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HR managment
HR management is composed of several groups of interlinked activities taking place
within the context of the organization .
All managers with HR responsibilities must consider external environmental forces like :
 1-legal
 2-political 
 3-economic 
4-social 
5-cultural 
 6-technological  

Main aim of HR managers:

  In this particular topic we were discussing about why a company need HR
manager and what is the role of HR manager in a company and how he help in developing an organisation?
HR managers are in great demand because of its role it’s role is very challenging an interesting according to
my point of you because HR is responsible for the following :
              
Planning & Analysis :

HR planning is a process of analyzing and identifying the need for and availability of
human resources so that the organization the organization can meet its objectives, so managers attempt to
anticipate forces that will influence the future supply of and demand for employees.   
Note; importance of human resources competitiveness must be addressed as well.

Equal Employment Opportunity (EEO):

                                            Individuals should have equal treatment in all employment-related actions, so

compliance with equal employment opportunity laws and regulations affects all HR activities and integral to
HR management.

Staffing:    
The aim of staffing is to provide an adequate supply of qualification individuals to fill the job in
an organization. By studying what workers do through these steps : 
1.Job analysis: Systematic way to gather and analyze information about the content and the human
Requirement of jobs.
2.Job description: Identification of the task, duties and responsibilities of a job.
3.Job specification: The knowledge, skills and abilities an individual needs to perform a job
Satisfactory. 
4. Recruiting: The process of generating a pool of qualified applicants for organisationaljobs.©2010
OPPapers.co
The Role of HR in a Multinational Organisation
Making a Strategic Contribution
HR Transformation Model
Bath Consultancy Group has developed the HR Transformation model to help understand
the kinds of contribution, which HR is making to the business. To be a Strategic Partner, HR
leaders need to be engaging others on the future issues and opportunities, which face the
business. They need to be facilitating the process and raising the challenge of how to deal
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with these. Historically the function has been in the solutions box, managing the provision of core people
services such as payroll, recruitment administration etc. The need for such services is still essential but these
can now be provided in multiple ways, with e-enablement, shared services etc. They should not be the focus of
the daily discussions between an HR Business partner and the line managers. To shift the contribution of the
function the HR Leaders need to be broadening the conversation around the future ways of meeting the core
needs which are in line with the brand proposition of the business unit.

The Group HR Role

In a multi business company, the Group HR and Business HR teams need to be clear on the
way they work together, and how they can best support the organisation.All corporate central support
functions, including HR, need to define their value-add to the organisation in one of three ways.
1. Core Compliance
There is a need to satisfy the basic requirements of governance and reporting that are a consequence of, not a reason
for, being a multi-business company. These are about meeting the reporting needs of relevant stock exchanges
and other bodies concerned with the whole corporation. They are also about meeting the needs for good
governance established by the Group Board, for instance regarding succession management into seniorroles,
contracts and remuneration for the executive team etc.
2. Shared Services
This is where the Group provides services to multiple business units in order to gain advantages over
alternative internal or external providers. In HR this might be the provision of a single eHR system or a
centralised shared services for transactional support across the group. It might be the management of specialist
services at a more advantageous rate than any one business unit might achieve on its own e.g. for learning and
development programmes.
3. Value Added Parenting
This area provides the logic for the composition and structure of the parent organization and the
businesses/units in the group. There are 3 ways in which the central unit might add value:
• Linking influence – where the centre is able to co-ordinate the different business units to achieve
something collectively that benefits all but would not happen if the centre did not become involved. An HR
example might be the creation of centres of excellence to avoid duplication and wasted effort. Possibly
working together on a talent framework/process that meets the needs of the businesses but also aligns with the
Group level process. This might include facilitation of developmental job swaps between companies.
• Stand alone influence – where the Centre is able to add value to a specific BU e.g. by providing some
specialist resource to help the local HR team manage a one-off, major change activity. It might be helping to
raise the performance of a local HR team through mentoring and development.
• Corporate development - This is about helping with the implementation of the strategic agenda of the
business e.g. HR support through a new acquisition which is being added to the Group portfolio. Possibly
identifying some of the long term people management trends and their implications across businesses and
countries. For a corporate HR group to add value to individual business units there must be the following
conditions:
• A “parenting” opportunity - an improvement opportunity that the business management could not easily
realise by itself e.g. where the parent has data/knowledge that might not easily be brought in from outside.
• Distinctive parenting characteristics - the skills in the parent to help realise the opportunity unusually well
e.g. having the relevant global reward or OD expertise.
• The parent must avoid misfit with the critical success factors of the business – the parental action should not
simultaneously destroy significant value in other respects in the business unit(s) e.g. introducing an overly
bureaucratic group-wide performance process, which slows down a fast-changing and innovative business
unit.
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HR Manager needs to change from an ethnocentric view ("our way is the best way") to a culturally relative
perspective ("let's take the best of a variety of ways"). This shift in philosophy has to be ingrained in the
managerial framework of the HR Manager in his/her planning, organizing, leading and controlling of
organizational resources. There are several best practices that a HR manager can adopt in ensuring effective
management of workplace diversity in order to attain organizational goals. They are:

