下面为大家整理一篇优秀的essay代写范文- Analysis of Applying HRM Theory into Business Practice，供大家参考学习，这篇论文分析了如何将人力资源管理理论应用于商业实践。本文旨在分析最具影响力的人力资源管理理论，其中重点是人力资源管理实践之间的动态联系，以及消除员工与雇主之间的紧张关系。所有的分析都基于人力资源总监的假设，以确保这样的讨论既可行又客观。除此之外，还有一系列实用的商业案例作为有力的证据来说明人力资源管理理论如何更好地应用于实践。
Introduction
This essay aims to analyse one of the most influential Human Resource Management (HRM) theories, of which the focuses are the dynamic connection among several HRM sub-practices as well as the elimination of tensions between employees and employers. All of the analysis will be based on the assumption that I was an HR director in order to make sure that such discussion could be both practical and objective. Along with that, there will also a set of practical business examples serving as the convincing evidence to illustrate how this HRM theory could be better applied into practice.
Analysis of the HRM theory
In the HRM field, there is a wide variety of theories attempting to interpret the HRM from different perspectives. Among these theories, there is a group of experts focusing particularly on the practising of the HRM practice (Antonacopoulou, 2008; Bratton & Gold, 2012;Björkman, Ehrnrooth, Mäkelä, Smale&Sumelius, 2014). In their opinion, the core value of HRM theory should be achieved by applying the theory into business practice. Such practice, in general, can be classified into two key types of practicing activities. Firstly, the practice of HRM is usually related with a set of HRM sub-practices, including recruitment, selection, training and development as well as the performance management. Here, the word “relate” refers particularly to the dynamic connection instead of simply combination. In other words, the practice of HRM theory need to be built on the continuous basis, on which those HRM sub-practices can be guided, transformed and improved continuously. As Antonacopoulou (2008) point out, practice of HRM theory should be viewed as a dynamic process, in which it could be in involved in revising and enhancing the daily organizational activities.
Another vital application of HRM theory is to solve tensions between companies and staff (Antonacopoulou, 2015). Although the specific situation tends to be various in different firms, such tensions are usually led by the different needs of employers and employees. The HR department, therefore, need to understand the information of employees’ demand promptly and try to balance their needs and the organizational demand. In the HRM theory, human is always regarded as the core element. There is substantial analysis of humans’ needs as well as approaches to satisfy their needs. Thus, the HRM theory can be applied into improving relationship between firms and workers. Apparently, it should be noticed that the practice of HRM theory can be transformed and revised according to the particular types of relationship between employees and employers. This view is based on the fact that HR departments in different companies need to apply the fundamental HRM theory into diverse ways so as to cope with different conflicts validly.
Application of the HRM theory as an HR director
On the one hand, as an HR director, the application of the HRM theory could be involved in a set of practical operations, including recruitment, selection, training and development as well as the performance management. The primary rule of such application tends to focus on the dynamic connections among these sub-practices under the HRM content. Generally, there should be a wide range of principles building a bridge to make these sub-practices connected. For example, the decision of recruiting more new employees is usually based on the result of performance management in an organisation. After all, it has been claimed that the basic purpose of performance management is to assess employees’ productivity (Austin, 2013).If the result of performance management shows that the current staff’s productivity fails to meet the demand of the firm, it is time for the HR office to start to hire more new employees. Hence, whether recruitment or not in an organization depends highly on the results of performance management.
According to the result of the performance management, it is obvious to see whether there is a gap between staff’s productivity and the need of their tasks. It indicates that a firm needs to hire more staff, if their workers’ maximized productivity still cannot meet the demand of their work. Once the decision of recruitment has been made, the HR department should start the recruitment process, both effectively and efficiently. First of all, we need to have the clear idea in terms of the ongoing recruitment, such as how many new employees our company need, what type of job positions needs to be added with new staff and how we can obtain the informative information of those potential employees. Such recruitment plan is necessary since it provides us with the essential guideline during the whole recruitment procedure. Then, we need to make efforts to popularise our recruitment announcement through diverse approaches, including our official website, other specialized recruitment websites and several social media platforms. This is mainly because that only our hiring advertisement is well-known, can we fully acquire the chances to interview with those possible applicants. That means that, we should take full advantages of diversified channels to advertise our recruitment announcement so that we are able to attract more possibly qualified applicants. Overall, the essential aim of our efforts during the recruitment stage is to make sure that we are able to gain more opportunities to interview with those excellent applicants. On this basis, we are more likely to implement the selecting activity, both validly and productively.
