HUMAN RESOURCE

MANAGEMENT

Assessor:

Submitted By:
Student ID:
Table of Contents

Assessment One ................................................................................................................... 4

An increasingly diverse workforce .................................................................................. 4

Introduction ...................................................................................................................... 4

Overview of the company .................................................................................................... 4

Key Drivers of Increasing Diversity in Workforce ...................................................... 7

IBMs policies and practices for manage diversity .................................................... 12

Global work force diversity at IBM ............................................................................. 7

Woman workforce in IBM ......................................... Error! Bookmark not defined.

Some characteristics of IBM diversity management within the work place .............. 12

The Link between Organisational performance and diversity.................................... 13

Benefit of IBMs workforce diversity ........................................................................ 14

Suggestions to promote diversity in an organisation .................................................. 15

Conclusion ......................................................................................................................... 16

Assessment Two ................................................................................................................ 17

Human resource management ........................................................................................ 17

Introduction .................................................................................................................... 17

Critically appraise Glubmans view in the context of modern HRM ............................ 17

Conclusion ......................................................................................................................... 22

References .......................................................................................................................... 23

Web References ................................................................................................................. 25

2
Student Name: Student ID:
Appendix ............................................................................................................................ 27

3
Student Name: Student ID:
Assessment One
An increasingly diverse workforce

Introduction

The diversity of and organisation is different distinct and unique. First part of this
assignment explains the work force diversity in the International Business Machine
Corporation. There are some drivers for work force drivers those things are discussed in
relation with the IBM. Further this part will described the IBM policies and practices to
manage workforce diversity, women workforce in IBM, characteristics of IBM diversity
management and link between organisational performance and work force diversity. Final
part of this assignment consists with benefit of the workforce diversity and suggestions to
improve workforce diversity at IBM.

Overview of the company

The International Business Machine Corporation (IBM) is an American multinational

technological and consulting company. The IBM headquarters is in the Armonk, New
York, United States. IBM develops and Markets the software products and hardware
products. IBM is one of the biggest Information technology company in the world. The
company was founded in 1911 by merger of three companies. The three companies were
Tabulating Machine Company, the International Time Recording Company, and the
Computing Scale Company. In 2012 IBM ranked the number 2 biggest company in the
United States in terms of number of employees. Currently IBM has 435,000 employees
worldwide. So the management of workplace diversity is very important for the IBM.
For purpose of first part of this assignment I have choose the IBM Company. The IBM
mission statement reflects the core of the business, it also consistently innovate their
products (International Business Machine Corporation web site, 2014). Diversity derived
from the word divers. Diverse means different, distinct, and unique. Diversity in work
place means characteristics and qualities that are different from our own. In other words
differences that people have those might be gender, religion, race, physical ability,
culture, etc.

4
Student Name: Student ID:
According to Torrington et al (2011) as a multinational company IBM has to hire people
from all over the world with different race, culture, religion. The IBM operates in the
large demographic of people. As well as the diversity is now occur in the world naturally
as world is now become one village because of the technology development. Most
multinational companies like IBM operate in the different countries and they have to hire
locals that work with their own.

Storey and John (2007) defines the diversity in the work place is competitive advantage
for the company. The new culture and race will help organisation for the innovation. If
there is no such diverse in the company different ideas might not come because every
worker in the organisation has the same ideas. But if there is different peoples they are
always guide to the difference for the organisation it means try something different.
Another advantage is that when marketing to a new people it is advised to select a person
form that minority to help you as they know what works and what doesnt. A study in
1992 showed that diverse ethnic groups produced more effective solutions than groups
with a single ethnicity. Innovation contributes to the development of the economy. So the
economic development depends on the collective differences. Finding better solutions,
different or unique paths require the different thinking. Thats why the innovation is
based on the diversity.

Equal opportunity approaches

There are two different to what includes equal opportunities. This approach defines
efforts, shared responsibilities and equal participation irrespective of gender, ethnicity,
disability, and sexuality. According to Storey and John (2007) employees are safeguard
by laws and regulations, which leads to right for treat equally and fairly. An equality
opportunities policy refers employment practices and procedures that do not discriminate.
This method highlights the importance of caring peoples regardless of their social groups.
It is focus on individuals should be appointed and rewarded base on their job criteria.
Assumption: equality of outcome will be achieved if fair procedures are used and
monitored.

