Current Issues in Law and Human Resource

Submitted To: Dr. Rajendra Kumar

Lecturer Course: CLHR

London School of Commerce

Submitted By:
Shamsul MMH Chowdhury ID: 0146 MSMS1006 Semester 6, In 2008 London School of Commerce

Date of Submission: January 11, 2008

Date: 11th January, 2008.

Dr. Rajendra Kumar Senior Lecturer, London School of Co mmerce, London Subject: Submitt ing the assignment. Dear Sir: I am asked to prepare a formal report/case study on Current Issues in Law and HR, and I tried my best to provide all the relevant information about these issues (Creat ing a learning organizat ional culture, and the role o f HR; The ro le and funct ion o f HR; seeking qualificat ion for immediate requirement). I believe Ive done my jo b effectively and this report has contributed significant ly to my better outstanding of the HR of 21st century. The assignment reviews on HRD, SHRM, and HRIS. This Analyt ical and informat ive Study o f Human Resource seeks to break new ground on a subject which is widely discussed in virtually every area of management and total organizat ion activit y.

If you need any more informat ion concerning this assignment, please let me know.

Thanking you, Sincerely,

Shamsul MMH Chowdhury ID: 0146MSMS1006

Current Issues in Law and HR

Page
Introduction (Creating a learning org. Culture) HRD in Changing Org. Culture Organizational Culture tables Potentially relevant work-environment factor Workforce Investment Human Resource Information System Conclusion Reference Introduction (Evaluate HR role and function) The Role and Function of HR Department HR Role and function in details HR in MNC HR role and function in risk management HR role levels in Citigroup HR role in management HR role in MNC and global context Conclusion Reference Introduction (Seeking Qualifications for immediate.) Recruitment Policy and staff selection Staff Hiring The process of recruiting On-the-job training Off-the-job training Advantage of off-the-job training Disadvantage of off-the-job training Discussion on seeking qualification Conclusion Reference 01 02 02 03 04 05 06 07 08 08 09 10 10 11 12 13 14 15 16 16 16 17 18 18 18 18 19 21 22

1) Creating a learning organizational culture HR systems can make a difference to the creation of such a culture. Introduction The world is getting smaller day by day in terms of business perspect ives, co mmunicat ions, relat ionships, decisio n making etc. Globalizat ion makes narrower to the people as well. Now-a-days the mult inat ional co mpanies are introducing their brand in glo bally with their variet y o f products and services. Co mpanies are focusing the demographic issues and cultural barriers when they designed their products or service. Wit h their prior concern regarding the management structure specially deal wit h human resources like select ion process, interviewing, induct ion process and others related HR issues. For example, Unilever are spreading it s products every where in the world, its popular beaut y soap Lux is every where in the world almost. The product colour and flavour are not exact ly same as well. The organizat ional culture has varied country to country based on their socia l and others external issues. For instance, In Mexico, managers keep their distance, forma l rules, individualism and self-sufficient. And in the German workers never arrive late, manage every thing on time. Kotter and Heskett (1992) proposed four funct ion of organizat ion culture Organizat ional identit y Sense-making device Collect ive Co mmit ment Social-system stabilit y
Organizational Identity Collective Commitment

Social System Stability

Sense making Device

Source: Kotter & Heskett (1992) Schein (1992) as given by Baker K.A. (2002), suggest that organizational culture is become very essent ial in the organizat ion than it was in the past. Schein proposed that, Increasing compet it ion, mergers, acquisit ion, globalization, and various workforce developments have created a greater need for: Coordinat ion and integration across organizat ional units in order to improve efficiency, qualit y, and speed o f designing, manufacturing and delivering products and services. Product innovat ion Strategy innovat ion Process innovat ion and the abilit y to successfully introduce new techno logy, such as inventory management software, information techno logy. Cross-cultural management of global enterprise and mult i nat ional partnership. Management of workforce diversit y

Facilitat ion and support of teamwork

In the organizational culture all these are very important issues to perform and run an organizat ion. However, in the organizat ional culture leadership play an important role. Schein says, The only thing o f importance that leaders do is create and manage culture and the unique talent of leaders is their abilit y to understand and work within culture. In creation organizational culture HR system also play a vital role. HR is a very important element in the organization. Without proper HR a MNC and any large organization cannot run. In changing organization culture HR systems can contribute. HRD in Changing Organizational Culture Globalizat ion makes the world little and give access every where. Governments in most countries encourage MNC invest ment and FDI because co mpet it ive pressure encourage domestic firms to beco me more efficient at adopting new techno logies and products, to rationalise production systems and to make innovations in HR polic y as well as providing new jo bs. For example, mo st of the foreign co mpany open their call centre in the other countries to minimize cost. That creates a new door to that country and creates new jo bs. Foreign invest ment helps to create available emplo yment sectors and area. Managing the businesses and organizat ions required proper HR funct ion active in the organizat ion. As discussed before different countries have different rules and po licies in HR. as mult inat ional co mpanies grow their staffing and development system change. Culture in the organizat ion is a compet it ive strength and key to compet itive success (Dea l and Kennedy, 1982 as given by Palthe and Kossek, 2002). HR helps to conduct a new culture in the organizat ion. Various HR pract ices wit h other business strategies help to enhance firm performance. HR is primarily concerned wit h progress of an organisations abilit y to adjust to changing environmental cont ingencies (Wright and Snell, 1998).