In terms of the selection practice, it is a plain fact that our HR department need to make a number of criteria specially for selecting qualified employees (Hensvik&Skans, 2013).Practically, the selecting criteria could vary a great deal from one company to another. This is mainly because that different firms tend to create a wide variety of organizational cultures and focus on various business areas. Thus, the selecting criteria made according to the practical needs in different companies could have apparent difference. Likewise, the desirable skills could also be significantly various for different jobs. As an HR director, however, I need to recognize the significance of following several fundamental rules for choosing the potentially outstanding staff (Bolander& Sandberg, 2013).For instance, the essential requirement for applicants could be that their personal values are consistent with our organizational values. In other words, the basic principle for us to select employees should be that they have the similar values with us and have the intrinsic enthusiastic to work with us together. Such basic principle should be applied into the selection practice for every applicant in different recruitment position. By doing so, we are more likely to hire employees with similar values and avoid negative effects caused by conflict of values. Moreover, the general selection criteria should also include a wide variety of vital personal characteristics, including honesty, loyalty and diligence. This view is based on the fact that employees are generally regarded as the most crucial resource for a business. Their basic character traits, therefore, can exert strong effects on the operation and development of the firm. From this perspective, there is a real need for the HR department to evaluate employees’ characteristic scientifically during the selection process and invite those with qualified characteristic to join us. After all, other working skills could be improved by training, while such personal character traits usually difficult to be changed.
When it comes to the training and development practice, it should be noticed that the essence of launching training programme is to help staff acquire the necessary skills and knowledge so that they can make progress in their capacities and make contributions to the further development of the company as well (Mayo, 2004; Salas,Tannenbaum, Kraiger& Smith-Jentsch, 2012). Thus, the essential aim of training and development period is trying to fill the gap between workers’ abilities and the need of our developing business. As mentioned before, the performance management could help our HR department obtain obvious information of employees’ capacities and productivity. If our HR office realize that employees’ current abilities are hard to meet the demand of on-going company, then we need to propose the training programme with specific topics and purpose. With the help of training and development activities, workers are more likely to enhance their strength and increase their productivity as well. Hence, the training and development programmes play a vital role in enabling employees to advance their skills and productivities. For our HR office, therefore, should be aware of the importance of training employees according to the result of performance management.
Regarding the performance management, there is no doubt that implementing performance management should be one of the most crucial elements in our HR department daily practice. This is partly because that without the practice of performance management, we tend to be faced with difficulties of realizing the need of either starting recruitment or training activities urgently. Meanwhile, the performance management is crucial since it offers us with the detailed information of how efficiently we use our human resources. We can also track the whole process of employees’ performance and try to find problems, if the result of the performance management is not so satisfying. As a result, we should be able to recognize the need of recruitment and training timely and boost employees’ productivity through managing their daily working performance.
On the other hand, practice of the HRM theory also refers to addressing tensions between employers and employees. In reality, it is not uncommon that the whole company and the individual staff have conflicts because of various causes. Such conflicts, in general, could be categorised into three main types. Firstly, the tension could result from the conflict of short-term profits and long-term profits. Obviously, employees are more likely to pursue the short-term profits, like the increase of salaries and the promotion of positions. By contrast, for the whole company, we focus mainly on the organizational development in the long-term. Thus, there is the possibility that the company seek for the long-term benefits at the cost of reducing or even diminishing employees’ short-term profits. If so, there must be a conflict between the firm and their staff. Another common tension between employers and employees could be their different prospects of future development. As a developing firm, it is important for us to have clear ideas in terms of the future development direction, which could serve as the guideline of our daily practice. However, this development direction sometimes is not accordance with a part of employees’ personal career prospects. For instance, the company may view one of the most popular technologies as their future development direction, while several staff perhaps prefer to study another type of technology. Under this situation, tension occurs. In addition, the conflict between the firm and staff could also be led because of their different speeds of growth. If the company is developing with a rapider speed than the pace of employees’ self-growth, the tension seems is inevitable as employees cannot meet the demand of the growing company. Likewise, if employees are improving with a faster pace than the developing speed of the firm, there should be tensions between them since the firm is hard to satisfy employees’ needs. Hence, it should be noticed that there could be several types of tensions between employers and employees and the HR office need to be cautious about them.
