Human Resource Management Techniques of Business

Question: Discuss about the Human Resource Management for Techniques of Business. Answer: Introduction It is evident that human resource management is considered as relatively the new approach to manage people in an organization. People are considered as the key resource in this particular approach. In addition, it is mainly concerned with the people dimension in management of an organization. In this context, Budhwar and Debrah (2013) have commented that human resource management is the technique, which is consisting of four different activities including the acquisition, development, motivation and the maintenance of the human resource. Furthermore, Renwick, Redman and Maguire (2013) also commented that as the organization is consisting of the people, its acquisition, enhancement of skills and motivation for increase level of attainments appear to be the significant activities. Unlike this concept, Ulrich (2013) have defined HRM as the set of management, which take the responsibility of the employees for focusing on all aspects of the business operations that are significantly concerned with the relationship management to employees along with the development of individual and the group. The current report focuses on the human resource management of the organization Flextronics to understand the aspects of human resource management and its effectiveness in business. The organization is known as one of the leading Electronic Manufacturer Services with the revenue of US$76.6 billion. The organization is running its operation in more than 30 countries. Flextronics operate in different segments of the market, which include the infrastructure, computing, consumer digital service, industrial, semi-conductor, medical devices and some other segments. As the organization deals with a large operation, they require skilled people and managerial approach. In such a case , the organization applies different approach of HRM to find out the issues and develop the solution. HRM practices in the organization As mentioned by Renwick, Redman and Maguire (2013) human resource management is known as the management function, which is concerned with hiring, maintaining, motivating people. It focuses on the people in the organization. In some of the cases, it has been observed that due to effective human resource management in the internal environment, the organization performs better in the external environment. It is also evident that by developing the practices of the human resource management, the organization could encourage the employees in developing their performance. In such case, they could provide certain training to employees and teach necessary skills. This also helps the employees to individually perform better, which results to better organizational performance. Conversely, it is also observed that poor practices in human resource management could lead to poor organizational and employee performance. In this context, Marler and Fisher (2013) commented that HRM includes all manage ment decision as well as the practices that directly influence the people. Likewise, it could influence the human resource of the organization or the operations that is performed by the organization. In addition to this, it is also observed that every organization is necessarily a combination of physical as well as the human resource. Hence, the human resource is referred to the skills, education and efficiencies of the employees of the organization. It is necessary to develop the human resource management practices as poor practice could lead to undesired result. For example, the case study indicates that the Austrian site of Flextronics is built up with the highly skilled and experienced workforce as well as the well functioning work schedules. On the contrary, the newly formed site at the Hungarian experienced some issues at the beginning of starting the operation. The company had to run the operation with insufficient personnel, high fluctuations and highly volatile sales market. Therefore, it can be mentioned that it can be mentioned that organization needs to play a serious attention to the human resource management of the organization. In this context, Dellinger et al. (2013) commented that when the organization performs in the global environment, it has to deal with different barriers that come from the employee base of the organization. For example, it can also be added that employees that come from different cultural background. Thus, the demands and requirements of the employees are based on the cultural, tradition and life style of people. Therefore, employees in different country look for demand for opportunities and benefits. In such situation, the organization faces the difficulties. As the consequence, the organizations feel the rush of implementing the approaches of diversified management, which also comes in the form of human res ource management. As opined by Ruigrok and Van Tulder (2013), the organizations are management by people and through people. Thus, without people or the workforce, the companies could never stand itself in the competitive environment. In this context, De Waal (2013), it can be added that people who deal with the human resource of the organization, relying on their level of commitment, contribution as well as the organization. Therefore, the organization, hence, needs to focus on the aspects of the human resources. There have been some different fields of the human resource management such as inherent part of management, pervasive function, basic to all functional areas, people centered approach and the personal activities or the functions. The people centered approach of HRM, all categories of personnel involved in the business activities