Source: Palthe and Kossek (2002) Journal Organizational Change Management

In the funct ioning HR modes, Lepak and Snell (1999) suggest the theory of HR allocat ion. The HR modes include: Internal development Acquis it ion of HR Contracting emplo yees; and Building alliance Form the theory it is clear that the decisions to making versus buy human capita l ult imately depends on the uniqueness to an organizat ion. In addit ion SHRM focused on high-performance work system (Arthur, 1994; MacDuffie, 1995, as given by Palthe and Kossek, 2002) where job securit y was generally part of the system. Strong organizationa l culture was implicit, through always not directly measured, but reinforced by HR practices select ing emplo yees for cultural fit, and rewarding them for teamwork/group work and high commit ment behaviours. However, the patterns of HR practices and interact ions are assumed to affect organizat ional change and performance. HR strategy is a very important factor in changing culture. Numerous HR strategy implementations are likely to be incremental and localized at the group level o f analysis. Inducements for fully operational the HR strategies are also level likely to be driven by external and internal catalysts rather than locus of change culture itself (Meyerson and Mart in, 1987, as given by Palthe and Kossek, 2002). HR systems contribution in creating organizat ional culture is vast. Human resource development in the organizat ion mo ves the organizat ion to the success. The better HR is the organizat ions key and competit ive advantage. An organizat ion might have severa l problems which destroy the culture inside the organizat ion. HR problems such asTable 1. Potentially relevant work-environment factors Role overload Role conflict Role ambiguit y Job control Social support Stressful work events Hassles Monotony Expectations/physio logical contracts Uncertaint y Supervisor behaviour Person-environment fit Source: Gilbreath & Montesino, 2006 Human Resource Development International These problemat ic areas of the organizations affect its culture. The organizat ions culture needs to be init iat ive. HRD role in the organizat ion ident ify the barriers to performance and sound operation. Job control by HRD can make difference in the organizat ional culture. Spector (2002) finds that emplo yees in low-control jobs are less healthy than those in high-control jo bs. However, the evidence suggests that emplo yees in low-control jobs engage in less on-the-

jo b learning (Taris and Feu, 2004). HRD professional can help in t hese problemat ic areas. HRD professio nals can learn managers about the necessary o f jo b control for emplo yee healt h. Dwyer and Ganster, 1991, as given by Gilbreath & Montesino, 2006, developed a survey-based measure o f jo b control by using that aspects o f jo bs emplo yees lack o f control, including the variet y o f tasks performed, pacing, scheduling of rest breaks, work procedures and policies, and arrangement of the physical environment. On the job overload may occur problem in the HRD. Role overload is correlated with heavy smoking, hypertensio n, and increased heart rate, and job dissat isfact ion, lower qualit y o f performance and feelings of tensio n, anger and personal failure (Jex, 1998; Sales, 1969, as given by Gilbreath & Montesino, 2006). As adapt ing the new process like lea n production strategy the production process become cont inue. HRD can manage their emplo yee in system, emplo y as few emplo yees as possible, work them to full capacit y and replace them when they burn out. That system is less expensive and act ive short term to increase overtime rather than to hire more emplo yees. Williams and Cooper (2002) argue that organisat ional muscles develop when people are stretched and challenged but are damaged when they are stretched too far. Emplo yees will keen to work for a good emplo yer, but best place to work for too. HRD professio nal can undertake mo nitoring activit ies to create a good organizat ional culture. The Workforce Invest ment Act, the US governments primary workforce development legislat ion, gives a special ro le to the Workforce Invest ment Board, a partnership o f emplo yers, business organizat ions and workforce development providers tasked wit h the development of local implementation plans for the specific aspects of the HR strategy (Hawley and Taylor, 2006). According to Hawley and Taylor (2006) HRD is a different label o f training and educat ional activit ies. Human resource development includes three separate areas of activit y (training and development, career development and organizat ional development). Within the Business Association there is no definit io n o f HRD but the kinds o f act ions promoted by associat ions under the rubric of HRD include worker training, management education, work-based learning with youth and invo lvement with government workforce programmes (Hawley and Taylor, 2006). In other hand, the provisio n of secure emplo yment or training and career development opportunit ies, and that HR practices relat ing to rewards and performance management ma y contribute to the development of continuance co mmit ment. In addit ion, it is recognised that effectual connections procedures are a vital aspect in successful change init iat ives (Armenakis and Harris, 2002; Goodman and Truss, 2004 as given by Conway and Monks, 2008). Boselie et al.s analysis of the high performance literature and the HR pract ices chosen by researchers as constituting HRM wit hin the studies indicates that the top four pract ices were training and development, contingent pay and reward schemes, performance management (including appraisal) and careful recruitment and selection. Nevertheless, they po int out that core elements of strategic HRM that are also benefited to emplo yees such a list might include: good basic pay (level and equitabilit y), discretion over work tasks, emplo yment securit y, diversit y and worklife balance (Conway and Monks, 2008). Work sat isfact ion is the main t hing in HRD. If the emplo yees are not satisfied wit h the work place or emplo yer the result will never be good. Creating a supportive work environment HRD can minimize the problem. In this issues emphasizing the importance of

supportive social relat ion, and emplo yee and employers relat ionship can make difference in a culture, where emplo yee socializat ion is just a start (Gilbreath, B. & Montesino, M. U., 2006). Because of supportive st yle helps to protect emplo yees from tension, depressio n, emotional exhaustion and healt h co mplaints (Landeweerd, J. A. and Boumans, N. P. G., 1994). In addit ion Human Resource Informat ion System (HRIS) can act in creat ing organizationa l culture. Within an organizat ion, knowledge intensive and emplo yees knowledge and skills as the main source of compet it ive advantage (Prahalad and Hamel, 1990; Grant, 1991, 1996, as given by Tansley, Newell and Willia ms, 2001). At the select ion process the emplo yees must be carefully selected, nurtured and developed. If their knowledge is effect ively explo ited then it is vital that they develop their co mmit ment, invo lvement, skills and expertise. In knowledge based organizat ions, such emplo yees are described as the organizat ions greatest asset, so in that matter HR need to be more act ive and carefu l cho ices about the way they control and manage emplo yees and their organizational tasks (Tansley, Newell and Williams, 2001). An organization is run by the emplo yees (Huma n Resource). If the organizat ions greatest asset exploring success then the HR specialist measure the skills and competencies o f emplo yees needs to be explo ited. In order to maintain and develop better organizational culture HRIS provide co mputerized HR informat ion system that will work for HR specialist. HRIS can provide organizat ions an opportunit y structure (Preece, 1993, as given be Tansley, Newell and Williams, 2001). HRIS element can be use with the Enterprise Resource Planning (ERP) system in an organizat ion. ERP system is adopted in the organizat ion to change its culture of management where HRIS is also included. HRIS works in very confident ial way. HR data are extensive and variet y, and include jo b history (transfer, achievement, promotion, etc.), current and historical pay details, knowledge and skills, abilit y, experience and competencies, educat ion and training records, performance assessment details, absence, late arrival, accidents, medical and disciplinary records, warning and suspensio ns, ho lida y ent it lements, pensio ns data and terminat ion records. Human Resource Information System (HRIS) provides electronic database that storage and retrieval HR data that is potentially available to authorized persons. IT brings difference in the organizat ional culture so do HR. HRIS change the culture of an organizat ion by tracking all the jo b relevant informatio n keeping together in a database system. Organizat ions every act ivit ies can be controlled by the HRIS. Using HRIS in the organizat ion HR information management practices can allow both greater efficiency in current HR management and at the same t ime it reduce overhead costs by mechanisat ion and process automat ion through the subst itution o f the human agency (Tansley, Newell and Williams, 2001). HR can make difference in mo st ly every part of the organization. In creat ing a learning organizat ional culture HR system play a very important role in such a process. Although HR system have so me challenging area but it is the main part of an organization. From the select ion and recruit ing to managing, training, paying, pensio n, to sacking an emplo yee HR is active every where. To provide best service organizat ions need emplo yees wit h knowledge and experience, HR act to give the organizat ion those emplo yees. In ever y types of organization HR play the major role. Knowledge Management is the core