Meanwhile, the HR department should also be responsible for recognizing those negative outcomes accompanying with such tensions. After all, such tensions tend to have adverse effects on the daily operation practice of a company. For instance, the conflict between firms and staff could decrease both firms’ and employees’ productivity. If the tension results from the conflict of individual short-term profits and oranisational long-term benefits, it could adversely damage employees’ motivation and enthusiastic toward their work. As a result, their productivity could unavoidably be affected, thereby reducing the total productivity of the whole firm. Furthermore, such tensions could also hinder the development of a firm. In general, employees should make contribution to the development of their companies. If they disagree with the organisational goal, however, they are more likely to prevent the firm from growing rather than facilitating the development of the organization. Also, if workers’ abilities cannot meet the requirement of their jobs, it could adversely affect the development of the firm as well. Besides, if the relationship between employees and the firm is not ideal, it could increase employees’ turnover intension. It is no wonder that employees choose to leave when they feel that their career plan is less likely to be achieved in a company. In brief, the tension between staff and firms tend to reduce the productivity of companies, impede the development of companies as well as increase the rate of employees’ turnover intension.
Application of the theory in the business practice
In modern society, the HRM theory is being widely applied into a wide range of business practices. Such application is usually associated with an array of key operation activities, such as the recruitment, selection, training and development as well as the performance management. Several corporates have outstanding performance in applying the HRM theory into these HRM sub-practices.
Take the Alibaba as a typical example. As one of the most successful companies in the current world, Alibaba is famous for their efficient recruitment and selection mechanism. When they were still a start-up venture, Alibaba already realized the importance of human resource and spent considerable fund onbuilding and continuously revising the effective recruitment mechanism. During the recruitment procedure in Alibaba, the company always advertise their recruitment announcement though diverse ways so that the announcement could exert a great deal of influence in the talent market(Lowrey, 2015). The recruitment slogan of the Alibaba group has impressed a plenty of job seekers and motivate them to participate the fiercely competitive application in the company. At the same time, Alibaba also like to introduce their organizational values in their recruitment advertisement, form which applicants can learn the core values of this firm. By doing so, Alibaba are able to attract an enormous number of job hunters who approve of their organizational values and are willing to join them. That means that, Alibaba have achieved the primary principles during their recruitment stage and performed well in applying the HRM theory into recruiting practice. Such effective recruitment practice, actually, contributes to the success of their selection practice a great deal. In fact, there is always a great deal of applicants competing for a job position in the Alibaba due to their efficient recruitment activity. Thus, the company are able to have sufficient freedom and chances to choose their most desirable staff during the selection section. In the Alibaba, they not only prudently evaluate each potential applicant’s basic values and characteristic, but also strictly test their essential job skills according to the requirement of specific positions. This strict selection system can help the firm to hire those staff having both qualified characteristic and excellent skills, thereby making the application of HRM theory in the Alibaba both efficiently and validly.
Regarding the successful training and development practice, the example of another famous company—Huawei can vividly illustrate how to implement the training and development practice and achieve a satisfying outcomes as well. Since the Huawei is established in the later 1980s, they have built a set of training and development systems and continue these activities as a type of their organizational tradition during these years. Topics of these training and development programme are usually decided based on the current demand of their company (Zhou, 2015). As Zhou (2015) points out, such valid training and development activities benefit the Huawei in both organizational and individual levels. For every individual staff, they are able to obtain the latest knowledge and update their previous knowledge structure as well by receiving the training project. Therefore, they can keep pace with the rapid development of the modern society. For the whole company, they can achieve the sustainable progress since their employees are able to gain the newest knowledge urgently and use it to facilitate the development of the whole organization. Thus, the training and development practice plays a vital role in helping the Huawei company achieving sustainably rapid growth.
