Business Essay MBA Assignment: SHRM

Organization 1: Airlines

Under the hospitality industry there is a significant effect because of the fluctuation of the numbers of passengers. Business leaders thought that if the service augmentation became an appealing factor to the passengers (Mattila, 2001). The total quality of service can be achieved through the integration of the people, process and performance. The initiative that the human resource can contribute is the improvement of the process through the initiatives of facilitating, coaching, and mentoring the entire workforce. In addition there is high value on the motivation of the personnel that can affect the performance of the employees in giving the quality of services. Through the knowledge management as the main tool of the human resource, the techniques in determining the right action for the quality of service can be obtain (Leacock, 2008).

Organization 2: Banks

Banking institutions focuses on the human resource management and its role with the acquisition and preparation of human resources, including planning, recruitment, selection, and training can affect the whole organizational performance. In order to give recognition and increase motivational levels amongst the employees, some Banks linked the individual performance in an incentive scheme – or for some rewards that may come into any form (Menon, 2006). Strategically, the banks and its SHRM practices foster innovation through the development of innovation values, encouraging of information sharing, goal setting and appropriate training and development (Som, 2007).

SHRM: Importance, Cultural Differences, Ethics, and Modern Motivation

Strategic Human Resource Management (SHRM) is one of the most powerful and influential ideas to have emerged in the field of business and management. It is also applied by some policy makers at governmental level have drawn upon the idea of SHRM to promote a high performance workplaces and human capital management. SHRM deals with organizational performance and systems of practices. The role of SHRM transforms a firm’s employees from commodities that provide negligible competitive advantage and middling work performance to human assets and sustaining the heightened work motivation, expanded job opportunities, and unique skills, knowledge and abilities (Salaman, Storey, and Billsberry, 2005).

The cultural differences between countries and their consequences create an effect in the overall firm performance. By recognizing that both intra-firm interactions with local firms and interactions with external stakeholders embedded in the host-country environment may produce culture-related difficulties. The performance might be affected by various characteristics such as the desired degree of integration, the subsidiary’s establishment mode, and its ownership structure, and the organizational model (Slangen and Hennart, 2002). The appropriate talent management is highly valued by most of the organization that the approach on diversification, because an organization with the right people can drive the entire organization towards success.

Ethics plays a vital role in all of business operations. Employees and management are held to high ethical standards at all times, and special training programs, reporting systems, and accountability metrics ensure that these standards are upheld. In a global business environment where the emphasis on ethics is often insubstantial at best for incorporating and promoting a strong ethical framework across is business operations.

The promotion of the various values such as doing the duties and responsibilities, respect for the other people, and the performance with excellence are only few of the ethical application on SHRM (Linton and Rogers, 2006). The leadership styles affect the level of performance of each employee as well as the process of motivation. A leader that valued his people is well loved by his employees and can gain the loyalty of his people much more on the style of an autocratic leader.

Practical Application of Modern Motivation Theories

First, HR manager should understand the needs of the employees and then be informed about the psychological and environmental factors which drive the behavior and action of employees and inspire them to excel in their work. Second is to recognize the economic, social and cultural condition or environment which determines the aspirations, values and attitudes he or she imbibes from the society. The modern motivation theories identified many human motives like the need for survival, security, self-esteem, affiliation, power, growth, achievement, and self-actualization. And the third is to apply this understanding to create a dynamic work-environment which promotes desirable behavior and discourages undesirable behavior Srinivasan, 2004). There is a significant impact on the employee’s behavior if the basis is the corporate culture. The responsibility of the employee to do his duty and to be involved in the corporate objectives started once he became part of the organization. The culture such as giving incentives to the employees clearly affects the performance of the employees towards the development and can result in the people’s contribution for the entire organization.

References:

Leacock, J., 2008. Management of Service Quality Workshop, Caribbean Tourism Organization [Online] Available at: http://www.onecaribbean.org/content/files/joanleacockmsq2008.pdf [Accessed 17 March 2010].

Linton, A., & Rogers, K., 2006. SHRM Foundation Ethics: The Fabric of Business Supplemental Materials [Online] Available at: http://www.shrm.org/about/foundation/news/Documents/Ethics_Discussion_Guide.pdf [Accessed 17 March 2010].

Mattila, A., 2001. The Impact of Relationship Type on Customer Loyalty in a Context of Service Failures, Journal of Service Research, Vol. 4, No. 2 [Online] Available at: http://www.sagepub.com/upm-data/2933_11jsr01.pdf [Accessed 17 March 2010].

Menon, R., 2006. Union Bank of India – Prospectus [Online] Available at: http://www.moneycontrol.com/news_html_files/pdffiles/mar2007/union%20bank%20of%20india.pdf [Accessed 17 March 2010].

Salaman, G., Storey, J., & Billsberry, J., 2005. Strategic Human Resource Management: Defining the Field. [Online] Available at: http://www.sagepub.com/upm-data/9919_040313Intro.pdf [Accessed 17 March 2010].

Slangen, A., & Hennart, J., 2002. Cultural Distance and Foreign Direct Investment: A Comprehensive Model Explaining the Impact of National Cultural Difference on entry Mode Choice and Subsidiary Performance [Online] Available at: http://www.aueb.gr/deos/EIBA2002.files/PAPERS/C203.pdf [Accessed 17 March 2010].

Som, A., 2007. What Drives Adoption of Innovative SHRM Practices in Indian Organization? The International Journal of Human Resource Management [Online] Available at: http://www.ashoksom.com/8-Adoption-Inovative-SHRMpractices.pdf [Accessed 17 March 2010].

Srinivasan, M., 2004. Perspective on Motivation [Online] Available at: http://nextfuture.sriaurobindosociety.org.in/feb04/nffeb04_motivation.htm [Accessed 17 March 2010].