Human Resource Management

Organization of study Team Number: 5

Name List: Kiran Francis.m Li Yaran S.kamala M.kavinila Jobin Jos N.karthikeyan

HRM Practices in the firm

Introduction A), Background Human resource planning and policies have never been a high priority in the Aviator Applications Corp (AAC). However, the current HRM practices in the firm have tended to lag behind company growth. One significant problem of AAC has is the high turnover of electrical engineers who work in R and D, especially some of the younger engineers who had been considered to be future team leaders and section heads. In the review of companys performance and development (PRD) programme as having no provision for dealing with the potential for future goals, no career paths and/ or succession planning programs, little recognition for supervisors who develop their subordinates and selection process, ACC dont have centralized job descriptions or person specifications .All in all, these problems at ACC were needed better methods and practices if the firm was to remain sustainable.(Barney 1991. B),Aims The purpose of this report is to provide the HR director (Pauline Steele) of aviator Applications Corp.(AAC) with a short report that provides a critical analysis of the current HRM practices in the firm. C) , Scope The report evaluate on the Human Resource Management, focusing on the HRM function such as HRM Planning and strategy, training and development, employment relations and other relevant issues. The paper focuses on discussion and recommendations for a strategic HRM plan that will contribute to the future growth and prosperity of the organization. Discussion Today the organization operate in a very dynamic environment. The external and internal forces are constantly changing the rules of the game, to face theses changes the organizations and businesses must develop new strategies to remain competitive, changes in strategies determine the direction of each division within firm including HRM. In simple terms HRM is a variet;y of task associated with acquiring, training, developing, motivating, organizing and maintaining human employees in an organization.(Anthony, Perrewe and Kacmar 1996P161) HRM is a managerial concept which deals with personnel, hiring and firing employees,employee skill set and several other human related policies and procedures in organizations.(Barney 1991,P99) HRM plays a very vital role in all the operations of the organization. In recent years, HRM has changed profoundly and it will continue th change as the work needs of the organizations are constantly changing and becoming more complex. To meet these profound changes in the concept of HRM, organizations are recognizing the need of the organizations are constantly changing and becoming more complex. To meet these profound changes in the concept of HRM, organizations are recognizing the need of strategic

approach to HRM.SHRM is not a new concept but it is an extensions of the traditional HRM in the organizations.(Becker and Gerhart 1996 P 280) In todays powerful competitive and global marketplace, maintaining competitive advantage and becoming a low cost leader or a differentiator puts a heavy premium on having a highly committed or competent workforce. Christina, Ethel, Laura and findley 2003,p.379

Competitive advantage lies not just in differentiating a product or service or in becoming the low cost leader but in also being able to tap the companys special skills or core competencies and rapidly responding to customers needs and competitor moves .In other words competitive advantage lies in managements ability to consolidate corporate-wide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities. The growing number of organizational employee resources are now regarded as a source of competitive advantage. Comparative HR practices Donestic and International HR practices The us production line was built around the concept of each person doing a separate ,independent task as the process moves sequentially from one worker to the next. This practice, based on the American culture ,was in direct opposition to the Japanese team concept. A), Power Distance In high-power distance cultures, workers follow orders as a matter of course, managers make the decisions because they are the managers, and no one questions their right to do so. B), Individualism Individualism , on the job , manifests itself through initiative, autonomy, achievement and individual decision-making. Individualism is a strong cultural trait in India, the United States, Australia, Great Britain and the Netherlands. C), Masculinity A masculine worker is aggressive, assertive and materialistic. Highly masculine cultures are found in India, Japan, Austria, Venezuela and Italy. The opposite of masculinity is femininity which refers to nurturing, caring for others, and concern for the quality of life. D), Implications for the Indian Manager Research by w whitely and G England found that Indian managers reflect a number of positive characteristics 1), they demonstrate a high moral orientation . 2), they are highly individualistic and 3), they have a strong learning towards organization compliance and competence. E), Foreign Investment Although Japanese firms have made outright purchases of US companies such as Sonys acquisition of Columbia Pictures and CBS Records, they have more often chosen to gain inroads into US corporate domain through equity participation. F), Local Leadership is the key to Analog Success The American approaches to leadership tend to advocate subordinate participation in the decision making process. Participative management seems to be the key to the emerging

American leadership practice because it is compatible with the American view that power in organizations is usually unequally distributed. G), Super Leadership at Samsung Following the Korean war, Koreas big family-owned conglomerates, called chaebols, grew dramatically through low-cost government loans and other forms of Japanese-style governmental dramatically through low-cost government loans and other forms of Japanese-style governmental assistance.

Reference
1, Anthony, Perrewe and Kacmar 1996 2, Barney 1991. 3,Christina, Ethel, Laura and findley 2003 4,Human Resource Management PL Rao