On the other hand, the Huawei firm is also proud of their influential performance management practice. The company have applied the performance management theory into the business practice for many years. The research shows that the productivity of the whole organization is substantially facilitated by the implementation of the performance management (Lee Cooke, 2013). The reason behind such phenomenon could be that the performance management works like the academic test to some extent, from which both the HR department and employees can obtain clear information of each individuals’ performance. Because of this, staff is more likely to do their best during the work time as they believe that their outstanding performance could make significant impression on the HR department’s evaluation of them. Therefore, the practice of performance management in Huawei makes a significant difference in terms of improving employees’ productivity. Furthermore, the firm also benefit from the performance management practice as it help the organization monitor staff’s productivity and offer them with training promptly when it is needed. Thus, the implementation of performance management makes significant contribution to the improvement of the whole organisational productivity in the Huawei company, thereby facilitating the rapid development of the firm.
Apart from application of these HRM sub-practices, the HRM theory is also used to tackle various tensions between the firm and staff. In fact, there is an enormous amount of convincing evidence to prove that the HRM theory can be helpful in solving tensions between the company and their employees. Experience of the Facebbook company can strongly demonstrate this view. As one of the rapidly growing companies in the global scale, Facebbook tend to be confronted with a wide variety of tensions within the organization. To be specific, during the developing period of Facebbok, some staff doubted that the aimed goal of the whole firm was neither achievable nor rational (Wright, Rosenberg, Egbert, Ploeger, Bernard & King, 2013). There were also employees complaining that the company damaged their wages and other welfare for the purpose of reducing operation cost. In order to deal with such tensions efficiently, Facebook take a set of actions by following the guide of the HRM theory. For instance, Facebook create various channels for fully communicating with employees, which help the firm better learn employees’ opinions and demand. Such communicating channels, actually, work well in coping with employees’ dissatisfaction. This is partly because that the firm can timely adjust their strategies to meet their staff’ demand when their needs are reasonable and affordable. Another explanation for the efficient communicating mechanism could that such communication approach endows employees with sufficient freedom of expressing as well as the sense of being respected. In the HRM theory, it has been claimed that if a company succeeds in protecting their workers’ fundamental rights, such as safety, freedom and being respected, the firm is less likely to be faced with the conflicting relationship with their employees. The Facebook firm, in fact, take advantage of this view in the HRM theory and then tackling the tensions successfully. Hence, it can be concluded that Facebook perform well in applying the HRM theory into solving possible tensions between the firm and their employees.
Conclusion
In conclusion, the application of HRM theory is mainly associated with an array of HRM sub-practice, like recruitment, selection, training and performance management. On the other hand, the HRM theory can also be used to deal with the possible conflict between companies and employees. In the business world, the significance of HRM practice has been widely recognized and such application has been proved as both efficient and effective practice in several corporates.
References
Antonacopoulou, E. P. (2008). On the practise of practice: In-tensions and ex-tensions in the ongoing reconfiguration of practices. Handbook of new approaches to organization studies, 112-131.
Antonacopoulou, E.P. (2015) Practising Innovating Through Learning-in-Crisis: Realizing the Impact of Man-agement in HRM Practice. In Shipton, H. Budwar, P, Sparrow, P. and Bimrose, J. (eds) Human Resource Management, Innovation and Performance: Looking Across Levels, 266-281. Hamshire: Palgrave
Austin, R. D. (2013). Measuring and managing performance in organizations. Addison-Wesley.
Björkman, I., Ehrnrooth, M., Mäkelä, K., Smale, A., &Sumelius, J. (2014).From HRM practices to the practice of HRM: Setting a research agenda. Journal of Organizational Effectiveness: People and Performance, 1(2), 122-140.