5
Student Name: Student ID:
Managing diversity approaches

According to Torrington et al (2011) diversity approach began from USA late 1980. The
colour is not greater than the sex and race for treatment that employee received. The core
idea behind managing diversity seems to be to encourage organizations to recognize
differences. The managing diversity is proactive capitalising on the dissimilar capabilities
and skills, qualities and viewpoints that a diverse workforce has to offer. This approach
is enables to recognize individual persons needs and desires those would support more
productive for instance career management.

Laws and legislations

According to Paauwe and Boon (2009) various legislations are linked with the workforce
diversity such as Equality Act 2010, April 2011. This act gives direction for Eliminate
unlawful discriminations, relationship between different groups, advance equality of
opportunity between different groups. In England and wales the equality Act 2010 covers
wide range of areas those include gender, pregnancy, race, sexual orientation and age. It
sets out to eliminate unlawful discrimination against, harassment and victimisation of
these groups of people, and to advance equality among them. The Equality Act 2010 aims
to promote diversity by fostering good relations between different groups of people.
According to Becker et al (2000) legislation is relevant to Equality & Diversity those
relevant acts are Equal Pay Act 1970, Sex Discrimination Act 1975, Employment Rights
Act 1996, Race Relations Act 1976 Amendment 2003, Disability Discrimination Act
1995, Human Rights Act 1998, Employment Equality (Age) Regulations 2006 which is
Age Discrimination Act, Equality Bill 2008/2009, Employment Equality (Sexual
Orientation) Regulations 2003 and Employment Equality (Religion or Belief) Regulations
2003

6
Student Name: Student ID:
Key Drivers of Increasing Diversity in Workforce

As said by Seyedjavadin et al (2001) there are several purposes for managing diversity in
the work place. Those are having faire and peaceful workplace in the organisation,
enhance the employee capabilities. There are three main drivers for increase drivers in the
work place those are, globalization and its changes, Changes in demographic pattern of
labour market and Changes in working environment, nature or competition. There are
several methods to manage diversity in the work place. Assimilate, suppress, Isolate the
diverse people, Tolerate, and Build relationship to overcome differences and Foster
Mutual Adaptation or Acceptance (The International Business Machine Corporation
annual report, 2012).

Global workforce diversity

As explained by Samme (2004) as one of the leading multinational company IBM has
identified the importance of work force diversity. The workforce diversity will influence
the whole strategy of business to take business in to competitive position in the industry.
They understood the value of attracting and retaining the best talents from various
backgrounds. They are doing this because of they wants to respect the value of divers
culture within the organisation (International Business Machine Corporation web site,
2014).

As said by the Ted Childs the vice president of the IBM their major challenges of the
global workforce diversity are multi lingualism, cultural awareness and ethnic
minorities. In 1953 IBM first implemented their first equal opportunity policy which
claims regardless of race, colour or gender. Nowadays IBM integrates the workforce
diversity with each procedure of the operations in the IBM. Recently IBM has a new
launched the development program for increase the awareness of culture diversity in
global scope which include e-learning, face to face development and learning lab. As per
this program all employees must need to possess five core qualities those are
inclusivenessopen attitude, self-awareness, other-awareness, cultural knowledge and
cross-culture skills. The respect and intergroup diversity can reflect the relationship
between organisation and its employees. The company is willing to enhance competitive

7
Student Name: Student ID:
advantage through utilizing the diversity of the workforce. The IBM of now is more
different from the IBM of 1995. After introducing diversity task force the number female
executives has increased severely which 500. The number of disable persons in the
executive carder now tribe than previous. Also IBM 12 member board consist with two
black people, one Latino and one Asian and three women members (International
Business Machine Corporation web site, 2014).