competency and strategic intent of an organization. Human social and knowledge processes within an organizat ion affect the cultural values, attitudes, competencies and co mmit ment (Thite, M., 2004). Successful learning organizat ions are able to focus and keep the best talent in the organizat ion by entering into their psycho logical contract, and motivate the m to generate and share knowledge in return for nurturing and nourishing their pro fessio na l skills (Thite, 2004). In the UK every company look for emplo yees with excellent knowledge and skill; and stabilit y and act ivit y in the workplace. People with excellent knowledge can switch any t ime if they do not get value for sharing knowledge. HR syste m run actively to give them jo b sat isfaction and lo yalty with the organizat ion. Conclusion It is clear that HR system has crit ical ro le to play in creat ion o f an organizat ional culture. In a learning organizat ional culture HR system can make a vast difference. Where as the Human resources is a widespread in everywhere o f an organizat ion so to maintain and control them in an effective manner will definitely add value towards organizat ional success. Especially the labour intensive organizat ions are more concern about their HR management. Organizat ions polic y rules and funct ion are the organizat ions culture in that HR contribut ion is major. Human Resource Informat ion System and Strategic Human resource management both are very active system and important instrument in creating organizational culture. Through right philosophy and system HR can act a leading role in an organization. HR role and funct ion in the organizat ions is the main representative to the others. An organizations main core competency is it s workforce and knowledge management. Skilled and experienced emplo yee search is the responsibilit y o f HR; train up them making familiar them with the organizat ion culture. HR informat ion system makes difference in keeping all the history of the emplo yees in the organizat ion in database. A total credit file o f all the emplo yees co mes in the HRIS. At the time o f evaluat ion and promotion these system helps HR manager to decide the best one among the emplo yees. More over, when organizat ion go internat ional they need to create a structure that providing balance, extend HR challenges and system abroad. They also need to consider about the appraisal and pay system and consider the salary as different countries have different pay rules and system. In global staffing HR have to face so me pressures like candidate selections, assignment terms, relocat ion, immigrat ion, culture and language, compensat ion, tax administration, handling spouse and dependent matters. HR systems need to make decisio n fro m where to hire emplo yees in MNC. HR manager has options like locals, expatriates, home-country nat ionals, third country nat ionals. Essent ially, the case studies about the human resource development activit ies and problemat ic area of HR. Also discussed on how the HR system can influence to creating organizat ional culture. HR creates difference in the organizat ion using SHRM and HRIS with organizat ional culture (Palthe and Kossek, 2002).

Reference: 1. Kotter JP, Heskett JL (1992) Corporate Culture and Performance. New York, NY, The Free Press. 2. Palthe and Kossek, 2002, Subcultures and emplo yment modes: translat ing HR strategy into practice, Journal of Organizat ional Change Management, Vol. 16, No.3, pp.287 308 3. Wright, P. and Snell, S.A. (1998), Toward a unifying framework for exploring fit and flexibilit y in strategic human resource management, Academy o f Management Review, Vol. 23, pp. 756-72. 4. Lepak, D. and Snell, S.A. (1999). The strategic management of human capital: determinant and implications of different relat ionships, Academic o f Management Review, 24(1), pp. 1-18 5. Gilbreath, B. & Montesino, M. U. (2006), Expanding the HRD ro le: Improving Emplo yee Well-Being and Organizat ional Performance, Human Resource Development International, Vol. 9, No. 4, pp. 563 571 6. Spector, P. E. (2002) Emplo yee control and occupational stress, Current Directions in Psycho logical Science, 11, pp. 133 6. 7. Taris, T. W. and Feu, J. A. (2004) Learning and strain amo ng newco mers: a threewave study on the effects of jo b demands and control, The Journal o f Psycho logy, 138, pp. 543 63. 8. Schein, E.H. (1992), ``The role o f the CEO in the management of change: the case of informat ion technology'', in Galliers, R., Leidner, D. and Baker, B. (Eds), Strategic Informat ion Management, 2nd ed., Butterworth-Heinemann, Oxford. 9. Williams, S. and Cooper, L. (2002) Managing Workplace Stress: A Best Practice Blueprint (Chichester:Wiley). 10. Hawley and Taylor, (2006) How Business Associat ions Use Inter-organizat ional Networks to Achieve Workforce Development Goals: Implicat ions for Human Resource Development, Human Resource Development International, Vo l. 9, No. 4, 485 508 11. Conway, E. and Monks, K. (2008), HR practices and co mmit ment to change: an emplo yee-level analysis, HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 18 NO 1, pp.72 85 12. Landeweerd, J. A. and Boumans, N. P. G. (1994) The effect of work dimensio ns and need for autonomy on nurses work satisfact ion and healt h, Journal o f Occupational and Organizat ional Psycho logy, 67, pp. 207 17. 13. Tansley, Newell and Williams, (2001), Effect ing HRM-st yle pract ices through an integrated human resource informat ion system, Personnel Review, Vol. 30, No. 3, 2001, pp. 351 370 14. Thite, Mohan (2004), Strategic posit ioning of HRM in knowledge-based organizat ions, The Learning Organizat ion, Vol. 11, No. 1, pp. 28 44