Bolander, P., & Sandberg, J. (2013). How employee selection decisions are made in practice. Organization Studies, 34(3), 285-311.
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave Macmillan.
Hensvik, L., &Skans, O. N. (2013). Social networks, employee selection and labor market outcomes: Toward an empirical analysis. Journal of Labor Economics, forthcoming.
Mayo, A. (2004) Creating a learning and development strategy: the HR partner’s guide to developing people, 2nd edn. London: Chartered Institute of Personnel and Development.
Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice.Psychological science in the public interest, 13(2), 74-101.
Lee Cooke, F. (2013). Human resource development and innovation in China: State HRD policies, organizational practices, and research opportunities. Journal of Chinese Human Resource Management, 4(2), 144-150.
Lowrey, Y. (2015). Growing-by-Unleashing Grassroots Entrepreneurship and Alibaba Innovations.In Achieving Dynamism in an Anaemic Europe (pp. 231-250).Springer International Publishing.
Wright, K. B., Rosenberg, J., Egbert, N., Ploeger, N. A., Bernard, D. R., & King, S. (2013). Communication competence, social support, and depression among college students: a model of facebook and face-to-face support network influence. Journal of Health Communication, 18(1), 41-57.
Zhou, J. (2015). THE INFLUENCES OF EMPLOYEE TRAINING TO HUMAN RESOURCE MANAGEMENT IN CHINA. Case Company: Huawei.
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Introduction
This essay aims to analyse one of the most influential Human Resource Management (HRM) theories, of which the focuses are the dynamic connection among several HRM sub-practices as well as the elimination of tensions between employees and employers. All of the analysis will be based on the assumption that I was an HR director in order to make sure that such discussion could be both practical and objective. Along with that, there will also a set of practical business examples serving as the convincing evidence to illustrate how this HRM theory could be better applied into practice.
Analysis of the HRM theory
In the HRM field, there is a wide variety of theories attempting to interpret the HRM from different perspectives. Among these theories, there is a group of experts focusing particularly on the practising of the HRM practice (Antonacopoulou, 2008; Bratton & Gold, 2012;Björkman, Ehrnrooth, Mäkelä, Smale&Sumelius, 2014). In their opinion, the core value of HRM theory should be achieved by applying the theory into business practice. Such practice, in general, can be classified into two key types of practicing activities. Firstly, the practice of HRM is usually related with a set of HRM sub-practices, including recruitment, selection, training and development as well as the performance management. Here, the word “relate” refers particularly to the dynamic connection instead of simply combination. In other words, the practice of HRM theory need to be built on the continuous basis, on which those HRM sub-practices can be guided, transformed and improved continuously. As Antonacopoulou (2008) point out, practice of HRM theory should be viewed as a dynamic process, in which it could be in involved in revising and enhancing the daily organizational activities.
Another vital application of HRM theory is to solve tensions between companies and staff (Antonacopoulou, 2015). Although the specific situation tends to be various in different firms, such tensions are usually led by the different needs of employers and employees. The HR department, therefore, need to understand the information of employees’ demand promptly and try to balance their needs and the organizational demand. In the HRM theory, human is always regarded as the core element. There is substantial analysis of humans’ needs as well as approaches to satisfy their needs. Thus, the HRM theory can be applied into improving relationship between firms and workers. Apparently, it should be noticed that the practice of HRM theory can be transformed and revised according to the particular types of relationship between employees and employers. This view is based on the fact that HR departments in different companies need to apply the fundamental HRM theory into diverse ways so as to cope with different conflicts validly.
Application of the HRM theory as an HR director
On the one hand, as an HR director, the application of the HRM theory could be involved in a set of practical operations, including recruitment, selection, training and development as well as the performance management. The primary rule of such application tends to focus on the dynamic connections among these sub-practices under the HRM content. Generally, there should be a wide range of principles building a bridge to make these sub-practices connected. For example, the decision of recruiting more new employees is usually based on the result of performance management in an organisation. After all, it has been claimed that the basic purpose of performance management is to assess employees’ productivity (Austin, 2013).If the result of performance management shows that the current staff’s productivity fails to meet the demand of the firm, it is time for the HR office to start to hire more new employees. Hence, whether recruitment or not in an organization depends highly on the results of performance management.