As said by David (2000) IBM recruited the women employee in 1963 in United States.
Recently IBM has start female network group for mentoring the balance between their
working life and family life. This groups also protecting the womens right, equal pay and
opportunities. Further IBM has created programme for advance the competitiveness and
confidence create broader career (International Business Machine Corporation web site,
2014). IBM is trying to do their best for women employees knowing their difficulties and
wants. IBM is benefits more from this higher productivity and innovative and competitive
environment with better brand value.

Toyota board consist with significant representation from African Americans, other
minority ethnic. Toyota identifies for its achievement in the areas of diversity and senior
management. Toyota understands the value and importance of the diversity for survive in
the changing market. They valued the diversity in the workforce Toyota develop the
diversity management group to manage diversity within the company. Toyota also
honoured the best company for diversity. Toyota also treats diversity as the competitive
advantage (Toyota Web site, 2014).

Tesco, for instance, boasts of its diverse workforce thus reflecting its commitment to
eliminating discrimination in the workplace. Tesco has a Diversity Advisory Group which
convenes semi-annually to monitor and ensure that Tescos workforce at every stage
reflects the composition of population at every moment in time. To combat discrimination
against disabled people, Tesco was the first organization in the United Kingdom to
establish targets for the recruitment of disabled people; this is why Tesco was given a
two-tick symbol by Remploy. Tesco highly consider about the innovation leads to new
concepts within the organisation (Tesco website, 2014).

Power generation company Malakoff Corp Bhd ensures that various races are represented
particularly in their roles that involve shift work. Acknowledging that various ethnicities
and religions have different celebrations they adhere to, making sure they have a diverse

8
Student Name: Student ID:
group of employees ensures there is a workforce across different festival periods during
the year. They also believed that the workforce diversity is directed towards the positive
organisational performance. They have equal pay opportunities and reward based on the
job criterias not based on other discrimination factors (Malakoff Corp Bhd web site,
2014).

This can be ingrained into the company culture by embedding diversity within the
companys value system. Alliance Bank Malaysia, for instance, integrates its diversity
commitment into its core values. The values of Respect (We are fair in all matters,
always listening and valuing the contributions of each individual) and Teamwork (We
are a champion team, not a team of champions) succinctly encourages each of our
employee to embrace diversity in the workplace, says Chew Siew Suan, executive vice-
president and head of group human resource (alliance bank malayasia, 2014).

According to above analysis the companies like IBM, Tesco, Malakoff Corp Bhd and
Alliance Bank Malaysia valued the diversity of work force within the working place. The
Tesco is believes that the diversity brings new concepts to the organisation. Various
researchers researched in to the concept workforce diversity they make conclusion
according to their findings. They have different views regarding workforce diversity.
Once augment not accepted to others.

9
Student Name: Student ID:
Porter and Lawler model

According to Paauwe and Boon (2009) this model uses the expectancy theory as foundation.
Porters and Lawler conclude that individual motivation to compete task is affected by the
reward. The diversity also directed towards the motivation of the employees. This model
is emphasis the intrinsic and extrinsic rewards, task requirement and ability and the
preciseness fairness. This model considers abut equality approach as well as diversity
approach. The abilities and traits is depend on the workers diversity, those thing will
change worker to worker.

Figure 1: Porter and Lawler model

Source:

10
Student Name: Student ID:
The original Harvard SHRM model

According to Van Beek and Grachev (2008) this model stakeholder interest and
situational factors guided the HRM policy choices. The situational factors include work
force characteristics, laws and social values, according to the diversity of the workforce in
the organisation the army policies changed. The HRM policies as expected by the
workforce leads to the long-term consequences such as individual wellbeing, social
wellbeing and organisational effectiveness. The various laws protected the equality in the
organisation such as Equality Act 2010.

Figure 2: Harvard analytical frameworks for HRM

Source: (Becker et al, 2000)

11
Student Name: Student ID:
IBMs policies and practices for manage diversity

As explained by John (2011) IBM is the one of the biggest multinational company they
are hires more than 400,000 employees over 200 countries. They recruit scientists, sales
professionals, consultants and engineers. Even in the department level there are various
background peoples working together for achieve common goal. So the managing several
background employees are very important to increase productivity and team
cohesiveness. . There are several measures that have been taken by IBM relate to
diversity management.

