Case Exercise #3.

Individual activity

Revisit your answer (individual and group consolidation) to Case 2.

1. Review the range of HR practices assessed as either effective or ineffective.

Above table is my original assessment which I used in Case #2. The assessment is based

on the employers’ view. The criteria used were the actual scenarios and evaluations which I

personally experience. An on-line survey was conducted to the external and internal customer of

the organization to assess the effectiveness of the organization’s processes such as the

Recruitment, Training & Development, Reward System, and Staffing. The assessment study is

focused on gathering the views of the external and internal customers of the organization to

identify the areas that would help the organization grow through the help of the people. The

assessment is done because of the repeated complaints from the external customers, as well the

low performance of the employees.

I also used the employee’s view in the assessment of the effectiveness and ineffectiveness

of the above HR practices. My assessment is also based on my own experience as an HR

Practitioner wherein I have experienced gaps in the mentioned HR practices in terms of its

execution and implementation.

At the conclusion of the SHRM, I have figured out that besides the common HR

Practices, we can practice and adapt the High-Performance Work Systems (HPWS) principles of

the Organization. I have learned that all the features of HPWS are important individually. But for

the system to be effective all these features must be integrated and a careful planning must be

done to ensure that all the features fit together and linked with the overall strategic goals of the

organization. Internal and external linkages should fit the HPWS together.

I have learned that the personal objectives of employees and the organizational goals of

management, naturally, cannot go hand in hand. Employees, by nature, pursue outcomes that

bring in personal benefit to them and not necessarily to the organization as a whole. When the

goals of employees and that of the organization are aligned through some means there will be

benefits both to the employees and the organization.

If I will to apply the HPWS principles to the above HR Practices to become effective, the

following practices must be followed:

1. Selecting the best and brightest candidates available in the labor market.

2. Providing opportunities to all the employees to sharpen their knowledge continuously.

3. Training to improve the employees’ technical, problem-solving and interpersonal skills

to work either individually or in teams.

4. Arranging for the right environment to learn in ‘real time’ on the job, using innovative

new approaches to solve real problems.

5. Making employees aware of the firm’s progress.

 The personal objectives of employees and the organizational goals of management,

naturally, cannot go hand in hand. Employees, by nature, pursue outcomes that bring in personal

benefit to them and not necessarily to the organization as a whole. When the goals of employees

and that of the organization are aligned through some means there will be benefits both to the

employees and the organization. An organisation is made up of individuals who have a

relationship and a shared purpose. All people belong to organizations. Most of the worlds work

is done in and through organizations. The highest challenge facing organizations is to set them

up and run them in a way that enables each person to inwardly sense his or her innate worth and

potential for greatness and to contribute to their unique talents and passions. We have to learn to

control the paradigm into a whole person paradigm. We have to use all four parts of the nature

people (body, mind, heart and spirit) with four basic needs (1) to live, (2) to learn, (3) to love,

and (4) to leave a legacy) and four intelligences or capacities (physical, mental, emotional and

spiritual) and their highest manifestations (discipline, vision, passion and conscience) all of

which represent the four dimensions of voice (need, talent, passion and conscience). If you take

one away, then you’re treating a person as a “thing” that you control and manage.

In summary, HRM is based on the wisdom that people are the most important company

resource. For it to be successful it must execute some critical sub-functions: recruit the right

people, help develop and motivate them to do an effective and efficient job, reward and retain the

"good" ones, and fire the "bad" ones.

HR is traditionally considered a staff function but as knowledge becomes increasingly

important, so are people and the HR function. HR must work much more intimately with line

functions to perform its sub-functions mentioned above. That is what top management must

realize for HR to succeed.