Academic Session 2022 May Semester Assignment BMG30403 St

Academic Session 2022 May 2022 Semesterassignmentbmg30403 Strategic

This assignment is the final assessment to replace the proctored examination. This assignment consists of ONE (1) section. Answer ALL questions. You are allowed a maximum of one (1) attempt to submit your assignment. The assignment will be made available from 11th July 2022, Monday (00:00) until 1st August 2022, Monday (23:59). Completed assignment must be submitted by 1st August 2022, Monday (23:59).

Question 1: In larger organisations including multi-national companies, there will be a dedicated department called the Human Resource Department. Describe four (4) key functions of human resource department. [30 marks]

Question 2: A high-performance culture can be defined as an organisational culture where the corporate values for achieving the organisation goals are deeply embedded in the hearts and minds of all employees. Describe the essential characteristics in High Performance Work System. [30 marks]

Question 3: Person-Job fit and Person-Organisation fit are important aspects to be considered to ensure the right selection of candidate for a position. Describe the concepts of:

• (a) Person-Job Fit [20 marks]
• (b) Person-Organisation Fit [20 marks]

Paper For Above instruction

The effective functioning of human resource (HR) departments is critical for the success of modern organizations, particularly in large and multinational entities. HR departments serve multiple functions that contribute to organizational efficiency, employee well-being, legal compliance, and strategic growth. This essay examines four key functions of HR departments, the characteristics of high-performance work systems, as well as the concepts of Person-Job fit and Person-Organisation fit—all vital for organizational success.

Key Functions of the Human Resource Department

The HR department plays a pivotal role in managing the most valuable asset of any organization—its people. Four core functions include recruitment and selection, training and development, performance management, and compensation and benefits. These functions collectively help attract, develop, motivate, and retain employees.

Firstly, recruitment and selection involve attracting suitable candidates and choosing the best fit for organizational needs. Effective recruitment strategies ensure the organization accesses a broad talent pool, while selection processes discriminate effectively to identify candidates with the requisite skills and cultural fit (Dessler, 2020). Secondly, training and development aim to enhance employees' skills, knowledge, and competencies, aligning individual capabilities with organizational objectives (Kraiger, 2020). Continuous professional development fosters innovation and adaptability vital for global competitiveness.

Thirdly, performance management entails evaluating employee performance through appraisals, feedback, and goal setting. This process helps in recognizing high performers, identifying areas for improvement, and aligning individual objectives with organizational strategic goals (Armstrong & Taylor, 2020). A robust performance management system motivates staff and ensures accountability.

Lastly, compensation and benefits encompass designing equitable salary structures, incentives, healthcare, retirement plans, and other perks. Competitive compensation packages are crucial for attracting and retaining talent and motivate employees to perform at their best (Milkovich et al., 2019). These functions, collectively, help HR departments shape organizational culture, ensure legal compliance, and foster sustained growth.

Characteristics of a High Performance Work System

A High Performance Work System (HPWS) is characterized by a set of interrelated human resource practices that collectively foster organizational effectiveness and employee engagement. Central to HPWS are characteristics such as employee empowerment, selective hiring, extensive training, and performance-based rewards.

First, employee empowerment is a crucial element, enabling employees to make decisions, innovate, and contribute meaningfully to organizational goals. Empowered employees tend to exhibit greater commitment, productivity, and job satisfaction (Boxall & Purcell, 2016). Second, the selective hiring process ensures the recruitment of highly capable individuals aligned with the organizational culture and values, fostering high-level performance (Delery & Doty, 1996).

Third, extensive training and development opportunities enhance employee skills, adaptability, and knowledge, which are essential in dynamic business environments (Bushouse & Coleman, 1999). Fourth, performance-based rewards and recognition systems motivate employees to achieve excellence, aligning individual objectives with organizational success (Gerhart & Rynes, 2003). These characteristics foster an organizational culture focused on high performance, continuous improvement, and innovation.

Person-Job Fit and Person-Organisation Fit

(a) Person-Job Fit

Person-Job fit refers to the extent to which an individual's skills, interests, and abilities match the requirements of a specific job. This alignment ensures that employees are competent and capable of performing their tasks efficiently, leading to higher job satisfaction, productivity, and reduced turnover (Kristof-Brown et al., 2005). For example, a person with strong analytical skills and a background in data science would be well-suited for a data analyst role. Essentially, Person-Job fit contributes to organizational effectiveness as it allows employees to perform optimally within their roles.

(b) Person-Organisation Fit

Person-Organisation fit pertains to the degree of compatibility between an individual’s values, beliefs, and cultural preferences and those of the organization. When employees share similar values with their organization, there is often increased commitment, engagement, and alignment with organizational goals (O'Reilly et al., 1991). For instance, a company emphasizing innovation and risk-taking will attract individuals who value creativity and entrepreneurial spirit. Good Person-Organisation fit fosters a cohesive work environment and enhances organizational stability.

Conclusion

In conclusion, a robust HR department with clearly defined functions such as recruitment, training, performance management, and compensation plays a vital role in organizational success. High Performance Work Systems foster an environment conducive to excellence through empowerment, selective hiring, and reward systems. Furthermore, understanding and implementing the concepts of Person-Job fit and Person-Organisation fit are essential for effective human resource management, leading to better employee engagement, higher productivity, and overall organizational effectiveness. As organizations continue to navigate complex global markets, these elements will remain fundamental to sustainable growth and competitive advantage.

References

• Armstrong, M., & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.
• Boxall, P., & Purcell, J. (2016). Strategy and human resource management. Macmillan International Higher Education.
• Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835.
• Dessler, R. (2020). Human Resource Management. Pearson Education.
• Gerhart, B., & Rynes, S. L. (2003). Compensation: Theory, Evidence, and Strategic Implications. Sage Publications.
• Kraiger, K. (2020). Learning and Development in Organizations. Routledge.
• Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals' fit at work: A meta-analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58(2), 281-342.
• Milkovich, G. T., Newman, J. M., & Gerhart, B. (2019). Compensation. McGraw-Hill Education.
• O'Reilly, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487-516.
• Bushouse, B. K., & Coleman, J. R. (1999). Linking high-performance work systems to organizational performance: Evidence from the USA. Public Personnel Management, 28(2), 193-208.