The Effects Of Human Resource Activities

Published Date: 02 Nov 2017

I will describe a mission for the HR department in Starbucks Coffee Company as it is growing globally by more than 200 employees a day. My mission contain of 5 important statements.

For a successful mission first of all I will identify the HR issues in order to be overcome them effectively and achieve more success.

There are three important HR Issues:

1-Decisions vary over Time Today, HR professionals deal with a variety of issues. They recruit new employees, formulate guidelines for selecting them, and design training, pay, communication, and retirement programs. Specific issues vary with the needs of the organization, and will vary over time. Compensation remains an important responsibility, but HR strategic planning __fitting HR programs to the business needs of the organization is now the most important issue. While the same issue will continue to be important, no doubt the ordering will continue to change, as organization and employee needs change.

2-Decisions vary across organizations

Patterns of HR decisions also vary among companies, and sometimes even among units within company.

3-Decision vary across Countries

The relative importance of HR functions varies by country. While management and executive development was listed as one of the top three functions in all the countries, only one country (Germany) listed employee development as a top priority.

Second I will assess the conditions as there are important conditions that will highly affect the company.

1-External Conditions refers to what affect the company from outside and influence it's inside practice

-Economic

The economic conditions affect the organization's decision on hiring new people or to lay off current employees.

-International

In recent years, globalization has affected the economic as the economics of the countries among o the world become connected. Thus, every single business in every single country is affected by currency fluctuation.

-Government Regulation

Laws reflect a society's response to social, political, or economic problems. A growing share of business decision-one estimate is as many as half-are shaped by federal, state, and local regulation. Equal employment opportunity legislation and employment-at-will decisions are especially significant examples.

-Unions

In many cases, unions have forced employers to adopt sound human resource programs. However, the presence of a union reduces employers' flexibility in designing human resource programs. Therefore, many organization wish to maintain or achieve a union-free status.

2-Organization Conditions

Several factors make up the nature of the organization: its strategies and objectives, financial situation, technology, and culture are examples. Strategy refers to the fundamental direction of the organization. Strategies guide the deployment of all resources, including human resources. To a great extent, the technology used in an organization determines the nature of the jobs. Obviously, the work at Iowa Beef Processors differs from the work at the New York Metropolitan Museum of Art. Each organization requires human resources, but the differences in the work require different human resource management systems. The jobs to be performed influence the skill and training required, the compensation offered, the job design, and other human resource activities.

3-Employee Characteristics

Information about employees is critical for setting objectives and shaping human resource decisions. Each employee has unique experiences, skills, abilities, needs, and motivations. Individual differences relevant to human resource management include possession of highly sought skills, career preferences, and performance. Information can be obtained on each individual and on the entire work force, Relevant work force data include attitudes, experience, wages, and performance levels. So the diagnostic approach assesses employee characteristics as well as organization and external condition. Management analyzes information in these categories to set objectives for human resource management.

After assessing the conditions I will set the HR objectives as it is important to set objectives for every successful plan.

Discrepancies between the desired conditions and actual or likely future conditions are the source of objectives. Objectives stimulate decisions on which actions to take to reduce the discrepancies. The objectives for the company are

1-Efficiency

Every organization operates by combining resources in a way that produces marketable products or services. If we think of the resources (raw materials, data, technology, and human resources) as inputs and the products/services that result as outputs, then efficiency refers to the comparison between inputs and outputs. Efficient organizations maximize outputs while minimizing inputs. HR decisions affects an organization's efficiency by employing the work force in the most efficient manner.

2-Equity

Equity is the perceived fairness of both the procedures used to make human resource decisions and the decisions. Many stakeholders are interested in the rules and procedures used to decide pay increases, hiring, layoffs or promotions, as well as the effects of those decisions. Employees, managers, government regulatory agencies, and society judge the equity of employment decisions.

Fourthly I will identify the human resource management activities

HRM activities are the programs designed in response to HR objectives and managed to achieve those objectives. There are four important activities

1-Staffing

Staffing determines the composition of an organization human resources. How many people should we employ? What skills, abilities, and experiences should they possess? When and how should people be transferred, recruited, or laid off? How do we select the correct individuals in each case? These are all staffing issues.

2-Development

Employee development and training activities are among the most common and costly HR activities. These activities teach new skills, refine existing skills, and affect employees attitudes.

3-Compensation

HR managers believe that compensation is their most important HR activity. Positioning the organization's pay relative to its competitors' pay, ensuring equitable pay differences among employees, and deciding whether pay increases should be based on individual, team, or organization performance measures are all compensation issues.

4-Employee/Union Relations

Employee relations activities promote harmonious relationships among managers and employees. The relationship with unions, including collective bargaining and contract administration, is the most visible aspect of employee relations.

-After identifying the activites I will EVALUATING the RESULTS as we need to know whether the activities have met our objectives

Evaluation determines the effects of human resource activities. Did its activities help the organization achieve its human resource objectives? For example, efficiency might be evaluated by comparing the labor costs after a staffing or training program to the labor costs before the program. Or they may compare performance and absenteeism before and after a new pay system.