Modern Human Resource Management Assignment (GC0638)

Table of Contents

1.0 Introduction.

2.0 Key Missions of Modern Human Resource Management (HRM).

2.1 Acquire, develop, and retain talent.

2.2 Align the workforces with the business.

2.3 Keep an excellent contributor to the business.

3.0 Conclusion.

4.0 References.

1.0 Introduction

Modern Human Resource Management (HRM) is the way of managing people, particularly talented people, in organizations. As people are the key resources of HRM, it focuses on the people dimension in organizational management (Torrington et al, 2008). On the other hand, as organizations are bodies of people, their acquisition and development, motivation and retention of latent people, their alignment with business, and ensuring maintenances of their commitment level all have to be considered as important activities. In turn, these functions fall into the domain of HRM (Gallagher et al, 1997). As a result, HRM is responsible for acquiring, developing, and retaining organizations’ people, mainly talented people. HRM is also responsible for aligning an organization’s people with its business and maintaining a good relationship with people in organizations for achieving integration of organizational and individual goals (Bratton and Gold, 2012).  In a word, as Edward (1995) notes, the key mission of HRM is to acquire, develop and retain talent; to align the human capital with the businesses, and to keep an excellent contribution to the business and its performance.

This report critically appraises these functions of modern HRM in the context of chosen business organizations in the UK. The chosen organization is Greggs Plc, where it is a leading bakery retailer running with more than 20,000 people working at about 2,000 shops across the UK (Greggs, 2014).

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2.0 Key Missions of Modern Human Resource Management (HRM)

According to Edward (1996), Human Resources (HRM) in an organization has three basic missions: 1) to acquire, develop and retain talent; 2) to align workforces with the business; 3) to be an excellent contributor to the business. Edward (1996) also argues that these three challenges will never change. This view has been critically appraised in the following section in the context of modern human resource management:

2.1 Acquire, develop and retain talent

There is a competition among organizations to find, develop, and retain high potential people as part of the ‘war of talent’ in the 21^st century (Michaels et al., 2001). In consequence, talent management has been an important area of policy activities in organizations.  According to Whelan and Carcary’s (2011) suggestion, emphasizing the significance of talent workers as well as knowledge-creating and sharing, organizations have to adopt a new and smart version of talent management to retain workers and their knowledge. There has been some evidence of how organizations practice talent management. For example, For example, in Greggs Plc, a talent deal in corporate office has set out commitments to a talent pool creating career planning and mentoring.

Each organization like Greggs Plc needs to set talent management policies against its context and situations. These policies may lead to different approaches shown in the following figure. This figure provides four possible patterns. Firstly, as Groysberg (2010) notes, an exclusive approach assumes that key individuals are needed for the organization’s success. Consequently, attention has to be given to that high potential and high-performance people. On the other hand, an inclusive approach is a recognition that every staff in an organization has talent as well as potential high performances. For example, according to an HR manager, Greggs assumes that every staff is talent, thus every worker can grow and develop in their own environment (Yeemon, 2014). This approach also focuses on relationships among employees and on how jobs are often organized with teams.  In addition, this approach highlights the significance of developing relationships based on trust, cooperation, accessing networks, goodwill, etc (McCullum and O’Donnell, 2009). According to Collings and Mellahi (2009), relationships with others inside and outside the organizations significantly impact on the performance of an organization.

Talent management policies are also needed to take a long-term view. This means organizations have to focus on committed staffs and their careers have to be considered (Scott and Revis, 2008).  As Sullivan et al (2007) suggestion, organizations should consider the kaleidoscope career model. This model takes a lifespan approach where every staff may seek the best fit of choices emphasizing the parameters of authenticity, balance, and challenge…………………

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