2) Critically evaluate the role and function of HR departments within organizations and discuss ways that they can improve their strategic value Introduction Managing labour is an inevitable outcome of the organization. Human resource management is now the main po int of view in every co mpany. Modern version o f the managing human evo lved as so called personnel management with a view to imposing control and has now shifted to commit ment-oriented strategy as HRM. In the 1980s, the personnel management is renamed by the emergence of HRM in US and UK (Jayawardena and Seneviratne, 2003). HR role and function is a major player influencing organizatio n and HR strategies ay both corporate and other company stages. HR funct ion work to increase its power and influence at corporate level and other organizat ional levels. HR funct ions help to control the organizat ions structure. HR department is responsible for recruiting, considering EEO, emplo yment procedures to maintaining database of the emplo yees and record them and review them when required. The HR role and funct ion is the major part in an organizat ion. The Role and Function of HR Department HR roles and functions are the major part in an organizat ion. HR role is not just recruit emplo yees and train up them. It is more then recruit ing, training, payro ll, benefits and firing. HR roles and funct ions are wider than these. HR role and function are given below:
HR Role and Functions within the Organization Recruitment Employee Relations and Communications
Professional Staff Contract Administration Personnel, Payroll and Benefits records Admin Employment Classification and Compensation Payroll Benefits Workers Compensation Human Resource Information System Organizational Learning and Development Employee Events Workforce Planning

Source: Christopher Mabey, Salaman, G., (1996), Strategic Human Resource Management.

HR role and funct ion is more details and board within an organizat ion. More details HR Roles and Funct ions are given below: HR Role & Funct ion in an Organizat ion Administration Strategic planning, organizat iona l evaluat ion, Count y Broad relat ions, policy reco mmendat ions, supervisio n o f department staff Compensat ion Salary and benefit surveys, jo b evaluat ion, job descript ions Emplo yee relat ions Disciplinary processes, incidents investigat ions, co mplaint/grievance procedures, labour-management relat ions. Emplo yee Services Educational Assistance, emplo yee service awards. Fiscal Staffing budgets, departmental budgets, accounts payable, total package costing. Health and Safet y Emplo yee assistance, workers compensat ion claims, OSHA-related compliance, drug testing, safet y compliance and training. Labour relat ions Contract administration, co llective bargaining, grievances. Leaves of absence State and/or Federal Family and medica l Leave rights, County approved leaves o f absence, rights upon return to work, light duty assignments for temporary periods. Performance appraisal Computer-based or manual evaluat ion systems, supervisory training, co mpliance with timeliness standards. Record-keeping Emplo yee files, lit igat ion files, safet y records and other administrative files. Recruit ment Job posting, advert ising, testing administration, emplo yment interviews, background invest igat ions, post-offer emplo yment testing. Separations and terminat ions Rights upon terminat ion o f emplo yment, severance benefit s, unemplo yment compensat ion, exit interviews. Training and development County-wide needs assessment, development of supervisory and management skills, emplo yee training and workshops. Benefit s orientation for new and transferring emplo yees, supervisory newsletter. Wages and benefits Salary/wage plans. Source: Hollinshead & Leat, M., (1995) Human Resource Management, 2nd Edit ion Prentice Hall, Harlow, UK

The bigger the organizat ion, the more scope there is to emplo y people to specialise in particular areas of HRM. Like, emplo y emplo yee relat ions specialists to look after the collect ive relat ionship between management and emplo yees (Francis, H. and Keegan, A. (2006). Where there is a strong tradit ion o f co llect ive bargaining, the HR role is focused on the achievement of sat isfact ion outcomes from ongo ing organization process. HR role/funct ion in an organizat ion is very important (Torrington, Hall, Taylor, 2005). Because fro m recruit ing HR is every where. In the MNC and Corporate department HR departments funct ion is significant, HR play major roles in monitoring the implementation of HR policies throughout the overseas subsidiaries. HR issues such as healt h and safet y, pensio ns, management successio n, training and development, wages and benefit s, record keeping, are essent ial within an organizat ion. HR factors are accounted when organizat ion strategies being drawn up as well as implemented with good success. According to Tyson and Fell (1995) recognized that more work need to be done to gain emplo yee views o f HRM from different research tradit ion. HR tools and techniques like team-working and empowerment, flexible skills are used to implement HR funct ion in an organization. Human Resource Management (HRM) has concerned wit h the design o f the human resource funct ion in organizations. HRM has to provide explanat ions for the systems o f human resource roles and funct ion for the application of those practices in certain groups (Weber and Kabst, 2004). Human Resource Management basically used in three approaches. The first approach is simply to retitle personnel management to capture the new fashio n The second approach is to use HRM as a way o f re-conceptualising and reorganizing personnel roles and describing the work of personnel depart mentsThe third approach argues that HRM is dist inct ively different and offers a new approach for management (Guest, 1999:97,98, as given by Jayawardena and Seneviratne, 2003). These studies show that HR funct ions are linked direct ly to implementation o f organizat ions emplo yee needs and goal of the organizat ion. This study suggests that the HR process and funct ion have a crit ical ro le in achieving strategic value. HR ro le and functions can have a posit ive impact on the knowledge management. HR count that knowledge management is a core competency for an organizat ion. HR helps wit h training, performance appraisal, pro motion, remuneration and career management. According to Armstrong (2000), the role of HR in an organization is to facilitate the diffusio n o f learning through workshops, projects and tasks, and to co-ordinate the preparation o f organizat ion strategies and plans. In that sense HR is to develop and sustain a knowledge sharing culture. Funct ion o f HR is to motivate the skilled and knowledgeable emplo yees to share their knowledge and skills to develop organizat ions strategy and improve strategic value (Thite and Mohan, 2004). HR Ro le and Funct ion in Risk Management - In relat ion to people management issues, HRs role and function is to extend policies and guarantee that HR managers have a clear concept of their responsibilit ies. This funct ion applies in value of, such as, healt h and safet y; fair emplo yment pract ices; recruit ment and terminat ions; and diversit y and the avo idance of discriminatory behaviour (Armstrong, 2000). HR contributes in all stages at managing risks wit hin the organizat ion and contributes to ensuring jo ined-up thinking between different organizat ional ro les. HR is represented at decisio n-making stage and on specialist company-wide committees such as, on the implementation o f the Cit igroup requirements, HR works with the audit function. HR concerns simple but effect ive tools

