Coursework Human Resource Management

S G Cowen
Department of Human Resource Management

Individual Assignment

Candidate Name: Channaka Seimon

Date of Submission: .

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Contents
INTRODUCTION........................................................................................................... 3
1. Training and Development an overview............................................................................6
2. The Five Hofstede cultural dimensions an overview.............................................................8
2.a. Individualism vs. Collectivism....................................................................................... 9
2.b. Short term vs. Long term............................................................................................ 10
CONCLUSION............................................................................................................. 10
REFERENCES............................................................................................................. 10

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INTRODUCTION
Human Resource Management has indeed become a vital part of any modern organization. The
increasing importance of the value of a satisfied and competent workforce has encouraged firms to
implement best practices and new methods of managing this valuable resource. Firstly, this course
work assignment will focus mainly on explaining and discussing the core concepts of HRM and also
concentrating more on one of the three main HR elements, namely, Training & Development,
Performance management and Requirement & Selection (A Mark, 2010). This assignment will focus
on the first of these three pillars.
Then the latter part of the assignment will describe Hofstedes five cultural dimensions, Individualism
vs Collectivism, Short term Vs Long term, Power distance, Uncertainly Avoidance and Masculinity Vs
Femininity. A more critical evaluation of the first two dimensions will follow.
In following with the above structure, we will begin with the discussion of some core concepts related
to human resource management.
HRM VS PM
Human Resource Management (HRM) can arguably be called the new version of Personnel
Management (PM), which is more traditional. PM mainly consists of an administrative record keeping
method which attempts to create and continue acceptable terms and conditions of employment (L
Robert, 2014). HRM amalgamates the features of PM into corporate goals and strategies, and focuses
more on employee based activities to benefit the entire organization. The differences between PM and
HRM exist in terms of application, approach and scope. For instance, PM believes that people are an
input which is requires to achieve a desired outcome, while HRM considers people as an important
and valuable scarce resource/asset for doing the same. Overall, PM is more of a routine function while
HRM is a strategic function.
BEST FIT MODEL
Best Fit is a theology, also known as the Contingency model, which argues that there is no right way to
implement HRM, and that different approaches may work in different organisations (Miles and Snow,
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2003) This requires integration of the HRM practices into the overall business strategy. Best Fit HRM
models attempts to create a competitive advantage for the company (Beardwell & Claydon, 2010).
RESOURCE BASED VIEW
Resource Based View, or RBV, is a dominant theory of strategic management which states that
Resources and their capabilities and competencies maybe more important and vital than industry effects
(Becker, 2006).
Some main advantages of this model include creating valuable competitive advantage when compared
to other firms in the sector. This will also help maximize utilization of the resources and they can be
used to a higher potential. In the long run, productivity will increase and cost per unit of labour/capital
should ideally reduce due to the successful implementation of this method. Own strategies can be
formulated, instead of mimicking other companies (Huselid, 2006). This might give the company an
edge and also better resource retention.
However, there are certain disadvantages as well. Firstly, the model makes assumptions such as
resource heterogeneity and immobility, and the fact that firms possess resources such as financial,
physical and human capital. Firms structure will change according to the new strategies, so this has to
be done with caution.
HARD AND SOFT HR
These are two methods of describing the HRM practices utilized by a firm. While these can be
demarcated specifically on textbook, in real practice, the HR Manager can use both types in unison in
order to achieve business objectives.
Hard HRM treats employees as a resource of the business, akin to buildings and machinery. It is very
strategic and logical, on has a tight link with corporate business planning, being very specific on
maintaining low costs of labour and getting the most work out of the allocated workforce. The main
focus is to identify the exact business requirement and manage it accordingly from the point of view of
the business, not employee welfare (Legge, 2005). Main features are little to no empowerment,
adequate pay just to retain the staff, autocratic leadership style, taller organizational structures, and
minimal communication and connection between employees and the top management (Truss, 1999).
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Soft HRM treats employees as a scarce and valuable resource that is a source of competitive advantage
(Guest, 1987). Employees are considered as individuals and their personal needs are looked after. The
main focus here are the roles, motivation and rewards of the employees. Main contrasting features
include long term workforce planning, better communication and relationships with top management,
pay structure based on performance, employee empowerment is evident, Appraisal systems are put in
place and training is given to increase human capital and this is arguably a more democratic style of
governance (Storey, 1992).
As the theory of Best Fit explains, there is no such thing as a right form of HR, and both Hard and Soft
HR can be used on various occasions appropriately. Hard HR may result in a more cost effective
workforce with quick decision making, while increasing labor turnover and reducing staff retention and
satisfaction levels. Soft HR might be able to motivate and encourage staff to be more productive and
increase satisfaction and efficiency levels (Ulrich, 1998). However, it can lead to higher labour costs
and overheads and also to longer decision making processes in order to keep the workforce satisfied.
HR BEST PRACTICES
Even in the current highly developed world of HRM, there is still a growing concern that it is still not
effective enough and needs improving. A research performed by the Bersin Institute in 2011 has shown
that this is indeed the case and that best practices are needed in order to standardize high levels of HR
worldwide. Some such best practices are mentioned below.

