‘personnel management’ considered training as one of several separate HR practices |My homework helper

Posted: March 4th, 2023

Introduction to Organization

During this course, you will be analyzing case studies for a fictional organization, ParlaTech. As we move through the course, you will learn more about the organization, its employees, and the issues that arise related to HR.

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ParlaTech  is a technology company that specializes in machine to machine (M2M) communication. They offer solutions that allow a remote set of machines to send data back to a central hub, where the data can be measured and analyzed. ParlaTech’s headquarters are in Maryland, but they have clients all over the world. Most of their engineers and R&D employees work in the US, but they also have a call center in Bangalore, India.

Mini Case Study 1 Instructions

In your role as the HR director at ParlaTech, the CEO has asked to meet with you to discuss the hiring of new employees.

In your hiring plan, be sure to include the following:

· analysis of the hiring process including regulatory requirements, sourcing applicants, the formal interview, the selection process, and onboarding

· a clear proposal for training, supported by cited evidence

· a recommended total rewards strategy, including pay and benefits

Transcript from the Memo Instruction-video:

Hello! Thanks for meeting with me about some new positions we have open in IT.

We need to hire a software developer for our stateside office. It’s an essential role in the organization, especially since the software developers interact with all departments, from Finance to Sales to Marketing.

We need to be sure that whoever we hire will fit into our organizational culture and be a great team player. Additionally, this software developer may need to travel to Bangalore and do training with our call center staff.

I wanted to ask you to put together a complete plan for hiring this new employee, including your ideas on recruiting, selecting, and onboarding. I also need a plan for compensation, including benefits. Lastly, please include some ideas for training the new hire about our organization and the different teams within it.

 

RUBRICS-CRITERIA TO MAX THIS CASE STUDY

Analyze the hiring process including

a) regulatory requirements,

b) the sourcing of applicants,

c) the formal interview and

d) selection process,

e) the onboarding of a new hire.

 

· All five elements SHOULD BE explained clearly and in detail.

 

 

         
 

Evaluate different training methods.

 

· A type of training is explained and proposed. The choice is supported by cited evidence.

 

 

         
Describe concepts related to total rewards strategies, such as pay and benefit programs.

 

· The total rewards plan SHOULD BE presented and explained in detail. Includes explanation of items including pay and benefits.

 

 

         
Communicates information clearly and professionally with appropriate supporting evidence, formatting, and grammar.

 

· The information is clearly and professionally presented, without errors in grammar or mechanics. Citations are used appropriately, and the formatting is correct for APA style.

The earlier field of ‘personnel management’ considered training as one of several separate HR practices and

focused on identifying and implementing training models in a series of steps to improve individuals’ job per-

formance. By contrast, in the HRM approach, HR practices, including training and development, are used

to improve organizational performance, help implement an organization’s business strategy and meet its ob-

jectives, and help build a sustainable competitive advantage that creates financial performance (Becker and

Huselid, 1998; 2006; Lepak et al., 2006). The approach is strategic in terms of managing human resources to

meet the organization’s objectives.

The theoretical basis for the strategic HRM approach includes the resource-based view (RBV) of the firm

(Barney, 1991; Barney and Wright, 1998). High-performance work systems (HPWS) are integrated systems

of HR and other work practices that are internally consistent with each other and externally consistent with

organizational strategy. HPWS are designed to help develop valuable, unique employee capacities that as-

sist an organization to develop core competencies (Becker and Huselid, 1998) – firm-specific resources and

capabilities that enable an organization to enact a strategy that creates value by not being implemented si-

multaneously by competitors and which competitors find hard to duplicate (Barney, 1991). Developing em-

ployees is an effective way of gaining valuable, rare and perhaps unique capacities, and training and develop-

ment is a key practice, amongst others, to do so (Lepak and Snell, 1999). Training, in combination with other

HR practices (e.g., selective staffing, performance-contingent compensation, developmental and merit-based

performance appraisal) and other work practices such as work design (self-managed teams, flexible work as-

signments, teamwork), open communication, quality improvement, and decentralized decision-making, helps

develop core competencies by which the organization can gain a sustained competitive advantage.