Planning a Mentoring Program-

One of the best ways to handle workplace diversity issues is through initiating a
Diversity Mentoring Program. This could entail involving different departmental managers in a mentoring
program to coach and provide feedback to employees who are different from them. In order for the program to
run successfully, it is wise to provide practical training for these managers or seek help from consultants and
experts in this field. Usually, such a program will encourage organization’s members to air their opinions and
learn how to resolve conflicts due to their diversity. More importantly, the purpose of a Diversity Mentoring
Program seeks to encourage members to move beyond their own cultural frame of reference to recognize and
take full advantage of the productivity potential inherent in a diverse population.

Organizing Talents Strategically-

Many companies are now realizing the advantages of a diverse workplace. As more
and more companies are going global in their market expansions either physically or virtually (for example, E-
commerce-related companies), there is a necessity to employ diverse talents to understand the various niches
of the market. For example, when China was opening up its markets and exporting their products globally in
the late 1980s, the Chinese companies (such as China’s electronic giants such as Haier) were seeking the
marketing expertise of Singaporeans. This is because Singapore’s marketing talents were able to understand
the local China markets relatively well (almost 75% of Singaporeans are of Chinese descent) and as well as
being attuned to the markets in the West due to Singapore’s open economic policies and English language
abilities. (Toh, R, 1993)

With this trend in place, a HR Manager must be able to organize the pool of diverse talents
strategically for the organization. He/She must consider how a diverse workforce can enable the
company to attain new markets and other organizational goals in order to harness the full potential of
workplace diversity.

An organization that sees the existence of a diverse workforce as an organizational asset rather than a liability
would indirectly help the organization to positively take in its stride some of the less positive aspects of
workforce diversity.

Leading the Talk-

A HR Manager needs to advocate a diverse workforce by making diversity evident at all organizational levels.
Otherwise, some employees will quickly conclude that there is no future for them in the company. As the HR
Manager, it is pertinent to show respect for diversity issues and promote clear and positive responses to them.
He/She must also show a high level of commitment and be able to resolve issues of workplace diversity in an
ethical and responsible manner.

Control and Measure Results-

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A HR Manager must conduct regular organizational assessments on issues like pay, benefits, work
environment, management and promotional opportunities to assess the progress over the long term. There is
also a need to develop appropriate measuring tools to measure the impact of diversity initiatives at the
organization through organization-wide feedback surveys and other methods. Without proper control and
evaluation, some of these diversity initiatives may just fizzle out, without resolving any real problems that may
surface due to workplace diversity.

Motivational Approaches

Workplace motivation can be defined as the influence that makes us do things to achieve organizational goals:
this is a result of our individual needs being satisfied (or met) so that we are motivated to complete
organizational tasks effectively. As these needs vary from person to person, an organization must be able to
utilize different motivational tools to encourage their employees to put in the required effort and increase
productivity for the company.

Why do we need motivated employees? The answer is survival (Smith, 1994). In our changing workplace and
competitive market environments, motivated employees and their contributions are the necessary currency for
an organization’s survival and success. Motivational factors in an organizational context include working
environment, job characteristics, appropriate organizational reward system and so on.

The development of an appropriate organizational reward system is probably one of the strongest motivational
factors. This can influence both job satisfaction and employee motivation. The reward system affects job
satisfaction by making the employee more comfortable and contented as a result of the rewards received. The
reward system influences motivation primarily through the perceived value of the rewards and their
contingency on performance (Hickins, 1998).

To be effective, an organizational reward system should be based on sound understanding of the motivation of
people at work. In this paper, I will be touching on the one of the more popular methods of reward systems,
gain-sharing.