Structured governance & business case development HR can achieve a clear understanding
of business objectives and create working relationships between the top management by getting
these leaders involved in the planning process in order to align the HR process with the business

strategy (Becker & Huselid, 2006).

Implementing the Right HR policies/philosophies High impact HR divisions should strive
to create work environments which facilitate employees to thrive using their specific skills to

their advantage and

Cultivating advanced workforce planning capabilities - Good HR Managers should plan to
incorporate sophisticated analysis and forecasting techniques in order to attract and grow the
best minds and talent (Purcell, 1999).

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Measuring HR operational and business metrics KPIs are vital in any business function,
and HR is no exception to the rule. Measurement strategies need to be put into place to improve

efficiency, effectiveness and also improvement to business alignment.

Outsourcing HR services in a strategic manner In the long term, organizations should
target to ultimately outsource certain HR functions so that the internal teams can focus more on
functions that cannot be outsourced. This will help the organization strategically expand
through economies of scale over time (A Raymond, 2006).

1. Training and Development an overview

The three main pillars of HRM can be stated as Training & Development, Requirement & selection
and Performance management. In this assignment, the focus will be on Training & Development.
Training can be explained as a systematic process through which a companys workforce can gain
knowledge and develop specific skills. This is mainly achieved through instruction and personal/group
activities which ultimately result in overall improved corporate performance. Training is where workers
are provided training on their current job role, while development happens when there is a future
oriented investment in employees (MC Wilson, 1994).
There are many instances as to When training is required.

Most often, a company may want to conduct training periodically in order to keep their
workforce updated on the latest developments and best practices of the trade. This will improve

efficiency of the workers and provide a competitive advantage.

Another instance where training is necessary is when there is a systems upgrade or change in
process within the company. The employees need to be trained to effectively use the new
system or process so that it will benefit the company, and not create a bottleneck due to lack of

awareness.
Training is also usually mandated for all new recruits to help them get familiarized with the
internal processes and culture as well. It can be thought of as a sort of initial induction.

Why is training required for any modern organization? There are numerous justifications as to why
training is an essential component of developing and retaining a workforce.
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It educates the workers about the effective use of current technology.

Promotes safety and healthy practices among employees, especially in the industrial and
manufacturing sectors. Accidents and damages to machinery can be avoided accordingly as

well.
Training and development will provide a competitive edge for the company in the long run.
It benefits the employees greatly as it provides opportunities for development of careers and
also personal growth, which helps to improve employee retention greatly. It also helps remove

performance deficiencies (A Aron, 2003).

Creates awareness among employees about industry standards and also rules and regulations.
It also helps the organization improve productivity and profitability as it is enhancing its most
valuable resource. This should ideally result in better stability, flexibility and room for growth
for the firm.

What are the most popular methods of effective training? Types of training can be broadly classified
into two categories.
On The Job Training
This category encompasses all the methods that are generally applied while the employees are actually
working at their respective jobs.

Job Rotation is used to put employees through all the job roles of a particular department
consecutively. This helps them get an all rounded knowledge of the entire process and improves

coordination and competence (JH Jackson, 2014).

Job Coaching involves verbal details given to an employee regarding the nature of the job role.
Job Instruction is where instructions or steps are provided to the employee to follow in order

to complete the task.

Apprenticeships are arranged for fresh graduates who are put under an experienced employee
first in order to train them quicker.

Advantages include the fact that it is in direct context of the job, informal training, the least expensive
since available resources are being used, highly motivated trainees, learning by experience and that it is
free from classroom type situations. Disadvantages are due to trainers not being experienced enough to
train, programmes may be of low quality and haphazard and these are not usually systematically
organized.
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Off The Job Training

These are practiced away from the workplace and employees are trained in classrooms and put through
seminars and exams.

Classroom Lectures are verbal presentations by an instructor with usually less interaction and

one-way communication.
Case studies are written descriptions of the actual scenario and trainees have to analyse the

case accurately in order to pass.

