This report provides an analysis and evaluation of leading edge human resources management (HRM) practices including recruitment and selection management, training and development management performance, and compensation management, to reveal an in-depth awareness of each. The results of interviews, observations and data analysis are drawn upon to explore each of the three practices. All calculations can be found in the appendices.
This report aligns some theories and concepts associated with practices to demonstrate whether the HRM practices, such as competency-based approaches, have a positive impact upon the organisation. Major areas of weakness identified within the report require further investigation and remedial action by management. The report also investigates the limitations of analyses.
This study and report focus upon practices in China, and discusses the competency model in the practice of HRM.
On the Chinese human resource management
As Chinese business expands, business owners may employ a human resource (HR) consultant or establish an HR department toprovide expertadvice and support,toundertake various HR activities. HR management is the part of the management process that contributes significantly to organisational management. Human resource managementis specifically concerned with the human aspects of an organisationto ensureall individuals can make amaximum contribution to the achievement of common goals while simultaneouslyattaining social satisfaction. In today’s globally competitive business environment, most organisations develop an effective framework of HRM to manage the organisation and create a talent pool. In Chinese businesses employing numbers of staff members,the development of effective HRM is fairly common practice. However, there are some issues they need to focus upon. This paper focuses on three HR activities in the Chinese organisation of business to critically demonstrate how HR practitioners deal with aspects,problems and issues associated with humans in organisations. The activities are: recruitment and selection, training and development, and performance and management. In China, more studies are required to demonstrate if the competency model is effective or not.
The Essay on key to effective human resource management is human resource planning
... the organisation's business goals?"Many organisations cite their people as their primary source of competitive advantage. Successful companies continuously identify and adopt innovative human resource management ... organizational outcomes. In other words, they integrate and align HRM policies and practices to reinforce employee behaviors that can best realize the ...
The definition of Competency
According to Vazirani(2010), David C. McClelland, Professor of Psychology at Harvard University and creator of McBer and Company, created a stir in the field of industrial psychology in 1973 with Testing for Competence Rather than Intelligence.McClelland proposedan iceberg model (as shown in figure 1) as a descriptive tool for competency. The iceberg’s tip section represents a person’s knowledge and skills, while a person’s social role, self-image, traits and motives, which are underlying and enduring, are represented in the lower section. It is within this larger lower section, hidden below the “waterline”, where it is theorised that deep competency “sits” and that the characteristics and traits represented in this section are key to determining people’s behaviour and performance.
In addition, Campion (2011) states that competency models relate to a combination of knowledge, skills, abilities, and other characteristics (KSAOs) that enable individuals to perform effectively in their jobs. They need to be considered in light of future job requirements as they impact upon an individual’s ability, directly and indirectly, to do a job effectively.Furthermore, Campion explains that the competency model does not maintain the status quo as it tries to look forward to the future, and sometimes even tries to define the future. Using the competency model,HRM can measure the individual’s comprehensivecompetencies.In addition, according to Caldwell (2008), competency modelsbuild up acomprehensiveand accordantstructure for selection, training and development,and a mechanism for connecting HRM strategy and performance (Boyatzis, 1982, 1993; Ulrich et al., 1995; Baill, 1999).
The Research paper on Running Head: Competency Model
This paper examines whether a standardized competency model can be applied to an organization such as the fictitious Barker Foods. The case study established the foundation for the perception one was needed by the Human Resource (HR) director, Ann Baxter. Some of Barker’s executive leadership is resistant to the idea, while others fully supported the concept. In fact the CFO informed Baxter that ...
Figure 1: Iceberg Model
Competency model in China
Since thehuman resourcescapacity buildingofthe2001Asia-Pacific Economic Cooperation(APEC) meeting, human resourcescapacity buildinghasbeen the subject of deepeningattention andthinking. The term “competency model” has become abuzzword term in HRMand an indispensabletool of HRM. According to Zhang (2009), a lot of consulting companies develop competency models as an important tool used in consulting projects.More than 70 percent of large and medium-sized enterprises have established, or are ready to set up, their own competency models. However, the effects of practice are disappointing, as the models cannot really be effectively applied to HRM practice and improvement in management efficiency occurs in less than one per cent of enterprises.This is because many enterpriseserroneously develop their competency models, failing to clarify the concept of competency and blindly constructing and applying the competency model.
