The human resource perspective of organizational behavior is built around theories of human needs and motivation such as those of Maslow and Kaplan (1998), Alderfer (1972), and Herzberg, Mausner, and Synderman (1959). Hackman and Oldham (1980) employ integrated human needs and motivational theory into their Job Characteristics Model. This model proposes that every employee’s job should be designed to incorporate five characteristics: (a) skill variety, (b) task identity, (c) task significance, (d) autonomy, and (e) feedback. If jobs are so designed, employees will experience meaningfulness of work, responsibility for outcomes of work, and knowledge of the results of work. This in turn will result in internal work motivation, quality work performance, and high satisfaction with work. Human needs and content motivation theories are the foundation of job-enhancement strategies common in nursing management such as clinical advancement programs and primary nursing care delivery.
1.1 Explain Guest’s model of HRM as applicable to Samsung
SAMSUNG GUEST MODEL
The focus of Samsung is to recruit the best employee to the company which will produce a high level of outcome with good quality. Samsung has more than 174,000 employees and the cost of employee recruitment is very high and the salary is also the same, so as a result in some branches Samsung has decided to reduce the number of employees to maintain the cost.
Each year Samsung has been designed more than 10,000 new jobs and the process of selection is getting rough. Since E-Recruitment has been invented Samsung has chosen that in the recruitment process and that has given the company the best employees and that will ensure the security of employees. The existing employees will be rewarded with salary incensement and other benefits.
The flexibility in the company is very high and there is a lot of part-time workers than fixed workers in the production unit. The reason for that is most of the production unit was in Asian countries and the labor is cheaper than European countries and they work either contract basis or part-time. Though employees work flexibly the qualities of products have been to a good standard.
The company has spread over 190 countries and each has been producing the same products in four major business criteria and all are working harder in order to achieve future goals. The company’s motivation is to improve employee skills so that in turn it will benefit the company.
Though the company has spread around the world with more than 174,000employees, the labor turnover is very high, and complaints of employee dissatisfaction are very high. Samsung in the UK has the best productivity rate than any other Samsung around the world.
The labor cost maintains will reduce the extra cost that company has to hold and that will give a profit to the company. The company turnover was about €49.8 billion in 2013.
1.2 Compare the differences between Storey’s definitions of HRM, Personnel and IR practices
Personnel management is that management, which includes job analysis, plan for personal needs, selecting appropriate people for the job, manage to train, give the right salary, and communicate all of the employees of the organization. Human resources management is the strategic management of an organization, to achieve organizational goals, and to utilize every employee for achieving organizational goals. Differences between HRM and personnel management are given below:
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Beliefs and assumption
Contract: Personnel management or IR contact by writing with delineation while HRM wishes to go beyond contract.
Rules: personnel management evaluates discovering clear rules but HRM maintains can-do outlook impatience with the rule.
Managerial task vis-a-vis labor: Managerial task vis-a-vis labor of PM or IR is monitoring though HRM is nurturing.
Nature of relations: Relation of PM or IR is pluralist where HRM is unitary.
Conflict: PM conflict institutionalized and HRM conflict de-emphasized.
Key relation: PM makes their key relationships with labor-management while HRM evaluates the customer.
Initiatives: The initiative of PM is piecemeal but HRM is integrated.
Corporate plan: PM corporate their plan marginal to and HRM corporate their plan central to.
Speed of decision: PM takes their decision slowly but HRM can fast.
Management role: The management role of PM is transactional where HRM is transformational leadership.
Key managers: PM or IR specialists manage all things at PM but in HRM, line managers do everything.
Communication: PM communicates with employee indirectly but HRM communicate directly.
Standardization: Standardisation of PM is high while HRM is low.
Selection: PM selects its employee separately where HRM integrated.
Pay: PM pays their employee by job evaluation though HRM pays by performance.
Job categories: PM has different job categories but the amount of HRM is few.
Job design: PM design their job through the division of labor but HRM divides by teamwork (Bloisi, 2014 ).
1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM
The role of the line manager is to achieve organizational goals. He maintains all of the things on behalf of an organization. In the view of my case study, HR of Samsung has already maintained the role of manager. If he did not maintain the role of the HR manager then the organization cannot go to its goals………….