Human Resource Management: Planning and Control Systems

Introduction

Evidently, the majority of the companies have embraced new aspects of Human Resource strategies, such as the Management Information System, to have a better style of conducting business. The competition calls for total integration of technological change in the human resource departments to reshape the pattern of conducting business and maintain competitiveness in the global economy. Like the early motive, today’s business goals entail making profits by selling products or services that satisfy societal needs (Canzer, 7, 2003). The only difference between the performing and dormant organizations is the ability to introduce the Human Resource Strategy (HRS) for better enhancement, to keep a competitive edge among rival organizations and, the ability to gain quicker and higher profit margins. Given the resolution of the society to embrace change, this paper examines the distinction between an existing Human Resource Management and the integrations of new technological Human Resource Strategies. It also addresses the future expectation for professionals.

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Human Resource Strategy (HRS)

HR management involves strategic business plans, and failure to incorporate the new enhancements is one of the root causes of the current collapse or liquidation of some firms. There is an imminent need for a business to shift with the societal norms less it perishes in the near future. Proper HR Management calls for the professionals to engage in understanding the clients’ and employee’s behaviors competently by basing the logistics on the past to be in a position to predict the future. Ulrich’s (294, 2001) prediction that the future HR managers would use the technological advancement to control three aspects of business, namely the “business strategy, HR mastery, and Technology,” is evident in today’s ever-dynamic world of HR technological management.

Strategic Human Resource Management in the 21st Century

Today most companies have realized the key roles of the HR departments. To increase profitability, the HR department should be the key business strategic planner through the deployment of the technology, such as the web-based analysis of economic factors influencing the business. A new HR department will engage in the discovery of knowledge as the key resource for its responsibility and as the basis for future predictions. HR management will necessitate new and radical management strategies and practices. The field of information technology should replace firms’ important administrative tasks entitled to the HR department. The new manager in the department has to be the strategic business associate, who ought to ensure the business gains through its new strategic plans. According to Mathias et al. (34, 2007), the HR strategy engages the sole role of ensuring maximization of profit margins through enhanced quality and technology based on human management as a way of creating value for the organization.

The aspects of the internet are required for the HR management, and this includes proper intranet technology, electronic education for the clients as well as the employees, self-service for the client with regards to information inquiry, automated system of gathering client’s responses, reactions, or comments virtually through surveys and electronic comments.

Work policy manual for the new HR manager.

The policy manual is an important document she needs to work with because it assists in running businesses by outlining the terms of conditions governing the organization. Policies of an organization have a strategic role in the business because of their carefully drafted outline of missions and goals. The manual ought to be the first drafted document handed to an employee for them to view the new and clearly outlined policies, procedures, or legal issues. By explaining the benefits and workplace ethical issues, a policy manual is able to enhance better communication, understanding and announce the management rules, guidelines, and investment expansion plans to prospective employees. (Carpenter and Sanders, 12, 2009)

According to Carpenter and Sanders (12, 2009), a good human resource manual has the mission and objectives indicated on it, from which policies of the organization are set. Policies direct attention to important factors. The policy manual is a very dynamic document because policy creation is an on-going feature of the organization due to the need to keeping-up-to-date with the ever-changing rules, regulations, and organizational culture.

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Becoming an HR manager comes with challenges such as co-workers/managers competing for the same post or additional paperwork. A manager has one main asset, which is the team of employees she governs. She thus ought to clarify the duties and expectations for the employees. Proper guidance entails employment policies that preside over the hiring/firing exercise, orientation to the company and, laws governing the employee’s confidentiality. The policies inform and ensure that managers are responsible for other employee’s perspectives towards work. Secondly are the policies under the employment status and records, which specify the job category and the guidance over the assessments or performance checks as per the duties assigned.

Thirdly are the benefits specifications such as insurance, medical, transport, leave, or reimbursements that need clarification, especially for the changing aspects. Payroll policies related to the salary structure include allowances, deductions, advancement, and time. The workplace policies oversee the work arrangements or guidelines for the use of the company’s assets. The employee’s conduct policy controls their behaviors and performance issues. It relates to issues such as substance abuse, harassment, or violence. The new HR manager will be in a position to know employees under their supervision in detail and thus motivate them and gunner their support. Lastly are the electronic policies, which guide the use of technology indicating the prohibited activities, especially in the use of e-mail or the internet. (Carpenter and Sanders, 14, 2009) Through such policies, the new HR management strategy enables the manager to set the priorities right through reassessment and evaluation of existing progress.