Recruitment and selection management
Regardless of the country in question being China, or elsewhere in the world, the competition for talent in the 21st century is the most intense it has ever been.Thus, the need for enterprises and organisations to put the “right people in the right place, at a right time” hasbecome the primary task of the HRprofessional.
Competency in recruitment and selection process
Recruitment and selection are distinguishing activities in HRM. According to Taylor (2010), recruitment is about soliciting applications from potential candidates. Selection is putting the applicants in the right vacancy, at the right time.However, application of thisconcept is different in China. According to Sun (2008),in China, the traditional recruitment and selection process carried out is based on short-term job demand, job analysis and a candidate’s experience; it only examineswhether the candidate does, or does not, have the knowledge, experience and skills required for the position. This approach lacksthe potential use of a predictive element, whereby a judgement is made of the candidate’s potential for future performance. Based on Sun’s assertion, competency models could be adopted more extensively in recruitment and selection processes in China. Literature demonstrates that a number of benefits could be expected. Competencybased recruitment and talent selectionprocesses establish consistency, diminish selection bias and create a best fit between employees and employers(Elizabeth, 2010).
The Term Paper on Training and Professional Development
Training is the process of acquiring specific skills to perform a job better (Jucious, 1963). It helps people to become qualified and proficient in doing some jobs (Dahama, 1979). Usually an organization facilitates the employees’ learning through training so that their modified behaviour contributes to the attainment of the organization’s goals and objectives. Van Dersal (1962) ...
They also establish appropriate opportunities for candidates through the healthy recruitment and selection process(Vazirani, 2010).
Thirdly, a competency approachincreases the possibility of employees performing well. Furthermore, it saves the investment of time and money on candidates, who could not otherwise achieve the organisation’s expectations(Lee, 2010).
Finally, recruitment and selectionbased on the competency model not only finds talent to meet the current needs of anorganisation, but also finds suitable employees for the long-term development (Peng 2006).Hence, the competency model became to a mainstream of approach forrecruitment and selection in HRM. The issues of competency in recruitment and selection process in China There are several reasons why the competency model is failing in recruitment and selection processes in China. The first one is ‘Excessive intensification’. A competency model is used to evaluate applicants, understanding them, and understandsif they are qualified for the job.
According to Ganesh(2004), the competency model is an “iceberg”,with knowledge and skills floating on the top, and values, self-awareness, traits and motivation hidden under the waterline. It is the latter that most determines which applicant can best perform the role. However, it is difficult to discover, or know the characteristics and traits that fall below the waterline.Consequently, the use of a competency model cannot guarantee that the most suitable talent for current and future needs of the organisation will be selected. However, it can be a valuable auxiliary tool for recruitment and selection, yet China’s HR practitioners consider thatthe competency model is the sole standard for recruitment and selection (Zhang 2009).
Zhang (2009) also statescompetency is disguised and abstract; it cannot be accurately quantified. Some companies have no real depth of understanding about competency when they establish a competency model. They blindly pursue quantitative results and risk creating excessive misunderstandings. In summary, HR practitioners in China recognized efficiencies traditional methods of recruitment and selection, and attempt to accept the new thinkingmodel and methods associated with competency models, but they lack a true understanding and appreciation of the concepts and methodologies. The potential benefits of using a competency model approach for recruitment and selection, is therefore, at best, lost. Training and development
The Review on Logic Model Development Guide
Logic Model Development Guide Introduction If you don’t know where you’re going, how are you gonna’ know when you get there? –Yogi Berra In line with its core mission – To help people help themselves through the practical application of knowledge and resources to improve their quality of life and that of future generations – the W.K. Kellogg Foundation has made program evaluation a priority. As ...
Contemporary enterprises pay more attention to investing in human capital, and training and development play a significancerole in contemporary enterprises. In order to develop current knowledge or skills or acquire new competencies, the organization will get better competitiveness for the atrociously business environment (Holland & De Cieri, 2005).That is because training promotes organizational productivity, sales, or the quality of customer service. It is through this that employee knowledge, skill and attitudes are developed, and this thenimproves employees’ performance or quality of work (Holland & De Cieri 2005).According to Li (2011), in China, in the process of establishing and implementing a training system, many companies conducteda needs analysis, designeda training program, and ensured transfer of training, evenintroducing the most advanced training methods and curriculum, butfound it did not significantly improve employees’ capabilities, and did not play a substantial role in promoting achieve organisation goals. Competency in training and development
Competency-based training, makes employees focus on the kills, knowledge, and characteristics, which are the key factors in impacting upon the effectiveness of trainingand ensures the individual training and development opportunities are consistent with organisation’s goals (Lee, 2010).
