Employee Relations 

Employee relations concerned with managing and maintaining employment relationship between employer and employee. 

Employee relations means working and dealing with employees either collectively through their trade unions or individually (Armstrong, 2014)

This relationship deals with employment practices, terms, conditions and if any issues arise in employment relations. This is how its meet the need of the organization and how it should relate to employees and their unions. Organizations always need to develop satisfactory employee relations and provide employees to raise up with their voice and have proper, clear communications with them.  

In addition, examining this concept there are some values in to the employment relationship. Equity, justice, dignity and trust are among the values often to be fundamental to the effectiveness of the employment relationship and to the achievement of the organization's objectives. Expectations of both employee and employer need to be considered and balanced by having proper negotiation process in maintaining proper relationship.

The psychological contract means that the relationship between employers and employees is more than regulated by a legal contract. As in any relationship, both parties have informal expectations of each other that, unwritten. 

The main assumptions in psychological contract are; (Mike Leat, 2014)

·          Treated fairly and honestly

·          Require the communication of sufficient information about changes and developments

·         Employee loyalty to the employer will be reciprocated with a degree of employment and job security  

·         Employees’ input will be recognized and valued by the employer.  

Unitary is the perspective in organizations operate by people in individuals and groups that have common interests, objectives and values and that are harmonious and integrated.

It seems that conflict between management and employees would be unnecessary and avoidable. In contrast Pluralism assumes that employees are made from individuals and groups with different perspectives. Groups will have own leaderships and various interests. It will be common to have conflicts between employee and different management functions. Collective bargaining would be the most effective way of solving issues in pluralism. 

Employee engagement is the key result which can be achieved from this relationship between both parties. Healthy employee relation would make employers happier and will produce inspired person which make productive employee engagement. The mutual trust and respect that would be a product of satisfied work environment which leads to productivity and innovation. It creates motivated and engaged workforce with less disputes arise from both parties. 

References

Armstrong, 2014. Armstrong’s Handbook of Human Resource Management Practice. 13 ed. s.l.:s.n.

Mike Leat, 2014. Employee Relations. Edinburgh Business School Heriot-Watt University Edinburgh EH14 4AS United Kingdom.

 

Global context of HRM

Today the Globalization is a process of integrating people, companies and social in a worldwide without having any boundaries. all are getting in to the common platform which is more integrated & interdependent. Even the companies & business grown up with internationally to have competitive positioning, extend their product cycle, market behaviors, secure key supplies etc.

Based on this rapid change in the world, the term of Human Resource Management came as a universal term which is needed for any of organizations or countries. In this current world phase, Global context of HRM is playing a vital role & it’s being touched in a huge scope in HR in worldwide.

International Human resource management is about the process of managing people in an international setting. This is crossing the international boundaries by the multinational companies. This will apply HR management concepts, Processes & techniques in a multinational environment.

International HRM is mainly focusing on the broad range of HRM activities, Greater involvement of HR manager in the personal life of employees. 

Even the Global HR role need to have special focus on the employee specific knowledge and their relevant skills & attitudes. 

There are 4 major activities are aligned with the IHRM such as Training & Development , Recruitment & Selection , Compensation & Return of expatriates.

(David & Mila, 1947)

Essential of IHRM - Managing people Globally

Specific competencies need to aligned when having Global HR application when dealing with different countries & cultures & to have smooth functioning on the chain & to over come the challenges,

• International HR responsibilities

• Establish HR policies 

• Training & Development plans to have global talent pool which multi tasking to achieve organizational goals

• Attracting people with the work life balancing & satisfying workforce to have maximum involvement for the goals.

• Designs organizational structures & strategies

• Implement performance matrix 

There are main 3 processes are creating the Global HR (Brewster, et al., 2005)

• ·         Talent management & Employee branding

• ·         International assignment management

• ·         Managing an international workforce

Areas of Global HR policies and practices are,

• ·         Sustain Global Performance standards

• ·         Common evaluation for processes

• ·         Common approach of rewards

• ·         Development plan for senior managers

• ·         Competency frame work

• ·         Use of common performance management system

International HRM approaches,

• Ethnocentric: key positions filled by nationals of parent company

• Polycentric: host country nationals recruited to manage subsidiary in their own country

• Geocentric: best people recruited, whatever their nationality

• Regiocentric: best people recruited within region in which the subsidiary operates

In the other side of Global HR, it’s really challenging to the organizations to keep the same momentum & trend lines with the different environmental, cultural & workforce diversity.