of the organizations are involved. For example, in Flextronics, the personnel are categorized in some ways, which may include the worker who work on the machine and involved in loading and unloading, managerial as well as the non-managerial personnel and the professional as well as the non-personnel personnel. On the contrary, while applying the personnel activities or the functi ons of human resource, the HRM may include some particular functions that revolve around the people of management. Ti may include the workforce planning, placement, employment, appraisal and training as well as the compensation of the employees. In order to perform these activities, a particular department called Personal Department is formed in most of the large organizations like Flextronics. Unlike this practice of the human resource management, the managers or the leaders at different levels in the organizations conduct the pervasive function of human resource management. However, in such practice, the manager is not supposed to hand over the responsibility to someone. In such case, the managers could take suggestion as well as guide in dealing with people from the experts who have competencies about the personal management (Ruigrok and Van Tulder (2013). Diversity management and culture As opined by Alegre, Sengupta and Lapiedra (2013), the rapidly growing globalization of the world may require an effective communication among the people from diverse background. It is true that people do not prefer to live or work in socially constrained environment, as they now become the significant part of the global economy and competing with the global economy. In such situation, the supervisor or the managers of the organizations need to understand or find out the ways based on which the workplace is changing as well as evolving. As argued by Seuring and Gold (2013), managing diversity in the workplace or dealing with the diversity is one of the serious challenges that organization should consider. The effective managerial skills should adapt to form a multi-cultural work environment. In this context, Golicic and Smith (2013) commented that diversity could be defined as the acknowledgement, accepting, valuing and understanding the difference among the people in respect age, cu lture, gender, disabilities and other differences. For example, the organization Flextronics is running the operation globally; therefore, it has to deal with people who come from different cultural, religious and other fields of the country. Thus, managing these varieties of workforce is serious challenge (Seuring and Gold (2013). The case study indicates that while starting the manufacturing operation at Hungarian, Flextronics had to deal with some human resource issues such poor experienced of the employees, ineffective capacity to meet the consumer demand. Thus, to resolve the solution, the heads of Flextronics have lobbied internally for a Flextronics Academy in the CEE region and eventually conducted the approach. By implementing this, the organization would provide certain training and education to the employees and managers. The company had developed a high-potential programme for the future cadre of the managers and the line managers. However, this specially designed to offer some selected individuals. Notwithstanding, as the organization runs the operation globally, culture specifies proved to be a significant aspect for the long-term achievement or success of the programme. For instance, it is identified that participants at Hungarian are less likely to complete the programme or work with the organization. Due to the high payment and benefits, people started leaving the company and joining the competitor in the industry. Therefore, it can certainly be added that needs and demands of the people may change as that is based on the needs and requirements existing in the regions. Similarly, the communication style and the learning approach of Austrian and Hungarian are characteristically different. More specially, it can be added that inter personal communication, formal behavior is maintained in Austrian site than Hungarian. In such case, the organization widely needs to develop and implement the approach of the diversified management in the organization. Many organizations that perform the operations in the global environment often find the challenge of diversified that management (Lauring 2013). As mentioned by Laegreid and Christensen, (2013), the organizations should embrace diversity as well as look for the ways to form inclusive workplace as the diversity has the potential to yield larger work productivity as well as the competitive advantages. On the contrary, some of the academics have mentioned that diversity is an invaluable competitive asset and it is the part of the people management. This means managing or dealing with the diversity is the major component of people management in the workplace. In addition to all these, it can be added that demographic changes such as women in the workplace, restructuring in the organization as well as equal opportunities legislations may require the organizations to review and evaluate their management practices. In addition, the organization may also have to develop new as well as creative skills to manage people. Required tools for diversity management It is necessary for the effective managers to be aware of some specific skills that are significant for creating or forming a successful and diverse workforce. Firstly, the managers or the leaders need to understand the discrimination as well as its consequence. Secondly, the leaders or the managers need to understand their own culture biases as well as the prejudices. In this context, Nielsen and Nielsen (2013) diversity is not about the differences