such as traffic lights to indicate risk levels. It appears, as instance, at the risks inherent in manpower planning and the management develo pment process. It sees the Investors in People process as a tool helping to direct ly manage HR risks and supporting the Turnbull guidance, since it seems, for example, at how appraisals are conducted and how they fit with object ive-setting. In this system, HR processes can be set into a risk management framework (Risk and performance, CIPD). HR role in Cit igroup is given below: HR Role levels in Citigroup Role Typical experience Main focus of role Example role tit les HR Professio nal Entry level through Main focus is day to HR officer; to 3 years day and transact ional HR generalist; experience in nature and on HR representative; learning the HR advisor technical aspects of the HR role. Generally does not supervise others. Senior HR Approx. 3-7 years Main focus is a Senior HR advisor; Professio nal relevant HR blend of tactical Senior experience elements with generalist/representative; strategic HR specialist; implementation. HR superintendent Technical expert ise is developed and honed. May lead a small group of HR professio nals. HR Management/ Approx. 7+ years Main focus is a Principal HR advisor; Specialist relevant experience blend of strategy HR manager; implementation with HR director responsibilit y for some strategy formulat ion, typically in area(s) of expertise. Generally will report direct ly to the HR GM/VP and lead senior HR Professio nals. business Group HR advisor; HR Genera l More than 10+ Strategic Management years relevant HR partner and chiefly Chief HR officer; experience responsible for HR General manager HR; strategy formulat ion Vice President HR for the business or funct ional area. Typically the top HR role in the business unit or the top

funct ional lead in the business unit or funct ional area that crosses business unit boundaries. Source: cipd.co.uk/ NR/rdonlyres/B6D2A96C-552A-4C22-A8CB-BD38E531A3C4 HR personnel take care of the emplo yees as the guardian of emplo yees wellbeing. Any incident related to HR reported to HR manager, for example, absence, stress, discipline, unaccepted behaviour, etc. are reported to the HR manager. HR funct ion is invest igat ing the case and take necessary act ion. HR function and ro le is every time act ive and using in an organizat ion. In the UK supermarket like J Sainsburys and Tesco, the HR department is always act ive with store operation. Recruit ing emplo yees for the store, induction, training, checking previous work history, payment, absence, discipline, warning, firing all are the HR funct ion in these supermarket. In the management role HR is act ing differently. Knowledge based organizat ion like technical support centre, Knowledge management centre, science centre, HR act different ly. HR role and funct ion in this level help the organization to create a learning environment. In this stage HR mean a concentration on training and development to improve the skills of emplo yees (Carter and Scarborough, 2001, as given by Wangcowham). HR also helps to develop policies to motivat ion, that will mot ivate staff to gain and share knowledge and provide better service to the organization (Minbaeva, 2005).

Source: Web 2 The role of HR in Strategy: The role of HR funct ion in strategic concerns include the overall philosophy o f the organizat ion towards the value o f its people, the mindset of CEO, and the working relat ionship between the Chief Execut ive and the mo st senior HR person. Building a good working relat ionship is crit ical, and minded. According to Stiles (2001)

the power of the Chief Executive in select ing who should be appo inted to the board. The evidence shows that HR managers have to prove themselves before going to the board so thats why building key co mponent is necessary (Torrington, Hall, & Taylor, 2005). Another way Barney and Wright (1998) as given by Torrington, Hall, & Taylor, (2005) suggest that one of the main reasons is that why HR are not involved in Strategic planning is that they are not displaying the required competencies. In the HR funct ion, HR manager need to use business and financial language to describe the rational for HR roles in terms o f added value; act as a business manager first and an HR manager second; appo int line mangers into the HR funct ion; and o ffer well-developed change-management skills that can be used immediately(Towers, B, 1996). In the HR ro le in strategy Guest and King (2001) as given by Torrington, Hall, & Taylor, (2005) argue that, as senior managers and board members appear to have limited knowledge o f research linking people management/personnel management and performance, there is an opportunity for HR managers/directors to nourishing new ideas to Chief Execut ives. More over, the HR funct ion needs to prepare itself by judging strategically, ident ifying a funct ional missio n and strategy and invo lving line management in the development and implementation o f Human resource strategy. HR role in MNC and glo bal context: HR funct ions are also active in MNC and globa l context. HR role in the glo bal perspect ive and it influence strategic staffing and leadership development policies and practices in the MNC (Harvey, 1996, as given by Novicevic and Harvey, 2001). In that situation most of the MVCs focus on the IHRM, to focusing on the growing importance of human resource and impact of global leadership. Companies like Gillette implemented an internat ional-trainee program that exposes candidates for globa l assignments. Other MNCs, such as Coca-Co la is a firm proof, Coca-Cola train up manager in glo bal perspect ive, that impact on overseas performance and they have develop a glo ba l mindset. IBM offers rotating glo bal assignments to develop worldwide management centres (Novicevic and Harvey, 2001). HR function in a MNC and glo bal concern are different from it s tradit ional organizat ional ro les in administering HRM programmes and processes invo lving ident ifying, select ing, training/developing, co mpensat ing, and appraising managers assigned overseas (Tung, 1994; Huselid et al., 1997 as given by Novicevic and Harvey, 2001). Gillette Co. operating over 200 different markets, they need experts in glo bal assignments to success in the glo bal market ing. Gillette increase internat ional experiences wit h internat ional-trainee program. Because Gillette feels that they will better understand the need for a glo bal perspective in the HR funct ion (Harvey, 2001). HR function is to maintain and ensure the Healt h and safet y matter in the workplace. In the Great Britain all the organization need this as an essent ial act. There are several acts on Health and safet y such as, Healt h and Safet y at Work Act 1974, Health and Safet y (First Aid) Regulat ions 1989, Management of Healt h and Safet y at Work Regulation 1999, Personal protective equipment at work regulat ion 1992, Factories Act 1961, Offices, shops and railway premises act 1963, Control of substance hazardous to Health regulat ions 1999, Fire Precautions (Workplace) Regulation 1997, and Noise at Work Regulat ions 1989 (John Forsaith and Nick Townsend, 2000). HR funct ion is to maintain all the H&S matter and laws and make the work place safer for the emplo yees. In the Sainsburys, Tesco, Roya l Mail all t ypes o f organizat ions in the UK focus on Health and Safety rules and give details induct ion on H&S on the first day o f the emplo yment.

