Final Project Human Resource Management

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Assessment of Organizational Human Resource Management
Human Resource Management Functions and Practices
It is often recommended always to ensure that the HR functions are in line with the strategic
plan laid out in an organization. This is important since it is the role of the human resource
department always to ensure that there is a final strategic plan guiding .its operations. This
only means that the HR department is mandated with the role of coming up with visions and
goals that dictate how various activities are to be carried out by whom and when. For
instance, the department may choose to come up with relevant policies that guide on roles
such as employee support, employee hiring, retirement packages, employee training as well
as the company’s overall benefits. An organization’s vision is often regarded to be very
essential in any corporate setup as they enable it to meet its overall goals and objectives. The
human resource management ensures this is achieved by coming up with a specific and
concise strategic plan (Price 44).
Global conditions have in the past been affecting the human resource practices of
Maersk organization. Since Maersk is a worldwide organization, as opposed to most local
firms, makes it at a higher position of experiencing the changes that occur in different parts of
the globe. This, therefore, means that the organization must always be on the lookout for
various conditions that are likely to influence its multiple operations. As such, the company
should still be able to come .up with decisions that are flexible to match the various demands

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that are likely to occur. This is necessary as it enables it to adapt quickly and conveniently in
a manner that does not introduce unnecessary inconveniences. For instance, the organization
could come up with hiring policies that are likely to be implemented in all parts of the world
to ensure that all its operations run as they should.
Staffing
The recruitment and selection of both external and internal candidates for a given position
often vary in requirements and outcomes. Potential candidates from the organization
(internal) are often prioritized in such scenarios giving them an upper edge in obtaining better
training and better pay. External candidates’ training schedule, on the other hand, depends on
a range of factors such as seasonality changes. This makes the latter to be under more
pressure than the internal one who is already conversant with the organization’s operations
giving them a bit of ‘freedom’ during their training. Additionally, internal candidates often
differ from the external one because they are already conversant with the organization’s goals
and vision giving them an upper hand in the overall recruitment process.
Training
In the past, the Maersk organization has utilized different training methods, some of which
have been successful whereas others have failed the company. Initially, the firm was involved
in hiring inexperienced personnel to spent more time training a group of employees who
would later come to oversee that the goals of the organization are met. This technique has
over the years been considered as a standard program for the organization. The interviewing
for the recruitment team has over the years been conducted by a panel of employees where a
set of assessment tools are employed in different interview sessions (Ivancevich and John M
63).

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The introduction of entry-level training by Maersk allowed trainees to attain relevant
knowledge and skills on the company’s operations within two years. This has over the years
proven to be an effective method as it has allowed the trainees to do so as they continue to
hold part-time classes in business school. Once the recruitment process came to an end, the
graduates were guaranteed permanent jobs lasting not less than two years. The completion of
four years within the firm gave the employees a chance to move around in different
fields/departments of the company. After a while, the company went ahead to hire external
employees to avoid integration risk which is likely to hinder the performance of the
organization. This was mostly owing to the fact most candidates who had previously applied
for the positions tended to be reluctant when carrying out their respective roles as they
became more comfortable with their jobs in the organization.
In the past, Maersk has attempted to re-evaluate its plans for reducing the period
within which the trainees were being oriented. This move aimed at regulating the manner in
which the employees were able to move in higher ranks of the company. Averagely,
employees too about 15 to 20 years before they would be ready to move to advance to a
position above them. By the year 2008, the management team designed new policies
advocating for the training of more internal candidates as opposed to the external ones. This
was beneficial to the company as it meant that leaders would be recruited from staff members
who are conversant with the vision and goals of the firm. The human resource management
was able to design a ‘development shop’ which was a technique that was aimed at allowing
the organization to come up with training modules that would favor the welfare of the
company (Armstrong 44).
Initially, Maersk was mostly focused on increased the number of employees to ensure
that it would be able to meet its objectives within the set period. The company has, however,
began to focus on coming up with a task force that is well equipped and adequately trained to

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perform their various duties. Different departments such as the human resource management
team, departmental managers as well as executive leaders are now able to play a significant
role in ensuring that the training process becomes a success. This has allowed all the
stakeholders to take part in making decisions on who is going to be hired for a given position.
Once these teams have agreed on who fits what situation, they training process resumes in
search of other credible employees.
Once new employees have been hired, the organization orients them on its strategic
goal, vision as well as its culture. Additionally, the agency introduces the new employees to
its governing policies to ensure that their operations are in line with what is expected of them.
.this is essential as it allows the employees to understand how the organizational system
operates. It is often recommended for the orientation process to be comprehensive to ensure
that all employees are aware of every aspect of the company. The orientation process may be
conducted through the use of print materials or one-on-one briefing. This is necessary as it
may assist the management team to take legal actions on any employee who attempts to go
against policies set by the company (Ivancevich and John M 35).
Compensation
Compensation philosophy states a company’s position towards ensuring that its employees
are adequately compensated in their pay strategy. This documentation is often developed by
the HR team in conjunction with the executive managers. Market conditions may make it
difficult for organizations to find qualified personnel likely to be hired. This may be brought
about by changes in economic conditions (Price 63).
Salary surveys are reports that depict the compensation of employees as well as the
benefits that they are likely to derive from an organization. This tool is essential as provide

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information that ay used to retain, support and attract more employees within the context of
an organization’ strategic plan.
Evaluation
The management team should always be able to take into consideration the welfare of each
employee to ensure all employees are adequately retained. This is essentials as it would
encourage employees to view their managers as an ‘employer of choice.' This is specifically
important more so if the company is aiming at identifying and rewarding top performers. By
doing so, employees often feel like they are performing their respective roles in a manner that
meets what is expected of them. This is important as it encourages them to be more
productive in the future as most employees often tend to look for roles that challenge them as
opposed to instances where they feel as if they are being underutilized. The retention of
employees can only be achieved through improved communication between different
departmental heads within an organi...


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