Employee development and Training In general national VET and training in the UK has failed to deliver the skills base which companies require to gain competitive advantages, Stewart, Hence the capabilities of Background of hrm essay learning are directly and indirectly affected by individual learning.
Research has demonstrated that the development and training of employees contributes to effective production performance at lower costs with increased successful employee retention and motivational levels also resulting, Beardwell, Holden and Claydon, This along with the development of a strong leadership style in order to create an organisational culture Background of hrm essay in turn ensure that employee motivation can be raised during difficult transformational stages.
As such then the leadership form and organisational culture were important elements of the organisational change process. In addition the pace of globalisation generates new demand for leadership in managing people from different backgrounds.
This series of theories detail action oriented forms of learning in terms of creating, acquiring and creating knowledge flows. The traditional personnel management model focused on controlling or namely it can be suggested that the origins of personnel management lie in the exercising of power over workers.
Social scientists argue that in order to promote learning it is vital to reduce organisational routines that pose a barrier to actionable learning, Argyris, For example individual performance which is based on financial rewards can be improved through cooperation with team members.
The environment in which people work in not only refers to the physical entity but also includes intangible elements in terms of organisational culture. Here team support will help the production line solve problems effectively and quickly.
Additionally team working can be a basis for improved efficiency in production systems especially when difficulties related to the adoption of new technology occur. The starting point in building organizational culture should always be the building of processes of communication.
Staff from Textile generally changed their work environment due to the closure and inefficient information transformation and communication among subsidiaries generated barriers and a sense of panic among employees. Therefore building a strong organisational culture is an essential part of the strategic HRM planning for Tenrose.
Obviously the most important trends in terms of globalisation and developments in new technologies require Tenrose to compete internationally thus it is useful to consider human resource management strategically in a national context along with the organisational culture.
The success of Japanese companies who exploited team working in order to create competitive advantage has had an important influence on strategic HR management activities in UK companies.
This suggests that team work can be extremely effective during the learning process through benefits flowing from sharing and communicating of information between team members. Advantages of team working in Tenrose are also linked with the radical organisational changes in that learning is a key element in building a new corporate culture.
The changing external environment though has caused new challenges and shaped the nature of management styles in terms of leadership in Tenrose. However this style in terms of organisational behaviour largely depends on the cultural context within which an organisation is situated.
This is the case in the textile manufacturing industry in that Tenrose as a traditional manufacturer made only a limited effort in relation to training and relied instead on the passing on of skills from old staff to new employees in an informal manner.
More importantly the manner of organisational learning is largely related to the corporate culture and leadership style of the organisation. During the organisational change process in Tenrose anxiety and stress levels were increased and employees felt insecure in terms of job and pay level.
Particularly, this problem appears to be more serious due to globalisation and new technological developments which require effectively trained human resource capital. However a psychological perspective has become increasingly important in human resource management literature as well as in organisational behavioural research.History and background of strategic human resource management.
With the development of information technology-oriented high-tech, Internet and e-commerce applications, the human and the New Economy (knowledge-based economy), knowledge of the decisive role in creating organizational competitive advantage is increasingly obvious. Human resource management Introduction Human resource management (HRM) incorporates various functions.
The primary function of HRM is to increase the effectiveness and contribution of employees in the attainment of the goals and objectives of the organization. Background to HRM at General Motors Corporation General Motors Corporation (NYE: GM) is the leading American automaker in the world with its operations spanning in countries.
The car manufacturer was established in in Michigan and today it is headquartered in Detroit, the United States of America.
- Background of IHRM in China With the passage of time there is an increase in the complexity of workforce management in China. There are many factors associated with the growth of human resource management profession and one of the main factors of the attitude of the workforce and the people towards work, changes in the laws that deal with.
In conclusion continued significant challenges faced by Tenrose mean that a strategic HRM policy should be a priority for the company in dealing with its human resources.
References. Beardwell, I., Holden, L.
& Claydon, T. () Human Resource Management: a Contemporary Approach 4 th edition, Harlow UK, FT Prentice Hall.
The basic idea of HRM is first appear from s; and defined in very simple term as managing people in organization and now in modern society, technological changes and production of product and services demand more than just managing people in an organization (Newell and Scarbrough, ).Download