Conclusion This study has addressed the factors related to the role of HR management funct ions in an organizat ion. HR funct ion is very wider in an organizat ional perspect ive. HR function is not only recruit ing and training its wider than it seems. Human resource management create workplace culture, workplace culture helps in organizat ional culture to improve its self strategically and create value. HR ro le is motivate and give incentives to the emplo yees, providing retent ion, creating contracts of emplo yment, providing total jo b descript ions, person specificat ions, Ensuring Health and safet y in the workplace, Encouraging teamwork, funct ions o f the management, creating authorit y and accountabilit y, grievance procedures, disciplinary procedures, and record absenteeism. The central view in the academic literature is o f HR funct ion and role that has never had muc h power in the organizat ion to influence strategy. But Strategic human resource management describe it better to create strategic value in an organizat ion. HR informat ion system is also working to record data of all the emplo yees and incidents in the organization like a credit history of all the emplo yees. This study also addressed the factors concerning the ro le o f HR management functions in knowledge based organizat ion. HR manageme nt funct ions are able to support the organizat ion to achieve the knowledge transfer in an organizat ion. HR role and funct ions are to provide perfect person in the perfect place. The policies and ways used by the organizat ion are to set out the standards to which the firm seeks to desire. HR designed the funct ion to ensure that the right people are in the right jobs to help fulfil the business's object ives. An important funct ion of the HR is to motivate the emplo yee to share their knowledge and skills in the organization. An important part of the maintenance o f staff, reducing staff turnover and minimis ing absenteeism at work is ensuring these staffs are appropriately motivated. This is not as easy as it sounds like. At first glance, HR could be tempted to think that purely increasing wages/salaries are the way to motivate those emplo yees; However, all t he emplo yees are not motivated by wages, but other nonfinancial matter like co mpany car, incent ive travel, co mpany flat, a co mpany phone, possibilit y o f promotion, mo ving to other branches wit h more responsibilit ies all t hese issues could mot ivate emplo yees to work freely in the organizat ion, that also reduce turn over and absenteeism too. HR roles and funct ion in internat ional perspect ives are also discussed in this study. MNCs engaged in glo bal staffing to increase the impact of leadership. MNCs go beyo nd glo ba l management staffing toward global emplo yee invo lvement. Developing glo bal HRM system gives co mpanys success, for example, Dow Chemical. In 1992 Dow installed 35,000 workstations across the global to communication through the same database system. This gives the entire emplo yee same po licies, principles and values. This development is shifted to emplo yees by the global HRM system (Novicevic and Harvey (2001).

Reference:
1. Jayawardena and Seneviratne, (2003), Human Resource Management: a post modern reading, 9th International Conference on Sri Lanka Studies, Matara, Sri Lanka. 2. Waber and Kabst, (2004), Human resource management: Need for Theory and Diversit y, Management review, Vol.15, Issue 2, pp. 171-173 3. Christopher Mabey, Salaman, G., (1996), Strategic Human Resource Management. Blackwell Publishing, Oxford, England. 4. Hollinshead & Leat, M., (1995) Human Resource Management. Prentice Hall, Harlow, UK. 5. Francis, H. and Keegan, A. (2006) The changing face o f HRM: in search o f balance, Human Resource Management Journal, Vol 16, no 3, pp. 231249 6. Torrington, D., Hall, L., & Taylor, S. (2005). Human Resource Management, 6th Edit ion, Prent ice Hall, Harlow, England. Pp. 8 44 7. Tyson, S. and Fell, A. (1995) "A focus on skills, not organisat ions", in People Management, 19th October, pp. 42-45 8. Waber and Kabst, (2004), Human resource management: Need for Theory and Diversit y, Management review, Vol.15, Issue 2, pp. 171-173 9. Armstrong, M. (2000), Strategic human resource management: a guide to action. 2nd Edit ion, London 10. Thite, Mohan (2004), Strategic posit ioning of HRM in knowledge-based organizat ions, The Learning Organizat ion, Vol. 11, No. 1, pp. 28 44 11. Web: cipd.co.uk/ NR/rdonlyres/B6D2A96C-552A-4C22-A8CB-BD38E531A3C4, cited on 26th November, 2007 12. Wang-cowham, C., The crit ical ro le o f HR Management Funct ions in the Transfer of HR Knowledge Universit y of Sheffield 13. Minbaeva, D. B. (2005). HRM pract ice and MNC knowledge transfer, Personne l Review, Vol. 34, Issue 6. pp.586 599 14. Web 2: http://www.bized.co.uk/educators/1619/business/hrm/lesson/hrm1. htm 15. Stiles, P. (2001), The impact of the board on strategy: an empirical examinat ion, Journal of Management Studies, Vol. 38, No. 5, pp. 627 - 650 16. Towers, B., (1996), The Handbook of Human Resource Management, 2nd Edit ion, Blackwell Publishing, Oxford, England. pp. 155 179 17. Novicevic and Harvey (2001). The changing role of the corporate HR funct ion in global organizat ions o f the twent y-first century, International Journal o f Human Resource Management, Vol. 12, No. 8. pp. 1251 -1268 18. John Forsaith and Nick Townsend, (2000), The Health and Safet y Administration Handbook, CIPD, cipd.co.uk