Diversity management strategies

IBM diversity management within the work place

Ensure employees fully participate as partner

According to argument of Edwin (2008) The Company had six months global executive
task force which was establish in 1995 for equal facilitating to opportunities within the
firm. Executive invite all the group members to participate with them actively for
showing a diversity difficulties or challenges. This method is used at the small scale
which can ensure the mutual trust, expectation, diversity goals. This method is very good
since it tells that organisation is like to take advices or suggestions from the employee and
considering playing a significant role in the decision making process of the IBM. Further
more employees have very good chance to develop or communicate the executives face to
face. That process makes employees and executives more understandable. This
understanding is simplifies the organisational business operations as well.

Combine diversity management with HRM practices

As suggest by Doug (1999) the other best way is to manage diversity is keep every
employee in the process of achieving organisational objectives. The human resources
manager has different skills for influence for change the attitude and behaviour of the
employee. Those include recruitment, selection, training and development, performance
evaluating and assessment, compensation and reward. It is specific that IBM is the one

12
Student Name: Student ID:
maintaining change in currently should integrate handling diversity into management
practices. IBM keeps diversity as a managing the operations of managers.

Unify diversity goals with organizational objectives.

According to Robert (2001) just as mentioned above, task force effort could be an
effective way to communicate between executives and employees and let more
individuals participate into decision making process. It can be easily indicated that a link
has been created between diversity goals and organizational goals. In IBM, diversity has
been looked upon as organizational strategic goal that all employees should be completely
participate. Undoubtedly, IBM has gained good results and high reputation through
unifying diversity goals with organizational objectives.

Tescos diversity management within the work place

As per the above discussions the workforce diversity is positively linked with the
performance of the individual person, performance of the group and performance of
organisation as a whole. So the company need to manage the diversities within the
company. The diversity management strategies used by the Tesco Company.

Training sessions and educational programmes

Organisational policies regarding training and education programs
Mentoring and training programmes for minority employees
The systematic career guidance
Performance appraisal system that is not discriminatory
Other programmes like internship programmes and scholarship

The Link between Organisational performance and diversity

As explained Armstrong (2006) the work force diversity directly influences the
organisational performance. Now that influence has increased due to the increasing work
force diversity. The work force diversity also influence for the corporate image. This
principle ensures the organisational abilities as a whole to the benefit of the company.
This implies employees creativity, physical ability; interpersonal skills are used to the

13
Student Name: Student ID:
achievement of organisational goals. By utilising workforce diversity organisations like
IBM can try to develop marketing potential to more accessible to customer changes
occurred in the demographics of customers.

Employees are the most valuable asset for the any company. So it is essential to handle
the work force diversity very effectively. The things like gender, race, or physical
capability, secondary proportions such as education, family status as well as family status,
work experience and even religious belief are influential factor for organisational
performance. HR manager should improve individual and group commitment to
organisational objectives by establishing favourable diverse environment in the IBM
(Aswathappa, 2008).

Another way the diversity management has favourable consequences towards the
individual outcome, team performance and organisation as a whole. As per the Torrington
et al (2011) individuals have more attitudes towards the diversity. Regardless of ones
individual demography, faculty in work groups with greater gender diversity had more
favourable attitudes toward organizational efforts to increase diversity.

Benefit of IBMs workforce diversity

As the world becomes the 21st century, diversity of the work force is an essential
consideration for the IBM.

As social responsibility

There is certainly good point to consider work force diversity as a corporate

responsibility. By diversity the IBMs work force they give individuals the break they
want to earn a living and attain their dreams.

As a Resource Imperative

The different demographics in the workers of IBM are dramatically different than in the
past. Now the IBM doesnt have homogeneous group of workers. As a competitive
company IBM cannot allow discriminatory preferences and practices to impede them
from attracting the best available talent

As a Marketing Strategy

14
Student Name: Student ID:
Today the buying power of the global economy is represented by people from different
ethnic, race, age, abilities and genders. To capitalize on that IBM has to make their
product and services to appeal to divers customer group. Similarly, IBM co-operate
directly with the community are finding progressively important to have the makeup of
their workforces reflect the makeup of their customer base

As a Business Communications Strategy

IBM is looking increasing diversity in the workforce surrounding them. Their vendors,
customers for that their work force diversity plays key role in IBMs communication
strategy (Samme, 2004).