When we focusing on to the current workforce , its engaged with different gender , values, age, characteristics , different religion background and educational.This diversity of each category creates more creativity , strategies and innovative steps to the organizations which is more influencing to the organizations competitiveness (Taylor, 2001)

References

B., S. & H., 2005. The International Journal of Human Resource. Towards a new model of globalizing HRM, p. 949–970.

D. & M., 1947. Essential of IHRM - Managing people Globally. s.l.:SAGE.

Taylor, 2001. Creating the multicultural organization - A strategy for capturing the power of diversity. 1 ed. s.l.:University of Michigan business school.

Performance Management 

 

Performance Management is one of the key HR function in which organizations used to get done the work from people effectively. It is the way how organizations communicate to the employees about their goals and objectives and do continues follow ups to make corrective actions, improvements and rewards. 

Performance defined as behavior that accomplished results. 

Performance means both behavior and results. Behaviors are produced by performer and transform it in to an action. Behaviors are also outcomes not only the results which is the mental and physical effort taken to accomplish the task. (Brumbach, 1988)

Behaviors that drive for achievements are more significant as same as the results obtain from it. 

As explained, it is an integration of both behavior and results. Therefore, when monitoring and rewarding for performance both results and behavior need to be considered. 

Performance is the outcome of three determinants, 

·         Knowledge about facts and thing 

·         Know how to do things and availability of skills to do them 

·         Effort and motivation to achieve them 

(Armstrong, 2014)

As elaborated above, performance is a key term which drive business for their achievement. Therefore, we need to be managed performance in more efficient and effective manner for better results. It is a management practice of getting better results by setting clear and agreed goals and objectives to be achieved in a given time frame and evaluate periodically and reward them accordingly. It involves in making aware everyone about their tasks to be achieved and way of completing those tasks. 

The purpose of performance management is to clarify how individuals are expected to contribute to the achievement of organization goals by aligning individual objectives with the strategic objectives of the organizations. (Armstrong, 2014)

Main aim of performance management is to enhance the capacity of people to meet the expectation of achieve the full potential by benefiting both individual and organization.  

                                              The performance management cycle (Armstrong, 2014)

Plan, Act, Monitor, Review is key steps of performance management system. All these four steps are crucial for any business to have an effective performance management system.

In today's context most of the organizations follow these steps in different scenarios .And also after the reviews rewarding for best results and take and suggest corrective measures for negative results are important for the effective performance management cycle .And also periodic reviews are essential rather evaluate them after completing their given time frame .In such cases only positive or negative results can be achieved .But if management can do  systematic periodic evaluations, corrective measures can be taken if there are any deviations took place and  motivate employees those who are on track in their given tasks for better results. This would be a winning situation for both organization as well as for the individual employee.  

In some reputed organizations performance management reviews are done in more effective manner. Reviews are carried out in every three months the results will be evaluate and monitored in Integrated Human Resource Management system. Goal settings will be conducted in early stage of the year and in each review following steps will be carried out. 

·         Self-Appraisal  

·         Manager Appraisal 

·         Agreed Assessment  

Self-Appraisal will enable to evaluate own performance by each individual and decide how well he or she performed. And then it will be sent to manager and he will do his appraisal and identify strengths, weaknesses, improvements and get ready to conduct agreed assessment. Agreed assessments are carried out by both employee and employer after conducting the discussion. 

As explained with this four elements of performance management, below areas will be covered in an agreed assessment. 

·         Agreement 

·         Feedback 

·         Positive reinforcement 

·         Dialogue 

Good personal development plans need to be created by identifying skills, opportunities and weaknesses by assessing to do best in the future and avoid past performance problems. 

Proper performance management can reward people by recognizing through feed backs and provide opportunities to achieve and develop skills and provide guidance on career ladder. 

References

Armstrong, 2014. Armstrong’s Handbook of Human Resource Management Practice. 13 ed. s.l.:s.n.

Brumbach, 1988. Some ideas, issues and predictions about performance management. In: Public Personnel Management. Public Personnel Management ed. s.l.:s.n., p. 387–402.