Human Resource Magmt

HUMAN RESOURCE MANAGEMENT

Overview

The organization operates a relatively flat managerial structure with customary levels from administrator to director . Key posts are held by managers and specialists , and they report to those directors who wield the most power within the organization i .e . the deputy chief executive and the finance director . So , while not on the board in his own right the head of HRM is close to the center of power and has input into strategy and planning at the highest level . This accords well with the idea that HRM

must be a central and important function , not marginalized or left to implement decisions once they are made by a separate power base

As the acknowledged experts , the organization HR department offers support and guidance to all line managers in their dealings with staff The HR officers are responsible for the development of those internal policies , which are developed as well as monitoring the implementation of national working practice regulations (working hours , lunch breaks etc . They have recently worked with consultants evaluating the core competencies required at each grade and reviewing the pay structure . The HR department and the head of HR in particular have been heavily involved in managing the closure of the organization , performing counseling and redeployment interviews as well as staff meetings and group discussions . All these activities could be viewed as traditional Personnel /IR activities or those associated with the `hard ' side of HR and manpower planning

HRM characteristics of organization

The organization places great emphasis on the project team as the unit of work , each team and in particular each project manager has a great deal of flexibility in working practices and in management style as long as they pay due regard to the company objectives . The team must work in accordance with the principles of best value and the strict interpretation of the standing financial instructions but otherwise they are take those steps they deem necessary to `get the job done ' The usual core team is the project manager , his or her administrator and project officers . Other individuals with specialist roles such as press officers and research officers are assigned to one or two teams and input as requires . This autonomy means that the organization places a great reliance on the ability to recruit people who will be able to operate effectively in a loosely regulated , task focused environment

The organization expects staff within a particular grade to have a set of key competencies in order to function effectively and staff is expected to act on their own initiative to ensure that they keep these competencies current and useful . The employment contracts are quite vague , and the only things , which are explicit , are salary , holiday entitlement and statutory benefits . Almost everything else is at the discretion of the manager , although the organization as a whole prides itself on being family friendly and people centered and has a number of initiatives aimed at encouraging participation and involvement by staff These are however guiding principles...