Write A 4- To 5-Page Paper In Which You See Attached

Write A Four To Five 4 5 Page Paper In Which You See Attached Sce

Write a four to five (4-5) page paper in which you analyze the organizational design of the selected agency’s human resource management in relationship to the entire organization. Assess its strengths and weaknesses.

Assess the agency in terms of its global or international linkages, highlighting its application of theory to its approach to personnel management.

Analyze at least three (3) of the major components of the agency’s human resource system’s goals and practices regarding the recruitment and hiring of a qualified workforce.

Evaluate the agency’s approach to training and programs provided for new and existing employees for the development of knowledge, skills, and overall competencies, highlighting the strengths and weaknesses.

Recommend at least two (2) actions the agency could take to improve in the areas of recruiting and training a qualified workforce.

Appropriately incorporate at least four (4) quality sources. A quality source can be either popular, such as a news article, or scholarly, such as peer reviewed works. In the case of public administration, government websites are appropriate quality resources. Note: Wikipedia, SparkNotes, and similar websites do not qualify as academic resources. Visit the Strayer University Library to conduct research. Your assignment must follow these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format.

Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page, revisions of the previous assignment, and the reference page are not included in the required assignment page length.

Paper For Above instruction

The effectiveness of human resource management (HRM) within public agencies critically influences organizational success, especially when evaluated through the lens of organizational design, global linkages, recruitment practices, and training programs. This paper analyzes these aspects within a selected governmental or public agency, highlighting strengths, weaknesses, and offering targeted recommendations for enhancement.

Organizational Design

Effective organizational design in human resource management aligns HR functions with strategic organizational goals. The selected agency's HR department is integrated into the overarching organizational structure, with clearly defined roles, responsibilities, and communication channels. Its structure appears centralized, providing standardized procedures for recruitment, training, and performance appraisal, which promotes consistency and accountability. Strengths of this design include streamlined decision-making and clear authority lines, facilitating quick responses to personnel needs.

However, weaknesses also emerge. The overly rigid structure may hinder flexibility, impeding responsiveness to local or departmental needs. Such rigidity can stifle innovation and discourage departmental autonomy, which might limit the agency's adaptability in dynamic environments. Additionally, the hierarchical nature can result in bureaucracy, slowing down decision-making processes.

Research emphasizes that an ideal HR organizational design balances control with flexibility, ensuring responsiveness while maintaining strategic oversight (Milkovich, Newman, & Gerhart, 2016). The current design's strengths are notable but require adjustments to enhance agility and innovation.

Global Linkages and Personnel Management

The agency maintains several international linkages, including partnerships with foreign agencies and participation in global initiatives. Such linkages facilitate knowledge sharing and introduce diverse perspectives into personnel management. The agency’s application of international HR theories, such as cross-cultural management and international personnel transfer strategies, reflects an awareness of global standards.

In practice, the agency adopts a global approach where expatriate assignments prepare personnel for international collaboration, and diversity management policies recognize cultural differences. These applications demonstrate a theoretical grounding aligned with international human resource management (IHRM) principles (Brewster et al., 2016). However, there remains room for improvement in developing global leadership competencies and fostering intercultural communication skills among staff, which are vital in an increasingly interconnected world.

International HR theories such as Hofstede's cultural dimensions theory (Hofstede, 2001) provide valuable insights into managing international linkages effectively, informing policies that enhance cultural sensitivity and collaboration.

Personnel Recruitment and Hiring Practices

Key components of the agency’s recruitment and hiring include strategic workforce planning, use of digital recruitment platforms, and rigorous interview processes. The agency employs a structured approach, incorporating merit-based selection and competency assessments to ensure the qualification of hires (Pynes, 2013). These practices aim to build a competent workforce aligned with organizational objectives.

Nonetheless, weaknesses persist, particularly in reaching diverse applicant pools and leveraging social media platforms more effectively. Additionally, some vacancies remain unfilled for extended periods, suggesting inefficiencies in recruitment processes. Enhancing outreach efforts and streamlining application procedures could improve efficiency and diversity in hiring.

Research supports that integrating data analytics into recruitment can predict candidate success and reduce hiring biases (Huselid, Jackson, & Schuler, 2014). The agency could benefit from adopting such innovative practices.

Employee Skills Training

The agency provides various training programs, including onboarding for new hires, ongoing professional development, and leadership training. These programs focus on technical skills, regulatory compliance, and soft skills such as communication and teamwork. Strengths include comprehensive onboarding processes and targeted skill development initiatives that promote continuous learning (Noe, Hollenbeck, Gerhart, & Wright, 2017).

However, weaknesses also exist. There is limited individualized training tailored to specific departmental needs, and evaluation mechanisms for training effectiveness are inadequately developed. Moreover, some employees report that training sessions lack practical applicability, thereby diminishing their impact. Implementing personalized learning paths and conducting regular assessments could enhance the training system's effectiveness.

Modern HRM emphasizes experiential learning and competency-based training, which could be integrated into the agency’s existing framework to improve knowledge retention and application (London & Smither, 2017).

Recruiting and Training Recommendations

To improve recruitment efforts, the agency should expand its use of social media and digital marketing strategies to reach a broader and more diverse applicant pool. Developing partnerships with educational institutions and leveraging community networks can also bolster recruitment efficiency and diversity (Werner & DeSimone, 2012).

In terms of training, the agency could implement a centralized Learning Management System (LMS) that offers personalized learning modules and tracks individual progress. Additionally, incorporating real-world simulations and interactive modules would enhance practical skill acquisition and engagement. Both strategies would foster a more skilled and adaptable workforce capable of meeting evolving organizational needs (Salas, Tannenbaum, Kraiger, & Smith-Jentsch, 2016).

By adopting these targeted actions, the agency can strengthen its human resource systems, ultimately improving performance and mission effectiveness.

Conclusion

The analysis highlights that while the agency's HR management demonstrates solid foundational practices aligned with organizational and global standards, there is significant scope for refinement. Enhancing organizational flexibility, fostering global leadership competencies, diversifying recruitment strategies, and modernizing training approaches are critical steps. Implementing these recommendations will contribute to a more resilient, innovative, and competent workforce, better positioned to achieve the agency’s strategic objectives.

References

• Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. Routledge.
• Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and organizations across nations. Sage Publications.
• Huselid, M. A., Jackson, S. E., & Schuler, R. S. (2014). Technical and strategic human resource management. In G. R. Ferris (Ed.), The Wiley-Blackwell handbook of strategic management (pp. 254-271). Wiley.
• London, M., & Smither, J. W. (2017). Feedback orientation, feedback culture, and the effectiveness of 360-degree assessments. Personnel Psychology, 70(1), 177-211.
• Milkovich, G. T., Newman, J. M., & Gerhart, B. (2016). Compensation. McGraw-Hill Education.
• Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Fundamentals of human resource management. McGraw-Hill Education.
• Pynes, J. E. (2013). Human resource management for public and nonprofit organizations. Jossey-Bass.
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2016). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 17(2), 74-101.
• Werner, J. M., & DeSimone, R. L. (2012). Human resource development. Cengage Learning.