Organizing the new HR department

The organization is a key aspect of effectiveness and change. Evidently, there is a relationship between the vision, goals, and objectives of an organization. From the HR management point of view, organizing employees is a concern with the development or reformation of the organizational structure and allotment of resources to meet objectives. For a newly formed business, the subject matter regarding organization ought to be the design of the organizational culture and employment.

The new design of an organization is the formal procedure or decision guidelines to integrate employees, resources, information, technology and to choose appropriate actions. It is a process of trying to relate closely to the structure of the company in relation to achievable goals. Through this design process, the company aims at improving the probability of gaining cooperative efforts of employees to achieve goals.

The process of organizing is the formal connectivity among people, resources, and information technology for success. Employees know their key roles or responsibilities, and the expectations from the management over technology concern achievement. Today many social networks provide some distinctive invisible but virtual organization to employees with the aim of creating connection and specialized interdependencies. (Carpenter and Sanders, 2009)

Future Human Resources plans

Most of the employees, as well as the clients in the organization, have access to required information on computers and through internet connections. The aspect of electronic trading has already been accepted among users. Inline with Daft and Marcic (150, 2008), the future implication and planning of technological advancement in the HR department mean advancement in employees’ productivity, and therefore the general performance of the organizations will increase drastically. During the integration of information technology into organizational deals, the new HR manager aims at eventually managing and improving the customer’s relationship. She can achieve this by managing the intelligence in the business setting, planning for the resources, management of people, especially in terms of the knowledge, supply chain management, enhancement of electronic trade, as well as support of unified decision-making procedures (Daft and Marcic, 244, 2008). The organization may have attained the majority of these aspects, but the future expectations are for the system to be in a position of promoting all the requirements. Any future endeavors of technologically related advancement are to generate improved performance/effectiveness through reduction on cost but maximization of profit margins (Mathias et al., 57, 2007).

Expected results regarding technology

Today utilizing the available technology is inevitable for advancing organizations; the question remains whether they are utilizing the technology in the right manner, especially for the human resource departments. According to Daft and Marcic (368, 2008), what lies ahead is a human resource department focused on a knowledge-based economy, where the race between the rivalry companies is specifically over the issue of ability to learn faster and in a flexible manner. The HR department of any organization ought to engage in the aim of taking advantage of the already technologically acquainted markets. The technological advancement allows the companies to be in a position of collaborating and exchanging information over contraction or stockholding and the recent merging programs.

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Major future understanding of the information technology integrated into the HR management strategy entails the definition of the intended and anticipated outcomes. If the organization utilizes the current increased usage of technology in the workplaces, this will be an indication of prosperity; therefore, the management and the employees ought to consider the adoption of a web-based system in the HR department as an inevitable aspect of growth.

The future expectation of the new HRIS and HRMS

In the future, users expect human resource information technology to manage the company’s benefit plans and all the employees’ information. The benefits management plans enable the HR department to deal with the ever-growing databases and analyze the amount spent. HR faces the challenge of dealing with dynamism and limited resources due to the expansion of databases and the growth of information.

Selecting the finest HR information Technology Management system for the future

The future expectations are that the Human Resource Information System (HRIS) or Human Resource Management System (HRMS) will be flexible and scalable enough to allow the importation of data from various computer applications and provide the users with friendly interfaces compatible with all these kinds of systems or data. The filtering of data ought to occur from various stored data through the automated system. This means that the information needs not to be from the same server or location. Today most systems require some manual manipulation of data before updates into the system. The future expectations are systems that will eliminate all manual procedures and deal with any eligibility in the systems. This means that people expect the use of intelligent systems with the capability of accepting the voice and code commands in real-time.

Most of the company’s HR strategy evaluations regarding customers’ and employees’ eligibility issues will employ the use of database sort and search engines, which utilize the use of a combination of rules and business strategies such as messaging, prompting, and other eligibility rules of the company. The technology should be in a position to develop and cater to the dynamic databases of the ever-growing businesses, especially the employee’s databases, new employment qualifying rules, and regulations.