3) Seeking qualifications which are well beyond the immediate requirements of the job can be advantageous as the organization will not have to spend as much on staff development in future. Introduction Qualificat ion is the asset of an emplo yee and its an asset to the organizat ion too. Seeking qualificat ion is the major rule o f the organizat ion especially for immediate requirements. To perform immediately organizat ion should have choose the qualified and experience people who could cope up wit h place and operate instant ly. So the advantage o f qualified staff is, they can explore any problem quickly and find the solut ion. If co mpany hire qualified people they feel that he might be able to manage the situat ion and cover the lack o f the organizat ion. The qualified staffs have academic knowledge and pract ical view that helps in the organizat ion. Seeking qualificat ion has so me disadvantages too. Qualified staffs are not always good for the organizat ion. They have several opportunities to move, they might be not stable wit h the organizat ion. Other way, seeking the qualit ies o f the staff the company hire an emplo yee but later find that they need training and explanat ion on that field. Different companys have different rules and po licies to operate an organizat ion. Recruit ment might be based on skills and knowledge o f the staffs and their approach toward the problems. For fast they are to solve the problem. Most experience emplo yees are the fact on the problem so lving and situat ion handling. But it is st ill in veil that seeking qualificat ion for immediate recruit ments of the can be advantageous. Recruitment Policy and selection staff The recruit ment is the process o f attracting individuals on a timely basis, in suffic ient numbers, and with appropriate qualifications, and encouraging them to apply for jobs wit h an organizat ion. In an organizat ion there are several recruit ment sources such as, current/former emplo yees, regional EEO office, state and alumni associations, communit y organizat ions, Mult icultural associat ions, professio nal associat ions, and church organizat ions. Then its co me to two types o f recruit ing processes 1) Internal environment recruitment and 2) External environment recruit ment. Internal environment of recruit ment like human resource planning, pro motion po licies, firms knowledge of emplo yees, Nepotism. External environment of recruitment like labour market condit ions, lega l considerations, corporate image, fill entry-level jobs, acquire skills not possessed by current emplo yees, obtain emplo yees wit h different backgrounds to provide a diversit y of ideas. The impact of recruit ment fro m these Hire Internally Hire Externally You Know them, and know the y Fresh perspect ive you High training time Lower cost Higher training cost Low cost in training Resent ment fro m inside Peer to boss move Brings in new idea Low fresh perspect ive Can boost emplo yee morale Source: Sparkes, J., (2001)

The process of human resource planning to recruit emplo yees from various sources:

THE RECRUITMENT PROCESS External Environment Internal Environment Human Resource Planning Alternatives to Recruitment Human Resource Planning

Internal Sources

External Sources

Internal Methods

External Sources

Recruited Individuals
Source: Hallinshead & Leat (1995) In the recruit ment system the HR role is to find out the best emplo yee who can provide best output to the organizat ion. Emplo yees skills and competencies are essential at the time o f select ion process. An organizat ion cannot just recruit emplo yee seeing the qualificat ion. A graduate or post graduate candidate means he got academic experience about the organizat ion management and specific field. But this doest means that he is good at work field. Seeking qualificat ion is well approach to recruit emplo yees. Experienced emplo yees like 5 years experience in marketing and management field are best know as qualified for a jo b in management and marketing field. This means that qualified people cannot be perform well because its depends on organizat ion to organizat ion, management structure, policies and strategies. Emplo yee co mpetency is the impact in the recruit ment process. From above discussio n it is clear training is must and training, workshop, seminar, staff learning program all these provide better help to the emplo yees act better to the organizat ion. Only training can improve the staff better performance (Dessler, G. 2003). Academic qualificat ion is not only better qualification. Practical experience required to perform better. Seeking qualification in the real perspective is good. Because most the inst itutes providing training program, that helps to get invo lved in the organizat ion. Training is necessary for the emplo yees. Organization can arrange two types of training session, On-the-job training and Off-the-jo b training. On-the-job training or side-by-side training is one of the best training methods for immediate requirement of emplo yees. On-

the-job training is planned, organized, and conducted at the emplo yees worksite. On-thejo b training is the fast learning process. On-the-jo b training is the primary method used for broadening emplo yee skills and increasing productivit y. OJT is appropriate foe developing proficiency skills and relat ively ease to learn processes. If the organizat ion emplo ys qualified emplo yees as immediate requirement the OJT is the best way to train up the emplo yees. OJT allows the new-hire opportunit y to develop a working relat ionship wit h an exist ing work structure (Web: 3). On-the-job training reduces training cost and the training process is fast. Emplo yees can learn fast fro m the OJT. The emplo yees wit h extra qualification and gigs are over qualified and HR face difficult ies to recruitment them. Such as, an accountant with higher qualificat ion comes up for a job as an accountant in the organization. That emplo yee is Masters in account ing and inno vate new so ftware in account ing. But later found that in the real situation his qualificat ion is not working in the organizat ion. The emplo yee needs training to understand the work environment and structure and strategy of the organization. If the co mpany hire a qualified emplo yee and send to the field he might fail to give output as the co mpany want. So the qualified emplo yees also need training. The training can be On-the-job training program or off-the-job training program. The co mpany can arrange o ff-the-jo b training program to train up the emplo yees. Off-thejo b training program is a full training program and more expensive than On-the-jo b training program. Off-the-job training program has both advantage and disadvantages (Web 4): Advantages of off-the-job training 1. If the course has been designed by staff member it can be delivered to fit in with the emplo yee's regime and workload, so it does not affect productivit y 2. Can work out extremely cost effective as no hotel fees, trainer fees or extra equipment are incurred, all is provided in-house and in works time 3. Depending on the training course, emplo yees are ample to meet other emplo yees perhaps fro m other branches or departments they would not have normally met 4. As emplo yees are familiar with the trainer and the environment they are being taught in, this would help them to feel more relaxed 5. The person developing the course would be able to gauge the level o f abilit y and content for the course to be taught. 6. The course would be more relevant and adaptable to the needs of the company Disadvantages 1. Extra Audio or Visual aids to aid learning (whiteboard, Overhead projector, projector, video etc) might not be available and so this would mean courses might be basic or substandard 2. As a member of staff ma y be delivering the course rather than an experienced trainer, the emplo yees might not take the course seriously and this might hamper learning 3. Emplo yee rivalry and banter may mean that emplo yees bypass the course and undervalue its content as they think they know better or have better ways o f doing it