Some advantages can be gained from competency-based training and development. Firstly, itcreates an environment that is conduciveto focusingon training and development resources, helps transform requirements of development activities to job, and identifies career paths(Elizabeth, 2010).Secondly, it is links the development activities to organisational targets (Vazirani, 2010).
The Dissertation on Training and Development 5
I hereby declare that the study was carried out by me in the year 2010-2011 as a partial fulfillment of the requirements for the Masters’ degree in Social Work (M. S. W) in Mangalore University, under the guidance of Mr. Pradeep. M. D B. A. (Law), LL. B. , M. S. W. , (LL. M) Lecturer, Department of Social Work, Srinivas Institute of Management Studies, Pandeshwar, Mangalore. The research work, ...
Based on this, organisational performance can be improved. Finally, Vazirani also stated that it helpedgive clarity to the talent’s strengths and weaknesses, making the direction of training and development clear.
The issues of competency in training and development in China The majority of employees in China, especially the basic level of employees, thinktraining is required because the company believes they cannot do their current work well. Therefore, employees treat training as tasks, rather than opportunities. The consequence of this is that trainingis viewednegatively.This is because those kinds of training do not linkemployee development to the career development (Jiang,2009).
Secondly, according to Shi (2006), training based on competency, should be designed to highlight the different hierarchy of employees,and thiswill make the training effective.In China, training does not take into account the employees’hierarchy and industry, tasks and enterprise-specific differences.This means training is not based on job characteristics required of different levels of employees in the organisation.In brief, training does not connect with personal career paths,It isunable to change the passive training to individuals actively training. The individual’s characteristics should be highlighted and addressed bycompetency-based training.
Performance management
performance management is ‘a systematic process for improving and sustaining human performance throughout an organization’(Lee, 2010).According to Halim & Abhyankar (2011), performance relevant to the organisation’s targets can be measured by an individual’s efficiency. At the same time, it impacts upon the individual’s activities. This means it can facilitate employees to achieve the organisation’s expectations and goals, aligning individual’s actions with the organisation’s targets. Competency in performance management
According to Caldwell (2008), when competency models were introduced into the HR domain, the principal studywas the competency-based approach upon performance.There are some advantages of competency-based performance management.Firstly, competency-based performance models ‘bring structure and coherence to the performance management function by standardizing development criteria’ (Vazirani, 2010).Secondly, competency-based performance establishes a clear path between manager and employee(Lee, 2010).
The Essay on Customer Based Brand Equity Model
Customer Based Brand Equity Model (CBBE) The CBBE model approaches brand equity from the perspective of the customer – whether customer is an individual or an organization. The CBBE model provides a unique point of view as to what brand equity is and how it should best be built, measured and managed. The power of a brand lies in what customers have learned, felt, seen and heard about the brand as ...
Thirdly, it focuses on job category, team, department, or organisation, which are the necessary conditions for successful performance (Halim&Abhyankar2011).
The issues of competency in performance management in China
Competency is a necessary condition to achieve high performance, but is not necessary and sufficient conditions.According to Cen (2009), in China, some organization signore other factors which will directly affect the level of performance, such as organisational climate, fair evaluation mechanisms, or rewards and satisfaction.HR practitioners should understand that high performance reliant upon competency only, is insufficient. Furthermore, some organizations apply the competency-based approach to performance, to all positions. They do not realise that not all positions are suited to the competency approach.In China, some experts recommended that the competency-based performance management was suitable for more senior managers and technical employees, because they were more dependent on competency processesin achieving performance goals (Chen & Ma 2012).
Hence, the competency-based method will be useful to identifying the performance at an individual, group and organisational level. Conclusion
The competency-based approach can increase the percentage of exemplary performers within an organisation. In the same vein, HR practitioners are potentially able to make an organisation more productive by closing the human performance gaps between exemplary performance and typical performance by, for example, selecting competent people or developing the workforce’s capability based on the competency model. Furthermore, training and development programs provided dependupon the results of the competency model. ForChinese companies, the competency model would be useful to improve organizational competitiveadvantage. Scanning the Chinese business environment, it is recommended that companies gain greater insight and appreciation of the company model.
References
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