among the teams or the groups, but it is about the difference among the individuals. As argued by Vidal et al. (2013), the diversity management does not rely on any particular recipe. Thus, it generally depends on the managers ability to realize what is effective for the organization. This is based on the teamwork as well as the dynamics of the workplace. In accordance with the opinions mentioned given by Qian, Cao and Takeuchi (2013), managing diversity is one of the comprehensive techniques for forming a work environment that involves everyone. Thus, both mangers as well as associates should be aware of their individual basis. In such a case, the organization Flextronics should develop, implement and maintain ongoing training. International performance management Performance is considered as the achievement of the firm in respect with its goals and objectives (Budhwar and Debrah 2013). It may include the outcome achieved through the contribution of the individual or the team or the organizations strategic goals. As mentioned by Nielsen, and Nielsen (2013), the term performance is consisting of economic and the behavioral outcome. In addition to all this, it can be mentioned that different studies demonstrate that human resource management has the positive relationship on organizational performance. In addition, it can also be the source of sustainable competitive advantages to the organization. The existing literature provide the outcome, which indicates that performance management was developed as the strategic management and integrated technique, which could incorporate, goal setting and performance appraisal. The performance management is developed aligning the individual goals with the goals and objectives of the organization. It is signi ficantly concerned with how people work, how the people are developed or managed to enhance their performance and how to increase their contribution to the organization. Hence, the scenario of increasing growth of the Flextronics indicates the ways of how the organization have managed its people and developed the skills of the employees to experience the differences in the productivity. After a decade of increasing growth in 1990s with large number of acquisitions, factories within the organization had to deal with the issues raised by the customers regarding the products and services. In such situation, the organization developed the initiative to form ONE Flextronics. It significantly focuses on developing the production relevant techniques to make ONE Flextronics idea an effective one in the practice, which would be visible to the consumers, suppliers and the employee. Globally, multiple teams have been collected to implement the idea. However, it was necessary for the organization to develop one field for sharing these ideas and providing training to the individuals. This has helped the organization to develop new leadership style and managerial approaches. The idea was offered to deliver a tailored approach for training and development. In this context, Lauring (2013) commented that while developing the performance management system, it is necessary for the organization not only link the organizational goals with the individual goals, it is also important to link the goals with different aspects of human resource management like human resource development, employee rewards to people management. In addition, the performance management is mainly concerned with the performance improvement to accomplish both individual as well as organizational effectiveness. As mentioned by Nielsen and Nielsen (2013), the performance development is underpinned by two different principles. One is the idea that efforts of the employee s needs to be goal-directed as well as another are that that performance improvement should be sustained by the improvement of employees ability. Training and development In order to develop the organizational productivity, it is necessary for the organization to focus on employees performance (De Waal 2013). The organization could measure employee performance based on certain criteria such as productivity, commitment, communication skill, approach, technological skills. In such situation, the organization should provide certain training and education to brush up the skills. Training is important not from the perspective of the organization but also for the employees who work for a long time in the organization. While providing training to the employees, the organization should divide certain areas of training. For example, some employees may require technological knowledge and skills; some may require training in dealing with the clients. Likewise, the Flextronics could divide the areas and based on that they analyze the issues and provide the necessary assistance. It is evident that training and development is one of the effective managerial fields of motivating employees and increasing the performance of the employees. By providing appropriate training, the organization could positively influence employee performance Conclusion and Recommendation On the completion of the report, it can be mentioned that human resource management is an important aspect of the business, which could largely influence organizational performance. Different approaches are involved in human resource management. Over the decades of research, the approach of managing the human resource in the organization has been developed. In order to manage diversity in the organization, the Flextronics could provide the opportunities to female employees. The company could recruit people from different cultural background. In addition, the managers need to have the ability to understand the cultural differences of the employees. 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