have time due to the pressures of work and they may not have the skill or positive attitudes required to assist with developing others. When line managers are expected to be involved in implementing HRD and are responsible for the development of their subordinates, it can cause tension between them which according to _Phillips, 1995_, could lead to a regression into the typical manager type of behaviour. Managers may find it difficult to focus on developing their employees when there is pressure to meet performance targets. Another obstacle to overcome is that most organizations may focus on profit animation, reducing costs and marketing their products, rather than focusing their time and money on developing their employees. Many companies view their employees as individuals that help get the job done, but may not realize that many employees have skills and knowledge beyond their everyday jobs that could be developed if the organization changed their focus. Often organizations put more emphasis on marketing and financial matters as opposed to training.

The issue of diversity is another problem that needs to be considered. There has been a growing awareness of the importance of understanding diversity in the workplace and organizations should be focusing on ensuring they are doing the right thing to conform to the law. Many organizations may not feel that diversity is an important issue that they need to deal with, however they should be offering awareness training once the issues are identified as part of their HRD to communicate information to all employees. Organizations need to realize that the shift towards diversity requires commitment from the organization to a long-term cultural change when developing the learning in order for it to be effective. Again support from senior managers and leaders is critical if the organization expects employee buy-in.

Another problem to consider is the _"human capital theory"_ (Garrick, 1999) which relates to how employees in organizations perform and the...

References: William Collier, Francis Green and Young-Bae Kim. Education, Training and Establishment Survival. Department of Economics, University of Kent, 2007. Retrieved from: http://cep.lse.ac . uk/conference_papers/07_12_2007/collier.pdf
HR Council
Chong, Patricia. _Servitude with a Smile: An Anti-Oppression Analysis of Emotional Labour._ Global Labour University, 2009. Retrieved from:
HTTP://WWW.GLOB A L-LABOUR-UNIVERSITY.ORG/FILEADMIN/GLU_WORKING_PAPERS/GLU_WP_NO.7.PDF
Arlie R. Hochschild, The Managed Heart: Commercialization of Human Feeling (London: University of
California, 1983), 7.
Resnikoff, Ned. _How companies force 'emotional labor ' on low-wage workers._ MSNBC, 2013. Retrieved from: http://w w w.msnbc.com/the-ed-show/how-companies-force-emotional-labor-low
Hochschild, A.R
Braton, John & Gold, Jeff(2012). _Human Resource Management Theory and Practice, 5th Edition._ England, U.K.: Palgrave Macmillan
Wikia
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