Running head: HUMAN RESOURCE MANAGEMENT 1

Human Resource Management

Name:

Institution
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Introduction

The purpose of this essay is to discuss three questions that are related to HRM. The first

discussion elaborates how Human Resource managers should be included in an organization’s

strategy making process to improve its functioning. The second discusses how changes can be

implemented in the employee management and recruitment in the case where the middle-level

managers are quickly depleting. The last section discusses the bank managers who as well

deserve to receive incentives since much effort is needed from their end.

Question One

In convincing the top management on the importance of highly involving a Human

Resource manager in a firm’s strategic planning process, several considerations can be

considered. First, the Human Resource manager should explain to the top management the

importance of having the right staff to perform a task. For instance, the HR manager may decide

to point out the best performing employees in the sales department and explain their contribution

to the organization (Ahammad et al., 2016). The other strategy would be to point out savings that

have been made by the HR department as a result of recruiting skilled staff. Particularly, by

explaining how the organization may benefit from some employees who have multiple skills.

The HR manager can as well point out how the HR department has contributed to achieving the

company’s goals either through monetary profits or the man-hours lost. At this point, it is

essential to make the top management realize that the HR department is necessary for achieving

the company’s goals.

Working, as a Human Resource manager, a person can identify mechanisms of improving

a company’s performance from the bottom up. The fact that the HR manager practically knows
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all the employees, their skills, and liabilities, the HR manager is able to communicate with every

employee particularly those working on the frontline (Alfes et al., 2013). By so doing, they are

able to comprehend the employees’ problems as well as their concerns and address them. If the

HR is not able to take care of the concerns, they are brought to the top management’s attention

especially if they are capable of influencing a company’s profit goals. By taking care of a

company’s backbone, either the sales department or the research department, the HR manager is

assured that in the future, the firm will grow both in its sales and research development. Having

clear and effective communication lines with the staff helps the HR manager to directly have

access to the frontline employees’ experiences (Buller & McEvoy, 2012). Thus, the HR manager

can avail this information to the top management when needed. The Human Resource

department can as well boost any organization’s department performance through training and

development. This ensures that there is an equilibrium between what the industry demands and

what the employees can provide through individual performances in their jobs.

Question Two

The Human resource department is faced with several challenges which they have to

overcome when searching the best candidate for a job. This involves attracting adequate initial

interest in providing a competitive field during the interview, having tight interview deadlines, as

well as unrealistic job specifications (Jiang et al., 2012). Hiring is all about cultivating a winning

team and finding the necessary staff who suit exactly to their job roles. According to the case

study, the organization does not have a problem with its recruitment process. However, the

reason for the increased employee turnover at the company results from policies which are made

by the top management. These policies are not satisfying to the employees thus they end up
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quitting work. For instance, it is evident that the top management requires that the middle

managers make several technical and complex decisions.

As a consultant, I would recommend the following with the aim of reducing employee

turnover. First, the company should ensure that it hires the right staff and continuously develop

their careers. When an organization is looking for long-term growth, among the many

investments that the organization can make is to invest in upgrading its workforce (Kehoe &

Wright, 2013). This involves hiring individuals that are “fit” with the company’s culture such

that their values, goals, as well as principles, match those of the organization. Training these

individuals will ensure staff loyalty and retention. Additionally, the company should carry out

exit interview and employee turnover. Exit interviews seek to determine why an employee has

decided to exit the company. A study carried out by HR Executive Magazine indicate that 96%

of Human Resource managers conduct exit interviews with their staff who voluntarily leave their

organization. Nonetheless, in most instances, the gathered information is not put to any useful

purpose (Renwick, Redman & Maguire, 2013). Last, the company should focus on developing

their staff’s careers. It is evident that most employees leave their workplace due to lack of career

growth. A company’s active career development acts as a retention tool to retain the best talent

since it motivates employees to be happy and engaged.

Question Three

Jim should have been satisfied with the rise in his pay because this was the maximum

amount that the system could allow. Jim’s boss was only adhering to the company’s procedures

(Terera & Ngirande, 2014). It was beyond the manager’s hands and he gave Jim the maximum

pay that was allowed. The mere fact that Jim’s manager was ready to give him more pay if it was
Human Resource Management 5

in his ability acts as a compliment indicating that Jim’s skills as a branch manager were

excellent. In business, most of the time appreciation is not expressed in this kind of gratitude

despite being an outstanding manager. At times, a person’s achievements are likely to go beyond

those of others. Jim’s conscience should be clear since he earned the maximum amount

according to the organization’s guidelines (Vaiman, Scullion & Collings, 2012). There is nothing

much to be done by Jim in his current workplace except earning the 10% maximum pay

whenever he requests for a pay raise as long he is working at First Trust Bank. The only

circumstance that should make Jim unsatisfied is if he learns that his external capital would be

greater if he offered similar service at any of the other three rival banks in the area. The other

incidence is if Jim found out that the other three banks in the area give their branch managers

commissions which do not happen at First Trust Bank.

I truly believe that the bank does not offer enough sales incentives to its branch

managers. The bank could begin offering its branch manages more sales incentives that are

adequate and can be compared to the amount of money which they are responsible for annually

(ALDamoe, Yazam & Ahmid, 2012). Among the various techniques that the bank can adapt to

offer increased sales incentives to its branch managers is giving them a percentage of the amount

of money which they have added to the bank’s resume. For instance, if these managers are

capable of raising the set amount for their town, they should be entitled to obtain a bonus check

as well as a pay rise. As a result, this incentive would result in excitement among the branch

managers.
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Conclusion

It is evident that Jim should be satisfied with the pay rise since it is the maximum that the

system allows. Additionally, regarding the issue of whether First Trust Bank offers enough

incentives to its branch managers, it would be prudent if the bank develops mechanisms to

increase these incentives.

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References

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ALDamoe, F. M. A., Yazam, M., & Ahmid, K. B. (2012). The mediating effect of HRM

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Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human

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351.

Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance:

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Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A. L. (2012). Clarifying the

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Terera, S. R., & Ngirande, H. (2014). The impact of rewards on job satisfaction and employee

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