According to the result of the performance management, it is obvious to see whether there is a gap between staff’s productivity and the need of their tasks. It indicates that a firm needs to hire more staff, if their workers’ maximized productivity still cannot meet the demand of their work. Once the decision of recruitment has been made, the HR department should start the recruitment process, both effectively and efficiently. First of all, we need to have the clear idea in terms of the ongoing recruitment, such as how many new employees our company need, what type of job positions needs to be added with new staff and how we can obtain the informative information of those potential employees. Such recruitment plan is necessary since it provides us with the essential guideline during the whole recruitment procedure. Then, we need to make efforts to popularise our recruitment announcement through diverse approaches, including our official website, other specialized recruitment websites and several social media platforms. This is mainly because that only our hiring advertisement is well-known, can we fully acquire the chances to interview with those possible applicants. That means that, we should take full advantages of diversified channels to advertise our recruitment announcement so that we are able to attract more possibly qualified applicants. Overall, the essential aim of our efforts during the recruitment stage is to make sure that we are able to gain more opportunities to interview with those excellent applicants. On this basis, we are more likely to implement the selecting activity, both validly and productively.
In terms of the selection practice, it is a plain fact that our HR department need to make a number of criteria specially for selecting qualified employees (Hensvik&Skans, 2013).Practically, the selecting criteria could vary a great deal from one company to another. This is mainly because that different firms tend to create a wide variety of organizational cultures and focus on various business areas. Thus, the selecting criteria made according to the practical needs in different companies could have apparent difference. Likewise, the desirable skills could also be significantly various for different jobs. As an HR director, however, I need to recognize the significance of following several fundamental rules for choosing the potentially outstanding staff (Bolander& Sandberg, 2013).For instance, the essential requirement for applicants could be that their personal values are consistent with our organizational values. In other words, the basic principle for us to select employees should be that they have the similar values with us and have the intrinsic enthusiastic to work with us together. Such basic principle should be applied into the selection practice for every applicant in different recruitment position. By doing so, we are more likely to hire employees with similar values and avoid negative effects caused by conflict of values. Moreover, the general selection criteria should also include a wide variety of vital personal characteristics, including honesty, loyalty and diligence. This view is based on the fact that employees are generally regarded as the most crucial resource for a business. Their basic character traits, therefore, can exert strong effects on the operation and development of the firm. From this perspective, there is a real need for the HR department to evaluate employees’ characteristic scientifically during the selection process and invite those with qualified characteristic to join us. After all, other working skills could be improved by training, while such personal character traits usually difficult to be changed.
When it comes to the training and development practice, it should be noticed that the essence of launching training programme is to help staff acquire the necessary skills and knowledge so that they can make progress in their capacities and make contributions to the further development of the company as well (Mayo, 2004; Salas,Tannenbaum, Kraiger& Smith-Jentsch, 2012). Thus, the essential aim of training and development period is trying to fill the gap between workers’ abilities and the need of our developing business. As mentioned before, the performance management could help our HR department obtain obvious information of employees’ capacities and productivity. If our HR office realize that employees’ current abilities are hard to meet the demand of on-going company, then we need to propose the training programme with specific topics and purpose. With the help of training and development activities, workers are more likely to enhance their strength and increase their productivity as well. Hence, the training and development programmes play a vital role in enabling employees to advance their skills and productivities. For our HR office, therefore, should be aware of the importance of training employees according to the result of performance management.
Regarding the performance management, there is no doubt that implementing performance management should be one of the most crucial elements in our HR department daily practice. This is partly because that without the practice of performance management, we tend to be faced with difficulties of realizing the need of either starting recruitment or training activities urgently. Meanwhile, the performance management is crucial since it offers us with the detailed information of how efficiently we use our human resources. We can also track the whole process of employees’ performance and try to find problems, if the result of the performance management is not so satisfying. As a result, we should be able to recognize the need of recruitment and training timely and boost employees’ productivity through managing their daily working performance.