4. Depending on the teaching skills of the emplo ye e training the members o f staff, they might not be able to gauge the exist ing abilities, knowledge, skill or need for training, and so emplo yees attending the course might already know what is being taught already. 5. If the need for training has not accurately been gauged this would result in the work space being wasted where it could have been utilis ed more productively 6. If resources are limited, equipment available ma y be different than that used by t he emplo yees and this would be counter productive 7. Emplo yees may feel devalued if they are sent on an internal training course to improve skills rather than learn new ones and so courses have to be selected and promoted to the emplo yees very carefully and sensit ively Seeking qualificat ion is not bad but the training is necessary at all the time. Qualified people emplo yed for the immediate requirement is good, because the co mpany has to fill the vacancy and require emplo yee in urgent requirement. Qualified emplo yee can straight go to the work without prior training program. This process saves co mpanys expenditure on training and staff development (Huselid, M., 1995). Another way, qualified peoples are experienced and skilled. In so me cases, qualified people failed to work in some organizational structure. For example, Maria was a market ing officer in a mult inat ional co mpany. She leaves that job and jo ins a loca l company as a manager market ing. The company emplo yed her in the immediate requirement of the job thinking that she is qualified and has enough skills in that area. After few mo nths the co mpany found that she cannot produce anyt hing worthy. She cannot match herself wit h the companys strategy and working environment. To develop her skills the company has to send her to the staff development program. If the company seek for qualified people and train them and match them wit h the organizat ional culture then the emplo yees can produce better output fro m their skills. So qualified emplo yees who got the training and adoptive can give the better support and output rather than a layman. The company cannot stop staff development in the future. Because of the globalization every day people innovate new process, new ideas, and new concept. Through the staff development the company can make their work force up to date. When emplo yees know and get training fro m the development program the emplo yees beco me more effective at work. From staff development, the emplo yees start to provide better output. So more output can maximise companys productivit y and co mpany can meet its target (Lisa H. Nishii; Mustafa F. zbilgin, 2007). Only the training, workshop, seminar, staff learning program, decisio n-making strategy makes the emplo yees up to date about the modern technology and system, that helps to work with the same standard. At the recruit ment procedures company cannot proceed with the qualified peoples. The company must need to fo llow the recruit ment procedures. After review all the emplo yees qualit y and history of emplo yment then co mpany decide who will be best for the selected posit ion in the organization. In that procedure HR consider about the emplo yees stabilit y and interest to work with the company.

During the selection process company need to consider the legal issues in staffing, such as Discriminat ion Affirmat ive act ion Negligent hiring Discriminat ion is the big issue in t he UK as well as most of the countries. If the co mpany just refuse an applicat ion because they need qualified emplo yee; that direct to negligence in hiring emplo yees. EEO (Equal Emplo yment Opportunit y) is the government law to prohibit the discriminat ion and protect civil right. If the company neglect any candidates they might face laws such as, Tit le VII of the Civil Rights Act of 1964 which prohibits emplo yment discriminat ion fro m age, nat ional origin, race, religio n, sex; Title I and tit le V of the Americans with Disabilit ies Act of 1990 (ADA), prohibit s disabilit y and pregnancy; Section 501 and 505 of the Rehabilitation Act of 1973, prohibit discriminat ion against qualified individuals wit h disabilit ies. ; The Civil Right Act of 1991, which, amo ng other things, provides monetary damages in cases o f intent ional emplo yment discriminat ion (Web5). Wit h these organizat ion also must fo llow these rules to avoid liabilit y (cipd.co.uk) Develop clear policies on hiring Develop clear policies on discipline Develop clear policies on separation Be familiar wit h local, state and federal laws. Organizat ions in most of the countries provide training to develop their staff and increase productivit y. UKs largest supermarket chain Tesco provides training to their emplo yees. Tesco Academy designs and delivers training to the emplo yees. Last summer Tesco Academy carried out a training programme. In the programme emplo yees carried out a comprehensive review on Tescos exist ing po licy in relat ion to training skills and development of staff. In the training, emplo yees get and share their ideas to develop, generate problems and solve them (Web 7). Fast food giant McDonalds also provides training to there emplo yees. In the McDonalds they usually provide side-by-side training (Web 6). Sainsburys also provides training programme to develop their emplo yee. In last summer Sainsburys offer healt h and safet y training programme. All the organizat ion adopts the training and staff development programme. The organizat ions those hire qualified emplo yees als o provide and send their emplo yees for training programme to other countries and cit ies. Qualificat ion is must, but the training too. Qualified emplo yee can manage the organizat ion with skills, earned experience and academic theory. Training provide up to date data and management approach that helps to manage the organizat ion more successfully (Becker, B.E. and Huselid, M.A., 1998). Training will let the emplo yee knows up to date regarding the organizat ions and co mpet itors as well. Because introducing new techno logy in the organizat ion or management strategy or marketing plan should need regular update through training. These things are not possible to know earlier by any of qualified people.

Moreover, the total training will ensure the qualit y and continuous organizat ions productivit y, reliabilit y and its performance (Dessler, G., 2003).

Conclusion To perform well in an organizat ional operation there is no alternative for qualified or adaptable staff. Seeking the right person for right posit ion is one very important job o f HR department. HRD provides the jo b description to the emplo yees then emplo yees know about their dut ies. HR describe that they are looking to someone to fill a posit ion and the candidate should be qualified as experience in the related field, qualification required to handle this duty. Then the emplo yees wit h these qualit ies apply for the jo b and HR chose the best person for that posit ion. Seeking qualificat ion is good process. But emplo y qualified emplo yee to avoid staff development is not a well focused concern. World is mo ving fast with globalization. Due to globalizat ion management need more talented skills and experience. The rules and policies are changing every day. New process invented, new techno logy co ming. All t hese things are not possible to know by a qualified person. For these training is required. In supply chain management emplo yees learn six-sigma, now Enterprise Resource Planning, lean manufacturing etc. invented. To apply these new processes there is no alternat ive but training. Staff development programme is must. Company must need to spend on staff development to survive in the fast moving market. More they developed their staff more chances grow to success.

Reference:
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