Gain-sharing: Gain-sharing programs generally refer to incentive plans that involve employees in a common
effort to improve organizational performance, and are based on the concept that the resulting incremental
economic gains are shared among employees and the company. In most cases, workers voluntarily participate
in management to accept responsibility for major reforms. This type of pay is based on factors directly under a
worker’s control (i.e., productivity or costs). Gains are measured and distributions are made frequently through
a predetermined formula. Because this pay is only implemented when gains are achieved, gain-sharing plans
do not adversely affect company costs (Paulsen, 1991).
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Managing Gain-sharing

In order for a gain-sharing program that meets the minimum requirements for success to be in place, Paulsen
(1991) and Boyett (1988) have suggested a few pointers in the effective management of a gain-sharing
program. They are as follows:

 A HR manager must ensure that the people who will be participating in the plan are influencing the
performance measured by the gain-sharing formula in a significant way by changes in their day-to-day
behavior. The main idea of the gain sharing is to motivate members to increase productivity through
their behavioral changes and working attitudes. If the increase in the performance measurement was
due to external factors, then it would have defeated the purpose of having a gain-sharing program.
 An effective manager must ensure that the gain-sharing targets are challenging but legitimate and
attainable. In addition, the targets should be specific and challenging but reasonable and justifiable
given the historical performance, the business strategy and the competitive environment. If the gain-
sharing participants perceive the target as an impossibility and are not motivated at all, the whole
program will be a disaster.
 A manager must provide useful feedback as a guidance to the gain-sharing participants concerning
how they need to change their behavior(s) to realize gain-sharing payouts The feedback should be
frequent, objective and clearly based on the members’ performance in relation to the gain-sharing
target.
 A manager must have an effective mechanism in place to allow gain-sharing participants to initiate
changes in work procedures and methods and/or requesting new or additional resources such as new
technology to improve performance and realize gains. Though a manager must have a tight control of
company’s resources, reasonable and justifiable requests for additional resources and/or changes in
work methods from gain-sharing participants should be considered.

Executive Information Systems

Executive Information System (EIS) is the most common term used for the unified collections of computer
hardware and software that track the essential data of a business' daily performance and present it to managers
as an aid to their planning and decision-making (Choo, 1991). With an EIS in place, a company can track
inventory, sales, and receivables, compare today's data with historical patterns. In addition, an EIS will aid in
spotting significant variations from "normal" trends almost as soon as it develops, giving the company the
maximum amount of time to make decisions and implement required changes to put your business back on the
right track. This would enable EIS to be a useful tool in an organization’s strategic planning, as well as day-to-
day management (Laudon, K and Laudon, J, 2003).
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Managing EIS

As information is the basis of decision-making in an organization, there lies a great need for effective
managerial control. A good control system would ensure the communication of the right information at the
right time and relayed to the right people to take prompt actions.

When managing an Executive Information System, a HR manager must first find out exactly what information
decision-makers would like to have available in the field of human resource management, and then to include
it in the EIS. This is because having people simply use an EIS that lacks critical information is of no value-add
to the organization. In addition, the manager must ensure that the use of information technology has to be
brought into alignment with strategic business goals (Laudon, K and Laudon, J, 2003).

Conclusion

The role of the HR manager must parallel the needs of the changing organization. Successful organizations are
becoming more adaptable, resilient, quick to change directions, and customer-centered. Within this
environment, the HR professional must learn how to manage effectively through planning, organizing, leading
and controlling the human resource and be knowledgeable of emerging trends in training and employee
development.
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WGA discussed the mandate given them by the Steering Committee and concluded that it was not entirely
feasible to propose a model of accountability where the DM’s reported directly to Parliament which might put
them at cross purposes with their Ministers. WGA chose instead to develop their own model which was
intended to be an amalgam of the best aspects of the aforementioned models and was thought to be close to the
suggested mandate model but potentially more workable.

Key Factors in WGA Recommended HRM Oversight Model

Factor 1.

DM’s accountable to Parliament through their Ministers via annual report. DM's/Departments are also
responsible to interact on an on-going basis with the oversight agency, employer, and bargaining agents
regarding how they choose to operationalize the integrated human resources management framework
(IHRMF) in their organizations. This would include issues like:

 establishing/modifying the balance of merit principles they wish to use in their organization
 providing rationale for its establishment/modification in a standardized manner to allow for
assessment against corporate balances/policy objectives;
 seeking clarification for situations for which the IHRMF may not be entirely clear and/or point out
areas of the IHRMF which may require revision to meet new challenges;
 seeking feedback from other stakeholders on how well they are doing with implementation of their
departmental HR plan; and
 linking departmental HR plan with broader business planning objectives.

Factor 2.
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The employer (as yet undefined) establishes through co-development with departments, unions and other
stakeholders an integrated HRM framework which encompasses legislation, regulations, and policy. Clear
definition of the results expected expressed as a statement of the desired end state. The employer develops an
"Accountability Continuum" – flows from the merit principles and links indicators to evaluation criteria. The
IHRMF is a living document and it is necessary for the employer and other stakeholders to continuously
discuss areas which may need to be revisited/revised through time. The IHRMF is intended to be more unified
and less fragmented than the present system which splits responsibility for HRM among a number of entities
such as TBS, CCMD, PCO, PSC, PSSRB and unions.