Suggestions to promote diversity in an organisation

According to As said by Seyedjavadin et al (2001) there are more cultural issues when
one is come from Native American in to high tech company like IBM. In 2009 only 0.6%
of total employees are from Native American. As a result there are more confusion
between Native American and the traditional European because their values are different
for instance traditional Native American likes patience where as traditional European
valued the aggressiveness. So company need to develop diversity training programmes
for understand the Native American culture. The other issue is to declining United State
engineering undergraduate so that there profit share is shifted to other countries. The
increased practice of a competency based method to recruitment and career expansion,
with the shift in importance to behavioural capabilities, rather than unique qualifications,
instantly opens the field to probable employees with a wider-range of educational and
experiential backgrounds. Some organisations have redefined what they opinion as
essential qualifications and experience.

15
Student Name: Student ID:
As explained by John (2011) another one is bridge between market and workface should
be reinforcing by developing connection between IBMs diversity strategy and its market
objective. Strategic diversity priorities should aim to extend the ownership of diversity
within IBM through awareness training and other stakeholder-led strategies such as
workshops and conferences, the promotion of diversity related roles (i.e. diversity
champions) and communication in company newsletters and emails etc. Funding to staff
networks that promote diversity and inclusion, raise awareness of different
cultures/religions or backgrounds and assist the companys drive to be Employer of
Choice should be provided or increased.

Conclusion

The human begins are great asset to the any organisation since they have to mage very
well in order to get best out of them. The work force diversity also play vital role in the
any organisation. As per the above discussion work force diversity leads to increase
innovation of the company. The IBM diversity management has several characteristics
those are Ensure employees fully participate as partner, Combine diversity management
with HRM practices and Unify diversity goals with organizational objectives. There is
strong relationship between workforce diversity and organisational performance thus
company need to mage workforce diversity well for the improvement of organisational
performance.

16
Student Name: Student ID:
Assessment Two
Human resource management

Introduction

The human resources management is playing key role in the todays contextual business
environment. The human resources management are developed then than earlier. Now
days human resources consider as the most valuable asset for the company. The main
important parts of the human resources management are acquiring, develop and retain the
employees. For that human resources management has to be done certain thing those
things will be described in following section. First it will describe the strategic human
resources management and its importance after that described the how attract the
employees and develop and retain the best employees within the organisation.

Critically appraise Glubmans view in the context of modern HRM

17
Student Name: Student ID:
As Edward L. Gubman observed "the basic mission of human resources will always be to
acquire, develop, and retain talent; align the workforce with the business; and be an
excellent contributor to the business. Those three challenges will never change.

According to Armstrong (2006) the basic need of any company is a team comprising of
fast and dynamically skilled and motivated employees. The Human Resource department
plays a crucial role in deciding the workforce. It decides upon the staffing needs, recruits
and trains the employees. It even enables the organisation to evaluate and encourages its
employees to be the best performers. The Human Resource Management function
involves delivering a good understanding of the business units. Since an organisation
comprises of a large number of people, the HRM function manages the work load by
following the division of labour rule and manages employee relations, conflicts in the
work place.

Among the many important ingredients in the complex alchemy of organizational

effectiveness is a capable, highly motivated, and adaptive workforce. To accomplish
mission objectives, organizations must navigate the complexities, uncertainties, and
dynamics of their external environments, outperforming and counteracting competitors
and adversaries, by being better, faster, or more innovative. They must build a uniquely
capable workforce, and then leverage its special talents. As said by Becker et al (1997)
the above statement is because human resources management is focusing on acquire,
develop and retain; align the work force with the organisation. The human resources are
the most important asset in the organisation so that asset needs to manage well in order to
get best out of them. The all the human resource functions are aiming at acquire, retain
and development of best persons in the company. According to Armstrong (2006)
defines strategic human resources management as the strategic and coherent ways to
manage the organisations most valuable asset. The people individually and collectively
contribute to the accomplishment of organisational objectives efficiently and effectively.
The all the human resources functions are also directly related with the vision and mission
of the company.