A further major theoretical basis used in the HRM approach is social exchange theory. Social exchange can

be viewed as favors one party provides to another that create diffuse future obligations which, due to a norm

of reciprocity, will result in reciprocation by the receiver (Blau, 1964). General training can be viewed as a

resource that an employer provides to help an employee that demonstrates support and caring (Balkin and

Richebé, 2007). Employees perceive training as an investment in, and commitment to, them and reciprocate

SAGE

© SAGE 2010

SAGE Reference

Page 3 of 31 The SAGE Handbook of Human Resource Management

in kind with extra effort, commitment, organizational citizenship behavior, and cooperation. Training may be

viewed as a gift when provided on its own or when provided as part of HPWS. Because employees can in-

terpret HPWS as expressing appreciation, investment, and recognition due to the rigorous recruitment, ex-

tensive training, empowerment, and rewards central to HPWS, they begin to perceive themselves in a social

exchange as opposed to a purely economic relationship (Takeuchi et al., 2007). HPWS are thought to result

in generalized norms of reciprocity, shared mental models, role making, and organizational citizenship behav-

iors that then lead to organizational performance (Evans and Davis, 2005).

In contrast to the strategic approaches that underlie the HRM approach to training, industrial/organizational

(I/O) psychology focuses on the science of training – how to design, deliver, implement, transfer and evaluate

training so that it is effective (Haccoun and Saks, 1998; Kraiger, 2003; Salas and Cannon-Bowers, 2001). Dra-

matic progress has been made in how to design, deliver and transfer training to the job and appropriate tools,

techniques, and interventions have been developed (Haccoun and Saks, 1998; Salas and Cannon-Bowers,

2001). The approach to training was once predominantly behavioral (Goldstein, 1980; Latham, 1988; Wexley,

1984) but has moved to a cognitive approach based on principles from cognitive and instructional psychol-

ogy to design and deliver training and assist its transfer to the job (Ford and Kraiger, 1995; Tannenbaum

and Yukl, 1992). For example, stages of skill acquisition high light progression through acquiring declarative

knowledge (knowledge of facts, what to do), knowledge integration (integration of facts), procedural knowl-

edge (knowledge about how to do things; knowing how), and finally tacit knowledge (about when and why to

do things) (Tannenbaum and Yukl, 1992). Meta-cognition refers to the mental processes involved in acquir-

ing knowledge, interpreting feedback and learning from experience (e.g., mental models), especially affecting

how training is designed for tasks involving cognitive processes (Howell and Cooke, 1989; Tannenbaum and

Yukl, 1992).

A third approach underlying research into training and development is that of labor economics. Based at

macro-levels (country, sector/industry, organizational), labor economics seeks to determine what factors

cause participation in government-provided, vocational, and company-provided training and development;

what effect training has on individuals’ outcomes, especially pay, employment probability and continuity, and

performance (e.g., Greenetal., 1996; Upward, 2002); how disadvantaged groups (e.g., the unemployed, eth-

nic minorities, the poor, women) gain and are affected by training and development (Greenberg et al., 2003,

2004; Jones et

 

SOLUTION

As the HR director at ParlaTech, I will create a comprehensive hiring plan that includes the analysis of the hiring process, regulatory requirements, sourcing applicants, the formal interview, the selection process, and onboarding. Analysis of the Hiring Process: To ensure that the hiring process at ParlaTech is effective and efficient, we will analyze each step in the hiring process, including job posting, screening, interviewing, and hiring. We will review the company’s policies and procedures to ensure that they comply with all regulatory requirements and are consistent with best practices. Regulatory Requirements: To ensure that we comply with all regulatory requirements, we will conduct an audit of our hiring process to ensure that it meets all applicable laws and regulations. This will include reviewing our Equal Employment Opportunity (EEO) policy to ensure that it is consistent with federal and state regulations. We will also review our job descriptions to ensure that they are accurate and comply with the Americans with Disabilities Act (ADA).

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