Factor 3.

The Oversight body, hereinafter referred to as the Human Resources Management Oversight Agency
(HRMOA), reports annually to Parliament on its review of departmental performance reports with
recommendations and/or possible corrective actions that will be undertaken to reinforce better compliance or
rectify shortcomings in departmental HRM. HRMOA oversight must involve reporting to Parliament on all
aspects which affect and influence HR management within the Public Service. Included in its review will be a
report on how well DM’s have managed the application of merit and other important elements of legislation
and the exercise of delegated authorities.

Factor 4.

HRMOA seeks direction from Parliament on further actions that might be necessary and may recommend corrective
actions.

Factor 5.

HRMOA has authority to make ad hoc reports to Parliament on serious PS-wide HRM issues, e.g., non-
compliance, violation of the principles laid out in the enabling legislation. In addition, HRMOA may report to
Parliament on its subsequent actions and redress activities. The HRMOA will be in regular contact with
stakeholders to monitor staffing throughout the year, e.g., there may be an analyst assigned for each
department or group of organizations to comment on individual HRM plans - like TBS currently does for TB
Submissions, etc. The HRMOA will also be responsible for developing, implementing, and monitoring
compliance with corrective actions imposed on departments. The HRMOA could be given the authority to
investigate individual complaints which come to its attention related to systemic concerns, i.e., this would
provide the safe environment to question staffing actions etc. - concept of protection for whistle blowers .

 Pros

 Creates a relationship between DM’s and Parliament through the Minister that does not exist now but
would foster ownership of staffing/human resources at the departmental level
 Easier for Parliament to maintain a full picture of the HR function or to introduce any initiatives
 Parliament has information on the state of staffing/HRM in departments/agencies and the opportunity
to influence
 No modification of Minister’s role
 Reduces risk of HRM in the Public Service becoming a more political issue
 Increases DM’s concern with "best interests" of the Public Service (IHRMF)
 Less fragmentation in HR management
 Less tension between departmental and central interests
 IHRMF facilitates future change/reform as needed
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 Increased probability for direct accountability for line managers

 Increased accountable leadership for HRM in the Public Service
 Oversight body has significant opportunity to influence and change HR practices

Cons

 Creates a relationship between DM’s and Parliament that does not exist now and could necessitate
legislative and other changes to accomplished.

Here are some ways that you can improve your human resource management
processes.

Numberone:Employeeinformation
One of the best ways to improve your human resource management is to work on how easy it is to access your
employee information. You want to choose a human resource management solution that will allow you to
access your employee data anytime that you need it; you also need to have instant access to your employee
payroll information. Accessing your employee information whenever you need to make a business decision is
necessary to improve your human resource management processes; you also need to control your employee
information. Having the best control and access over your employee information ensures that your business
will work smarter, faster, and more efficiently, but only as long as authorized personnel is the only people who
are accessing it.

Number two: Direct Deposit

Direct deposit is a great way to help improve your human resource management processes because it helps
your businessto have more time. Using direct deposit will save you time because you do not have to print or
sign checks, which cuts down time spent on payroll. Improving your payroll time helps improves your
businesses efficiency because your payroll processing becomes faster, convenient, and more reliable.

Number three: Increase Human Resources Capabilities

If you use an integrated human resource solution, you will help improve your human resource
processes because it will allow your employees the chance to achieve their full potential. To allow
this to happen you will want to create a professional development plan to focus on the requirements
of the job position, but you also want to match the right candidate to the job requirements, which
requires you to use an automated recruiting process.

Number four: Integrate Applications

You want to choose a human resource management solution that will integrate your payroll applications with
your human resource application. Finding a human resource management solution that integrates the
applications will allow you to instantly access all of your information in the system. Another benefit to
integrating all of the applications is that you only have to enter the information once; only entering the
information once reduces the chance of data-entry errors. Another benefit to only entering the information
once is that it allows human resource managers and payroll professionals to spend more time on other projects
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that are more beneficial to the business. Some of the applications that you want to integrate are your general
ledger, project management, and bank reconciliation applications.

Number five: Compliance

Using a human resource management solution will help improve your business’s human resource
management processes because it will ensure that you are always in compliance with government
requirements. One of the biggest problems that businesses have is that even though they are familiar
with the acronyms that are being used it is still hard to create the reports that are required for the
government. Using human resource management software enables you to automatically track specific
data to help you develop accurate government reports in a timely manner.