As said by Collins (2003) the primary tasks of the human resources management include,
job analysis, staffing, organization and utilization of work force, measurement and
appraisal of work force performance, implementation of reward systems for employees,
professional development of workers, and maintenance of work force. Until a few years

18
Student Name: Student ID:
back the HRM department was being considered the department of less importance in the
corporate hierarchy but now human resource department value in the organizations has
grown dramatically because management knows that HRM department is directly
responsible for the progress and nourishment of the business. Without effective HRM
department it is impossible for companies to compete and evolve the current era of
business competition. And this recognition of HRM importance has reached not only to
the large scale businesses but also to the small scale businesses. As Irving Burstiner
commented in The Small Business Handbook, "Hiring the right peopleand training
them wellcan often mean the difference between scratching out the barest of
livelihoods and steady business growth Personnel problems do not discriminate between
small and big business. You find them in all businesses, regardless of size."

According to the Gandossy (2006) the human resources have unique characteristics those
characteristic makes them very especial for the company which are, it is animated,
thinking ability, ability to organise and influence ability to determination of their cost,
complex to understand, creativity and innovation, decision making ability. As per the
above statement by the Edward L. Gubman acquire, develop and retaining is the most
important part of the organisation. As said by Collins (2003) acquiring the persons
organisations has to hire best people out of many candidates. If company makes any
mistake here it will affect to the whole. The acquiring of best candidate relates to the
some functions of the human resources management those are, Recruitment, selection,
hiring, etc.

According to Armstrong (2006) recruitment is process of attracting and finding suitable

person for the employment. The attracted employer should have knowledge calibre and
experience for the achievement of the organisational goals. The quality of the human
resources in organisation is depends on quality of job applicants attracted. The
recruitment function directly relates with some other functions human resources planning,
selection, job analysis and reward management. The Unilever Company used newspaper
advertisement as per their attracting option. Recruitment can be done in a two ways those
are internal recruitment and external recruitment. External recruitment is more prefer
because organisation will get new blood through external recruitment. External
recruitment methods are educational institutes, past employees, advertising, etc. internal
recruitment options are intranet, internal employee referral, skill inventories.

19
Student Name: Student ID:
After attracting best candidates for the organisation they have to best person out of
attracted persons. According to the Gandossy (2006) the selection is the process of
making the choice of the most appropriate person from the applicants recruited to fill the
job vacancy in the company. The selection is more important because it will effect to the
whole organisation. If organisation make wrong decision here it will effect to the all the
functions of the organisation as well as it will increase the cost for the company. If
organisation made wrong selection it will effect to expected performance, cost of
grievances handling, additional cost for recruit another employee, and possibility of
influence existing employees. For the selection of the right candidate company used
some method those are application evaluation, employment test, interview, background
investigation and medical test (figure 1, see appendix). Acquiring effective work force is
predicted on support the organisation with unique capabilities, enabling it meet strategic
objectives.

From the above process company should acquire the talented person for fill the vacancy.
Talent is key factor for every organisation well-being. The quality of the people get will
determine the success of the organisation. According to Mamoria and Rao (2012 ) the
development and retain of the employees also connected with the some human resources
functions those are induction, performance evaluation, pay management, training and
development, management of discipline, health and safety, grievance handling,
management of labour relations. For develop the employee they have to give
comprehensive training for develop their current skill levels. Training means systematic
steps of changing employees knowledge, behaviour and motivation of workers in the
organisation for the achievement of organisational objectives. As explained by Gupta
(2004) training will have some benefits those are develop individual corporate and team
performance. Training will make valuable person for the job ultimately it will affect to
retain the employee and it will enhance the satisfaction of the employee, Provide the
update employee skill, reduction of the mistakes, quality improvement, less absenteeism,
low labour turn over, etc.