On the other hand, practice of the HRM theory also refers to addressing tensions between employers and employees. In reality, it is not uncommon that the whole company and the individual staff have conflicts because of various causes. Such conflicts, in general, could be categorised into three main types. Firstly, the tension could result from the conflict of short-term profits and long-term profits. Obviously, employees are more likely to pursue the short-term profits, like the increase of salaries and the promotion of positions. By contrast, for the whole company, we focus mainly on the organizational development in the long-term. Thus, there is the possibility that the company seek for the long-term benefits at the cost of reducing or even diminishing employees’ short-term profits. If so, there must be a conflict between the firm and their staff. Another common tension between employers and employees could be their different prospects of future development. As a developing firm, it is important for us to have clear ideas in terms of the future development direction, which could serve as the guideline of our daily practice. However, this development direction sometimes is not accordance with a part of employees’ personal career prospects. For instance, the company may view one of the most popular technologies as their future development direction, while several staff perhaps prefer to study another type of technology. Under this situation, tension occurs. In addition, the conflict between the firm and staff could also be led because of their different speeds of growth. If the company is developing with a rapider speed than the pace of employees’ self-growth, the tension seems is inevitable as employees cannot meet the demand of the growing company. Likewise, if employees are improving with a faster pace than the developing speed of the firm, there should be tensions between them since the firm is hard to satisfy employees’ needs. Hence, it should be noticed that there could be several types of tensions between employers and employees and the HR office need to be cautious about them.
Meanwhile, the HR department should also be responsible for recognizing those negative outcomes accompanying with such tensions. After all, such tensions tend to have adverse effects on the daily operation practice of a company. For instance, the conflict between firms and staff could decrease both firms’ and employees’ productivity. If the tension results from the conflict of individual short-term profits and oranisational long-term benefits, it could adversely damage employees’ motivation and enthusiastic toward their work. As a result, their productivity could unavoidably be affected, thereby reducing the total productivity of the whole firm. Furthermore, such tensions could also hinder the development of a firm. In general, employees should make contribution to the development of their companies. If they disagree with the organisational goal, however, they are more likely to prevent the firm from growing rather than facilitating the development of the organization. Also, if workers’ abilities cannot meet the requirement of their jobs, it could adversely affect the development of the firm as well. Besides, if the relationship between employees and the firm is not ideal, it could increase employees’ turnover intension. It is no wonder that employees choose to leave when they feel that their career plan is less likely to be achieved in a company. In brief, the tension between staff and firms tend to reduce the productivity of companies, impede the development of companies as well as increase the rate of employees’ turnover intension.
Application of the theory in the business practice
In modern society, the HRM theory is being widely applied into a wide range of business practices. Such application is usually associated with an array of key operation activities, such as the recruitment, selection, training and development as well as the performance management. Several corporates have outstanding performance in applying the HRM theory into these HRM sub-practices.
Take the Alibaba as a typical example. As one of the most successful companies in the current world, Alibaba is famous for their efficient recruitment and selection mechanism. When they were still a start-up venture, Alibaba already realized the importance of human resource and spent considerable fund onbuilding and continuously revising the effective recruitment mechanism. During the recruitment procedure in Alibaba, the company always advertise their recruitment announcement though diverse ways so that the announcement could exert a great deal of influence in the talent market(Lowrey, 2015). The recruitment slogan of the Alibaba group has impressed a plenty of job seekers and motivate them to participate the fiercely competitive application in the company. At the same time, Alibaba also like to introduce their organizational values in their recruitment advertisement, form which applicants can learn the core values of this firm. By doing so, Alibaba are able to attract an enormous number of job hunters who approve of their organizational values and are willing to join them. That means that, Alibaba have achieved the primary principles during their recruitment stage and performed well in applying the HRM theory into recruiting practice. Such effective recruitment practice, actually, contributes to the success of their selection practice a great deal. In fact, there is always a great deal of applicants competing for a job position in the Alibaba due to their efficient recruitment activity. Thus, the company are able to have sufficient freedom and chances to choose their most desirable staff during the selection section. In the Alibaba, they not only prudently evaluate each potential applicant’s basic values and characteristic, but also strictly test their essential job skills according to the requirement of specific positions. This strict selection system can help the firm to hire those staff having both qualified characteristic and excellent skills, thereby making the application of HRM theory in the Alibaba both efficiently and validly.