Simulations are used to train employees on processes while not getting them involved in the
actual process until they are ready

Advantages include the fact that these can be organized systematically, the trainers are experienced
enough to train and also this type of training has the potential to add a lot of value to both the employee
and employer. Disadvantage arise since it is its quite formal, artificial in nature, can be very costly,
might be off topic and not related to the context and trainees may not be highly motivated.

2. The Five Hofstede cultural dimensions an overview

These dimensions were put forward by Professor Geert Hofstede, 2001, and is argued to be one of the
most comprehensive studies which tries to explain how values of the workplace are influenced by work
culture. The five dimensions are noted down below.

Individualism vs. Collectivism The high side of dimension is individualism, where

individuals are usually expected to only take care of themselves and their immediate families.
Collectivism is where members of a particular group look after each other despite not being

related.
Short term vs. Long term In a more corporate context, this is more towards whether the
company and its employees try to resolve short term issues and conflicts, or whether they focus

on a more longer term plan i.e. normative versus pragmatic.

Power distance This explains the degree to which weaker members of the workforce accept
and even expect the power to be distributed unequally. Employees with a high degree of Power
Distance accept hierarchical change without any opposition, and vice versa (Rose, 2011).
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Uncertainly Avoidance This dimension expresses the level to which workers feel

comfortable or uncomfortable with uncertainty or ambiguity.

Masculinity vs. Femininity The masculinity portion represents the societys preference for
achievement and other positive aspects. Also referred to as tougher vs. tender.

We shall focus on the first two dimensions and go into further detail in the evaluation conducted below.

2.a. Individualism vs. Collectivism

In terms of the corporate sector, this dimension measures to what extent an employee maintains his/her
unique attributes. It also analyses to what degree the individual is integrated into a collective group. It
judges whether employees are more like a family or whether they like operate alone (E Brian, 2005).
In an individualist culture, high value is placed on individual needs and achievements, people need
privacy and freedom, challenges are enjoyed and there is a respect for privacy among each other.
However, there is very little mix between work and social life, and debates can occur as individual
opinions clash with each other. There is also a need for highlighting individual achievement in order to
keep the workforce satisfied.
In a collectivist culture, in contrast, there is emphasis on building skills in order to master processes,
people work for intrinsic rewards and the team maintains harmony among members and avoids too
much conflict. In this case, wisdom is important, and feeling which can affect harmony might need to
suppressed, along with avoiding negative feedback, as saying no can be very demotivating in this
case.

2.b. Short term vs. Long term

This term is usually also known as long-term orientation or Pragmatic vs. Normative. It measures the
degree to which employees need to explain the inexplicable. This is a more recent dimension, and
therefore research is limited.

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Pragmatic employees often try to figure out what is true and not, thrift and education are considered
valuable, while virtues are emphasized. People behave modestly, avoid boasting too much and people
are willing to compromise accordingly (A Raymond, 2006).
Normative culture asks the question of why? where values and rights are expressed, along with
strong convictions, and people tend to boast and oversell. In order to be taken seriously, you need to
exaggerate, there is less willingness to compromise, and flattery gets you far in the corporate ladder.

CONCLUSION
As it is evidently shown above, Human Resource Management is indeed an important pillar in any
modern organizations arsenal of management and strategic tools. The tricky element of this pillar is
the fact that no two organizations are the same and therefore, different HR strategies have to be used at
different times in order to attain maximum effect (A Aron, 1999). An effective HR strategy will
ultimately lead to the success or failure of a company getting a competitive edge over its competitors.
This is why this above explained techniques must be used in every modern organization accordingly
and tailored in order to provide the best possible results.

REFERENCES
Brian E. Becker, Mark A. Huselid, David Ulrich. The HR Scorecard: Linking People, Strategy,

and

Performance, Harvard Business Press, 2010

Dessler, Gary. Human Resource Management. 14th ed. Upper Saddle River, NJ: Prentice Hall,

2014.

Mathis, Robert L., and John H. Jackson. Human Resource Management. 14th ed. Stamford, CT:
Cengage Learning, 2014.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource
Management: Gaining a Competitive Advantage. 8th ed. New York: McGraw-Hill/Irwin, 2013.

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Aron, A., & Aron, E.N. (1999). Statistics for psychology. (2nd ed.). New Jersey: Prentice-Hall
International, Inc.
Kleiman, Lawrence S. Human Resource Management: A Managerial Tool for Competitive
Advantage. Cincinnati: South-Western College Publishing, 2000.
Lado, A.A., and M.C. Wilson. "Human Resource Systems and Sustained Competitive Advantage:
A Competency-Based Perspective." Academy of Management Review 19, no. 4 (1994):

699

727.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 5th ed.
Boston: McGraw-Hill, 2006.

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