The thresholds of each of the HR management system elements will measure up to demands and integrate with other management systems such as the payroll systems, therefore, eliminating the need to duplicate information such as the employees’ biodata. The client is the most important aspect of the system; therefore, clients should be involved in deep levels services, especially data entry. In line with Mathis et al. (72, 2007), it is an important strategy for HR management to implement virtual systems. Today, this kind of system requires automated interaction, where the probable client and employees can logon to a system through the network and enter, edit or update their profile or make/process business orders without involving management, thus relieving them the overwhelming procedures.

The future expectations for this HR management systems strategy are to determine specific cumbersome tasks that may currently be obstructing completion, thus reducing the value and return on investment. The advancement in technology will allow the transfer of data and information from one application server or provider to another or to an application within the organization without involving any unnecessary charges of current procedures (Mathis et al., 72, 2007).

Precedence in policies and procedures

Considering that the regulations are standard and applicable in the given case scenario where the new HR Manager requires upgrading of employees’ self-management procedures in which case attendance of all duties occurs through self-supervision, the new manager ought to prioritize the imperative policies or procedures to implement immediately.

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One of the most important policies regards performance. The increase of salary for the employees ought to be applicable, but the only bargain unit has its basis upon satisfying performance in terms of quality and quantity. The personnel policy and procedure committee under human resources determines the placement, eligibility for advancement in performance appraisal, and is in charge of rating performance for satisfaction. Expectations specified in the job contracts govern every employee is thus, failure to meet demands or to manage the personal duties automatically is determined and reported as an underperformance. Freedom of the employees does not facilitate personal definition and appointment of duties. Underperformance and negligence of duties assigned ought to suffer from penalties such as deductions of earnings or dismissal depending on the intensity. Proper policies and procedures should support the performance-based analysis, which ought to dictate that, if the employee fails to meet the job requirement rating, then the worker should not advance to the next level of the career table until the time they are able to earn the performance appraisal showing the ability to meet job satisfaction.

Insinuations for implementing Capacity planning and control

In employee management, capacity planning and control is an essential aspect. It entails the research techniques for addressing the issue of scheduling business applications, planning the allocation of resources, controlling performance through routing or queuing, and having the problem-solving techniques in place for various departments. (Vollmann et al., 38)

The planning and controlling approaches include optimization techniques. The function of this approach is diminishing or maximization of the organization’s elements to meet the least expenditure objectives within a constrained operating environment. A big problem is broken down to ease complexity and thus speeding up computation. A problem can decompose to allow efficiency and the ability to handle the uncertainties adequately. Secondly, the dynamic approach allows the manager to make decisions sequentially in a multi-stage pattern. A problem is recursively related to solutions to come up with the most effective results or a conclusion. A complex problem can be decomposed into various sub-problems for individual employees to handle, and the solution to one problem creates a sequentially dependent framework such that the solution of a sub-problem emerges from the preceding solution meaning that the whole problem is one, broken into various parts but the preceding resolutions are independent of each other.

Conclusion

An effective HRIS or HRMS strategy should have provision for any requirements of the business, such as the need to track, analyze, or process employees’ information, for instance, from the previous employer’s databases. An advanced HRIS ought to avail customization probabilities to cater to unique business needs. The employees are in a position to do personal benefit analysis and updates such as changing profiles like personal addresses, thus relieving the management of most of the strategic functions. With such connecting intelligent systems, it is easy to facilitate equal treatment of data pertaining to the management of employees, development of knowledge, development of careers, and facilitation of equal treatment. There is an imminent need for future systems to enable employers to collect and analyze information legally with the aim of ethically assisting and providing effective support to employees as well as management in all the organization’s departments.

References

Carpenter, M. A., & Sanders, W. G. (2009). Strategic Management. Upper Saddle River, NJ: Pearson/Prentice-Hall.

Canzer, B. (2003). E-Business: Strategic Thinking & Practice. Boston, MA: Houghton Mifflin Company.

Daft, R.L, & Marcic, D. (2008). Understanding Management. Cengage Learning.

Mathis, R. L., Jackson, J. H. & Elliott, T. L. (2007) Human Resource Management. Thomson Southwestern Publishers.

Ulrich, D. (2001). From Partners to Players: Extending the HR Playing Field. Human Resource Management, 40(4), 293-307.

Vollmann, T. E., Berry, W. L., Whybark, C.D. (2005). Manufacturing Planning and control systems for supply chain management. The McGraw-Hill Publisher/Irwin series.

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