Mamoria and Gankar (2006) defines the pay management is also very important to retain
the employees. Pay management is the development, implementation and maintenance of
based pay system. This is key part of the internal equity, external equity and absolute

20
Student Name: Student ID:
equity. Pay is basic reward an employees receives. The employee satisfaction is mostly
depends on the pay management so company must developed transparent payment
method for every employee. The pay management help to attract the employees, motivate
the employees and retain the most important employees. In this point there should be
trade-off between employee objective and employer objective. Internal equity means pay
should be related to the worth of jobs, external equity means pay should be equal to the
pay of other organisations. Absolute equity means salary should be enough to meet
normal expenses of the employee.

Grievance handling and discipline management also supported to retain of employees

within the organisation. Discipline means controlling work and behaviour of employees
in terms of all relevant rules and regulations. The grievance is very much important to the
employee satisfaction since it directly deal with employees. The small grievance might
be start of the massive problem for the organisation so company should pay more
attention to the grievance. This result low productivity and inability to accomplish
organisational objectives. The well handling the grievance will give more benefit for the
organisation reduces the frustration of the employee, turnover, absenteeism, etc. The one
best employee can leave from the office because of the grievance handling weakness in
the organisation (Wright, 2008). Health and safety management also plays crucial parts
for increase labour satisfaction thus leads to retain employee within the organisation.

Armstrong and Murlis (2005) suggest Retain the employees also important as attracting.
Always benefits and employee satisfaction helps them to retain in the organisation. After
spending much time you should have in attracting good employees and need to certain
length to keep them. Employees are not attract just because of benefits they look at some
other things as well such as reputation of the company, prestigious, etc. and also good
employees just not retain with the organisation just because of benefits. Benefits also
positive components the employee security and other factors also influence to this.

As explained by Maund and Linda (2001) retain is cost effective than attracting other on
because company have develop the employee spending more money so organisation
should keep their employees within the organisation. There are number of things
affected to the retain the employee reward the employee, family outing, get together,
establish learning culture, balancing work life and family life, get people for the decision
making, build employee self-esteem, share common vision, provide training and

21
Student Name: Student ID:
development, etc. Talent Management - This is a key issue faced by most companies
irrespective of the type industry or the level within the organization. This is one of the
emerging areas of concern for the HR department in DHL ITS and will be discussed in
details in the upcoming slides. Leadership Development - Closely linked to talent
management. Good leaders play a vital role in conveying the mission and purpose for the
organization. In challenging times employees look up to their leaders for inspiration.
Work life balance - Pay checks are no longer the only attractions for talented resources.
With changing life styles, people are more on the lookout for a balanced work life
environment.

Armstrong (2006) generally one thinks of HR relations largely between management and
employees. A more strategic view to this, organization must align what they do with in
the business to the customers .the growth of the organization depend on the customers.
Business must attract customers and retain these customers for the business development.
(More the purchases by customers the profitability of the business grows). To do that
employee of the organization must do a very good work to identify the customers demand
and requirements and must serve according to those requirements.it is up to the general
management of the organizations to identify and align the human initiatives for market
driven culture. The above described acquire, develop and retain is the most important part of the
organisation and they are not changing.

Conclusion

The strategic human resources management refers simply procedures and practices
employed to managing the most important asset of the company. There are number of
importance of the human resources management those are increase employee
productivity, employee development, increase quality of working life and ensure legal
compliance. Acquire, development and retain is the most important parts of the human
resources management system. Acquiring is associated with some human resources
functions those are recruiting, selection, etc. the development and retain also associated
with some functions like pay management, grievance handling, performance
management, training an development, etc. this three things are never change those thing
determines the success of human resources management with any organisation.
22
Student Name: Student ID:
References

Armstrong, M. (2006), Strategic Human Resource Management a Guide to Action United

States: Thomson-Shore, Inc

Armstrong, M. and Murlis, H. (2005), A Handbook of Remuneration Strategy and

Practice, London: Hay group

Aswathappa, K. (2008), Human Resource and Personnel Management (5th edition ed.),
New Delhi: Tata McGraw-Hill Publishing Company Ltd

Becker, B. E. Huselid, M. A. Becker, B. E. and Huselid, M. A. (1997), Human resource

management and performance: a review and research agenda, The International
Journal of Human Resource Management, 8( 3). doi: 10.1080/095851997341630