Regarding the successful training and development practice, the example of another famous company—Huawei can vividly illustrate how to implement the training and development practice and achieve a satisfying outcomes as well. Since the Huawei is established in the later 1980s, they have built a set of training and development systems and continue these activities as a type of their organizational tradition during these years. Topics of these training and development programme are usually decided based on the current demand of their company (Zhou, 2015). As Zhou (2015) points out, such valid training and development activities benefit the Huawei in both organizational and individual levels. For every individual staff, they are able to obtain the latest knowledge and update their previous knowledge structure as well by receiving the training project. Therefore, they can keep pace with the rapid development of the modern society. For the whole company, they can achieve the sustainable progress since their employees are able to gain the newest knowledge urgently and use it to facilitate the development of the whole organization. Thus, the training and development practice plays a vital role in helping the Huawei company achieving sustainably rapid growth.
On the other hand, the Huawei firm is also proud of their influential performance management practice. The company have applied the performance management theory into the business practice for many years. The research shows that the productivity of the whole organization is substantially facilitated by the implementation of the performance management (Lee Cooke, 2013). The reason behind such phenomenon could be that the performance management works like the academic test to some extent, from which both the HR department and employees can obtain clear information of each individuals’ performance. Because of this, staff is more likely to do their best during the work time as they believe that their outstanding performance could make significant impression on the HR department’s evaluation of them. Therefore, the practice of performance management in Huawei makes a significant difference in terms of improving employees’ productivity. Furthermore, the firm also benefit from the performance management practice as it help the organization monitor staff’s productivity and offer them with training promptly when it is needed. Thus, the implementation of performance management makes significant contribution to the improvement of the whole organisational productivity in the Huawei company, thereby facilitating the rapid development of the firm.
Apart from application of these HRM sub-practices, the HRM theory is also used to tackle various tensions between the firm and staff. In fact, there is an enormous amount of convincing evidence to prove that the HRM theory can be helpful in solving tensions between the company and their employees. Experience of the Facebbook company can strongly demonstrate this view. As one of the rapidly growing companies in the global scale, Facebbook tend to be confronted with a wide variety of tensions within the organization. To be specific, during the developing period of Facebbok, some staff doubted that the aimed goal of the whole firm was neither achievable nor rational (Wright, Rosenberg, Egbert, Ploeger, Bernard & King, 2013). There were also employees complaining that the company damaged their wages and other welfare for the purpose of reducing operation cost. In order to deal with such tensions efficiently, Facebook take a set of actions by following the guide of the HRM theory. For instance, Facebook create various channels for fully communicating with employees, which help the firm better learn employees’ opinions and demand. Such communicating channels, actually, work well in coping with employees’ dissatisfaction. This is partly because that the firm can timely adjust their strategies to meet their staff’ demand when their needs are reasonable and affordable. Another explanation for the efficient communicating mechanism could that such communication approach endows employees with sufficient freedom of expressing as well as the sense of being respected. In the HRM theory, it has been claimed that if a company succeeds in protecting their workers’ fundamental rights, such as safety, freedom and being respected, the firm is less likely to be faced with the conflicting relationship with their employees. The Facebook firm, in fact, take advantage of this view in the HRM theory and then tackling the tensions successfully. Hence, it can be concluded that Facebook perform well in applying the HRM theory into solving possible tensions between the firm and their employees.
Conclusion
In conclusion, the application of HRM theory is mainly associated with an array of HRM sub-practice, like recruitment, selection, training and performance management. On the other hand, the HRM theory can also be used to deal with the possible conflict between companies and employees. In the business world, the significance of HRM practice has been widely recognized and such application has been proved as both efficient and effective practice in several corporates.
References
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