Collins, J, C. Clark, T. and D, K. (2003), Strategic human resource practices, top

management team social networks, and firm performance: The role of human
resource practices in creating organizational competitive advantage, Academy of
management Journal, 46(6), 740--751

23
Student Name: Student ID:
David, M. (2000), the Global IBM: Leadership in Multinational Management, Dodd,
Mead. p. 374

Doug, G. (1999), IBM Redux: Lou Gerstner & The Business Turnaround of the Decade,
Harper Business

Edwin, B. (2008), IBM and the Holocaust: The Strategic Alliance between Nazi Germany
and America's Most Powerful Corporation, ISBN 0-914153-10-2

Gandossy, R. Tucker, E. and Verma, N. (2006), Workforce wake-up call: your workforce
is changing, are you? , Hoboken: NJ: Wiley

Gupta, C. B. (2004), Human Resource Management (Sixth Edition ed.), New Delh, Sultan
Chand & Sons

John, H. (2011), the Interface: IBM and the Transformation of Corporate Design, 1945-
1976, ISBN 978-0-8166-7039-0

Mamoria C.B. and Rao, V. (2012), Personnal Management (Text and cases), Mumbai
Himalays Publishing

Mamoria, C. B. and Gankar, S. V. (2006), A Textbook of Human Resource Management.

New Delhi: Himalaya Publishing House

Maund, V. & Linda, M. (2001), Introduction to human resource management, Palgrave

Robert, S. (1981), Thomas Watson, Sr.: IBM and the Computer Revolution (biography of
Thomas J. Watson), ISBN 1-893122-82-4

Samme, C. (2004), In an I.B.M. Village, Pollution Fears Taint Relations with

Neighbours, New York Times

Seyedjavadin, M. Reza, S. Zadeh, L. and Hossein, M. (2001), HR strategy and its

aligning with organizational strategy and human capabilities, University of
thehran

Storey, K. and John, D. (2007), Human resource management: A critical text: Cengage
Brain. Com, New Delh, Sultan Chand & Sons

24
Student Name: Student ID:
Torrington, D. Hall, L. Taylor, S. and Atkinson, C. (2011), Human resource management
(8th edition ed.), London: FT/Prentice Hall

Wright, P. M. (2008), Human Resource Strategy, United States of America: SHRM

Foundation.

Paauwe, J. and Boon, C. (2009), Strategic HRM: A critical review, In D. G. Collings &
G. Wood (Eds.), Human resource management: A critical approach (pp. 38-54),
London: Routledge

Becker, B. E. Huselid, M. A.,Becker, B. E. and Huselid, M. A. (2000), Human resource

management and performance: a review and research agenda, The International
Journal of Human Resource Management, 8( 3), doi: 10.1080/095851997341630

Van Beek, M. and Grachev, M. (2008), Building Strategic Leadership Competencies: The
Case of Unilever, International Journal of Leadership Studies

Web References

International Business Machine Corporation (2014), (Online), International Business

Machine Corporation annual report, The International Business Machine
Corporation, 2012, Available from:
http://www.ibm.com/annualreport/2012/bin/assets/2012_ibm_annual.pdf/ [11th
April 2014]

International Business Machines Corporation (IBM) (2014), (Online), Available from:

http://www.unilever.co.uk/ [10th April 2014]

25
Student Name: Student ID:
International Business Machines Corporation (IBM) (2014), (Online), Available from:
http://www.ibm.com/us/en/[10th April 2014]

Toyota Corporation (2014), (Online), Available from: http://www.toyota.lk/ [22nd April

2014]

Tesco (2014), (Online), Available from: http://www.tesco.com/ [22nd April 2014]

Malakoff Corp Bhd (2014), (Online), Available from: http://www.malakoff.com.my/

[22nd April 2014]

Alliance bank Malaysia (2014), (Online), Available from:

http://www.alliancebank.com.my/ [22nd April 2014]

26
Student Name: Student ID:
Appendix

Figure 1: select best candidate for the job

Source: Develop by the author

27
Student Name: Student ID: