Making Human Resources Manager a Strategic Partner: Importance andContributions to Company Strategies and Strategic Orientations.

Adebayo Samsudeen Opeyemi (Student ID:R1402D63064)

A Report Submitted in fulfillment of the Requirements for CourseMBALN-609, Post Graduate School, University Of Nicosia, Cyprus.

4th Of May, 2014

ABSTRACT

This report seek to present a scenario where the Human ResourceManager of a Multi National Corporation that produces Sports apparel isseeking to convince the top management to make him a strategic partner. In his quest to convince them, he explained all the basis andrequirements for strategic Human resources management while alsoshowing the importance and contribution of Human resourcemanagement to company”s strategies and strategic orientation.

Furthermore, detailed explanations of different forms of strategies weregiven and more emphasis was laid on explanation of Human ResourcesStrategies. Applicable strategy for the Multi National Company wasalso proposed with underlying benefits. An explicit view on Highperformance Work System (HPWS) was given and illustrations on howhe will make the company benefit from HPWS through the use of itsindicators (core hr functions) were also clearly explained.

Conclusively, he gave an insight into E-HRM. Its importance andbenefits and how he will monitor its transition and challenges in thecompany.

Table of ContentsABSTRACT……………………………………………………………………………………………………………………………………………....2

TABLE OF CONTENTS.................................................................................. Error! Bookmark not defined.

INTRODUCTION ………………………………………………………………………………………………………………………………………4

CASE STUDY A .…………………………………………………………………………………………..………………....5

CHAPTER ONE: HUMAN RESOURCES STRATEGY…………………………………………………………………………………….6

DEFINITION OF STRATEGY AS IT EVOLVES………………………………………………………………………7

WHO IS A STRATEGIC PARTNER? ......................................................................................8

WHAT ARE REQUIRED OF HR AS STRATEGIC PARTNER ……………………………………………….…9

CHAPTER TWO: STRATEGY FORMULATION FOR THE COMPANY………………………………………………….………10

STRATEGIC HUMAN RESOURCES MANAGEMENT…………………………………………………………10

FORMULATION OF COMPETITIVE BUSINESS STRATEGY...................................................11

STRATEGY FORMULATION PROCESS………………………… ……………………………………………….…12

HUMAN RESOURCES STRATEGY …………………………………………………………………………………..14

HR STRATEGY DEVELOPMENT ………………………………………………………………………………….…16

HR STRATEGY APPROACH …………………………………………………………………………………………..17

TYPES OF HR STRATEGY ……………………………………………………………………………………………..19

CASE STUDY B ……………………………………………………………………………………………………………20

CASE STUDY C ……………………………………………………………………………………………………………21

CASE STUDY D ……………………………………………………………………………………………………………22

PROPOSED HR STRATEGY FOR THE ORGANISATION …………………………………………………..22

CHAPTER THREE: HIGH PERFORMANCE WORK SYSTEM ……………..……………………………………………….………24

CHAPTER FOUR: ELECTRONIC HR MANAGEMENT……………………………………….……………………………….………28

CHAPTER FIVE: CONCLUSION……………………………………………………………………………………………………….………30

REFERENCES ……………………………………………………………………………………………………………………………………...33

INTRODUCTION

First and foremost, I will like to appreciate the entire board of directors fordeeming me fit and worthy of your employment into this laudable organization.My gratification knows no bound. In order to ensure effective decision making andto be in tune with global acceptability, there is a need to make me, the pioneerHuman Resources Manager a strategic partner of this organization. Reason for thisrequest is not farfetched as they were clearly explained in this report. The HumanResources Manager sustain Company’s work ethic because he is the disciplinarycustodian who sees to adherence to standards by workers and either reward ordiscipline for non compliance.

The first early functions of HR are known to be purely administrative that isemployment and recruitment, taking and keeping records of workers attendances,keeping track records of over time/truancy for rewards/penalty at the end of themonth as the case may be.

“The HR function has at least three identifiable roles that it can play. Its longest-running role is the delivery of clerical and administrative services, often consistingof satisfying legal and administrative compliance requirements. During the lastseveral decades HR has been encouraged to increase its activities in a second role -business partner. In this role, HR is expected to implement and deliver HRpractices and services that support the organization business model and meet thedemands of managers and employees. The last ten years have seen an increasingcall for HR to take on a third role – strategic partner. In this role HR is a memberof the senior management team and is directly involved in the major businessdecisions of the organization, including the formation of strategy, the design of the

organization and the implementation of the business model” (Lawler, Boudreau

& Mohrman, 2006).“These three roles can also be thought of as corresponding to

a paradigm reflecting compliance, services and decisions, respectively”(Boudreau & Ramstad, 2007).

Human Resources Manager being a strategic partner is really necessary, because of

“the reality that human capital and how it is organized are increasingly pivotal toorganization effectiveness. There is ample evidence that how human capital isrecruited, developed, organized and managed has a direct and strong influence on

organizational performance” (Huselid, 1995; Lawler, Mohrman, & Benson, 2001;Combs, Youngmei, Hall, & Ketchen, 2006).

“Thus HR leaders can make important contributions to strategy development andimplementation as well as improve the quality of decisions related to strategy and

talent”. (Lawler, Boudreau, 2006)

CASE STUDY A

METRO REALTY AND BROKERS NIGERIA LTD.

Metro Realty and Brokers Nigeria Limited otherwise known as MRB Nigeria Ltdis a Construction and Property development Company situated in the heart ofAbuja Nigeria. I was opportune to work with them as a Project Manager for2years.

The company came into being in the year 2005 which I can term as theirentrepreneurial stage focusing on survival with menial renovation works, staffstrength of less than 20 workers and no Human Resources Department.

They were able to succeed in surviving and therefore enter their communal stagein 2008 when they have the access and financial strength to build their firstHousing Estate. During this stage, expansion and innovation is paramount for theirgrowth and the Board of Directors did not hesitate to employ a Human resourcesManager whose basic responsibility then is to keep staffs attendances, processingoperatives over time, processing salaries, benefits and penalties as the case may be.As well as making sure any statutory payments are made as at when due. Thentheir staff strength had risen to 250 employees and 4 managers before the decisionto employ a Human resource Manager was made. All through these periods, theywere able to develop an identity, overcome internal conflicts and scare awaycompetitions with their unique brand.

In 2011 with staff strength of 500 employees, 12 managers (that was when I wasrecruited as a Project Manager), a known pedigree, uniqueness in delivery andinflux of more jobs with guarantee of more employments, the Board of Directorstook that bold step to make their Human Resource Manager a strategic partner.With that, they were able to experience more growth because the Human resources

manager is involved in any decision to be made and for an organization whosegrowth is directly proportional to their human capacity management, the presenceof HRM at every decision making meeting cannot be ignored. Being a ProjectManager, am always part of the decision taker and times without numbers I doappreciate the presence of the HRM in our meeting not only because it speed upour tasks but also the fact that he gives us direct point of other being the Managerof the employees. His formulated HRM strategies really helped us insynchronizing many steps necessary for improved growth.

I shall elaborate on this in the course of this report

With the significant developments witnessed till date by the Company, they havenever regretted making that decision.

In lieu of the above case study, I will implore The Top Management to considertaking this historic step in other to take our company to the next level faster thanwe expected.

CHAPTER ONE: HUMAN RESOURCES STRATEGY

DEFINITION OF STRATEGY AS IT EVOLVES

Strategy can be viewed as a set of coordinated choices and actions.

“Strategy is the determination of the basic long-term goals and objectives ofan enterprise, and the adoption of courses of action and the allocation ofresources necessary for carrying out those goals” Chandler ( 1962 cited inArmstrong, 2006 p. 19)

“Strategy is a set of fundamental or critical choices about the ends andmeans of a business” Child ( 1972 cited in Armstrong, 2006 p. 20)

“Strategy is concerned with long term direction and scope of an organizationover the longer term ideally, which matches its resources to its changingenvironment, and in particular, to its markets, customers and clients to meetstakeholder expectations” Faulkner and Johnson (1992 cited in Armstrong,2006 p. 20)

“Strategy is the direction and scope of the organization over the longer termideally which matches its resources to its changing environment, and inparticular, to its market, customers and clients to meet stakeholder

expectation” Johnson and Scholes (1993 cited in Armstrong, 2006 p. 20)

“Business strategy is concerned with the match between the internal

capabilities of the company and its external environment” Kay (1999 citedin Armstrong, 2006 p. 20)

In my own view, I will go with the definition given by Kay (1999 cited inArmstrong, 2006 p. 20) because of its elaborative and all encompassingnature.

WHO IS A STRATEGIC PARTNER?

“A strategic partner simply put can be said to mean a stakeholder in decisionmaking and day to day running of the organization. The benefits of making me astrategic partner are:

To increase productivity of the labor force and thus, profitability of theorganization

Competency and talent management Onset of information technology and the vast amount of knowledge used in

the course of the activities of organizations The changing business environment Enhancement of competitive advantage through the alignment of human

resource strategies to the overall business plan.

Employees are expensive, and good leadership/management maximizes thevalue of organization’s investment in people.” (Strategic Human Resourcesn.d, online)

What are required of HR as Strategic Partner

“These are among the important ones.

Recruiting the right employees. Align corporate values to your recruitmentstrategy.

Well-developed competencies of the workforce, and their relevance toorganizational core business.

Participative culture where HR initiatives fully support the overall strategic plan.

Effective use of information technology.

Effective leadership through appointment of the right HR Head.

Identification of human resource practices that make HR as strategic partner,namely, serving the business needs of your organization. Discard ineffective HRpractices that do not contribute to the success of your organization.”

(Strategic Human Resources n.d, online)

CHAPTER TWO: HR STRATEGY FORMULATION FOR THECOMPANY

In a bid to drive home the necessity of making me a strategic partner, I will explaina strategy I have formulated based on my rigorous, advanced study and digestionof the history of our company, its core values, growth, organizational strategy andstrategic orientation. But before I do, let me explicitly take you through strategichuman resource management and its context.

Strategic Human Resources Management is the“Proactive management ofthe employees of a company or organization. Strategic human resourcemanagement includes typical human resource components such ashiring, discipline, and payroll, and also involves working with employees ina collaborative manner to boost retention, improve the quality ofthe work experience, and maximize the mutual benefit of employment for both the

employee and the employer.”(Business Dictionary, n.d, online)

“Strategic Human Resources Management focuses on actions that differentiate

the firm from its competitors” (Purcell, 1999)

From a Human resource management perspective, there are actually twotypes of strategy

1. Competitive business strategy, This basically anchor on choices andactions about how to meet the demands of customers

2. human resource strategy, This, on the other hand, focuses onchoices and actions regarding the management of people within theorganization

FORMULATION OF COMPETITIVE BUSINESS STRATEGY

Competitive business strategy can be formulated by constantly scanning thebusiness external and internal environment

• Assessing the External Environment.

• “An external environment :Include all the Conditions, entities, events,and factors surroundingan organization that influence its activities and choices, and determine its opportunities and risks. Also called operatingenvironment” (Business Dictionary, n.d, online).

• “An Internal environment is the opposite of external environment whichcan be termed to mean: The conditions, entities, events, and factors withinan organization that influence its activities and choices, particularlythe behavior of the employees. Factors that are frequently considered part ofthe internal environment include the organizations missionstatement, leadership styles, and its organizational culture “ (BusinessDictionary, n.d, online).

• Organizational strength (which is the capacity to resist force andpressure) correlative to the external environment.

• Weaknesses: “These are the negative aspects of both the externaland internal environment that are under the control of the decision

taker” (Business Dictionary, n.d, online). (In this case our TopManagement)

• Opportunities and threats:“Which are: agents, factors, or forces inan organization”s external environment that are out of its control, andcan directly or indirectly affect is chances of success or failure. Whilea clear understanding of both is critical to strategy formulation,

opportunities, which are the favourable conditions, are easier tocontrol than threats which are termed as all other elements that are

unfavourable” (Business Dictionary, n.d, online).

The analysis of all these is what is diagnosed by SWOT ANALYSIS.

INSIGHT INTO SWOT ANALYSIS.

“SWOT analysis is a straightforward model that analyzes an organization”sstrengths, weaknesses, opportunities and threats to create the foundation of amarketing strategy. To do so, it takes into account what an organization can andcannot do as well as any potential favorable or unfavorable conditions related to

the company”s products or services.” (Business Dictionary, n.d, online)

STRATEGY FORMULATION PROCESS

In formulating a strategy, there are stepwise approaches which entail:

1. Information sourcing

2. Information Analysis and Decision Making

3. Decision implementation

HUMAN RESOURCES STRATEGY

“Human resources strategy can be defined as those choices of actions that set out

what the organization intends to do about its human resource management policies

and practices, and how they should be integrated with the business strategy and

each other” (Armstrong 2006,p.37). “They enable the organization to measure

progress and evaluate outcomes against objectives” (Armstrong 2006,p.38).

“The two basic types of strategies are overarching strategy and specific strategy”(Armstrong 2006,p.38).

“Overarching strategies describe the general intentions of the organization about

how people should be managed and developed and what steps should be taken to

ensure that the organization can attract and retain the people it needs and ensure so

far as possible that employees are committed, motivated and engaged” (Armstrong

2006,p.38).

AS given by (Armstrong 2006,p.40), specific strategies set out what the

management intends to do in areas such as:

Talent Management: An organization’s attempts to recruit, keep,

and train the most gifted and highest quality staff members that they can

find, afford and hire. Talent management gives business managers an

especially important role to play

in recruiting, developing and retaining desirable staff members.

Continuous Improvement: Allowing a sustained incremental innovations

over a period of time.

Knowledge Management: Strategies and processes designed to

identify, capture, structure, value, leverage,

and share an organization”s intellectual assets to enhance

its performance and competitiveness. It is based on two critical activities: (1)

capture and documentation of individual explicit and tacit knowledge, and

(2) its dissemination within the organization.

Resourcing: Winning over and retaining high class people.

Learning and developing: Providing an enabling environment where

employees are motivated to learn and develop

Reward: Scheme to support and reinforce desirable behavior, such as wage

rate that increases with the productivity of the worker.

Employee relation: Communication between management and employees

concerning work place decisions such as grievances, conflicts, problem

resolutions, unions, and issues of collective bargaining

For HR strategy to be effective, “it must achieve what it sets out to achieve such

as:

The business needs for which it is formulated must be satisfied

Must be premised on detailed analysis and study

Takes account of the organization, its stakeholders and all parties

Must be actionable and ready to be implemented.

Must be coherent and integrated, being composed of components that fit

with and support each other”.

(Armstrong 2006,p.42).

HR STRATEGY DEVELOPMENT

According to Gratton ( 2000, cited in Armstrong 2006, p.52) there exist a six-stepapproach towards the development of HR strategies which are:

Build the guiding coalition – involve people from all parts of the business. Image the future – create a shared vision of areas of strategic importance. Understand current capabilities and identify the gap – establish “where the

organization is now and the gap between aspirations for the future and thereality of the present”.

Create a map of the system – “ensure that the parts can be built into ameaningful whole”.

Model the dynamics of the system – ensure that the dynamic nature of thefuture is taken into account.

Bridge into action – agree the broad themes for action and the specific issuesrelated to those themes, develop guiding principles, involve line managersand create cross-functional teams to identify goals and performanceindicators.

Strategy formulation has no one right way approach. “The different approaches tostrategy formation reflect different ways to manage change and different ways tobring the people part of the business into line with business goals.” Tyson andWitcher (1994 cited in Armstrong 2006, p.52)

HUMAN RESOURCES STRATEGY APPROACH

There are three basic approaches to Human resources strategy as given by Delery

and Doty (1996 Cited in Armstrong 2006, p.53) which are:

“The universalistic approach, the contingency approach and the configurational

approach”

The Universalistic Approach-

This seeks to identify the best practices for all organizations to follow. This was

renamed by Richardson and Thompson (1999) as “Best Practice”

“The ‘universalistic’ perspective posits the ‘best’ of HR practices, implying thatbusiness strategies and HRM policies are mutually independent in determining

business performance” Budhwar and Aryee (n.d).

THE CONTIGENCY APPROACH

The contingency approach“emphasizes the importance of ensuring that HR

Strategies are appropriate to the circumstances of the organization, including its

culture, operational processes and external environment” (Armstrong 2006, p.55).

Also renamed as “Best fit” by Richardson and Thompson (1999)

“The ‘contingency’ perspective emphasises the fit between business strategy and

HRM policies and strategies, implying that business strategies are followed by

HRM policies in determining business performance” Budhwar and Aryee (n.d).

THE CONFIGURATIONAL APPROACH

This is also known has bundling. Richardson and Thompson (1999 cited in

Armstrong, 2006, p.56) commented that “a firm with bundles of HR practices

should have a higher level of performance, providing it also achieves high levels of

fit with its competitive strategy”.

Also, Dyer and Reeves (1995 cited in Armstrong 2006,p.56)) note that: “The logic

in favour of bundling is straight forward. Since employee performance is a

function of both ability and motivation, it makes sense to have practices aimed at

enhancing both.”

TYPES OF HUMAN RESOURCES STRATEGY

There are four human resource strategies commonly used by organizations.

Loyal Soldier

Bargain Laborer

Committed Expert

Free Agent

LOYAL SOLDIER

“This strategy postulates that company should employ workers early in the

career,retain employees who does whatever the company request of them. Work is

designed in other for workers to have diversified functions as they also perform

different tasks.

Workers are employed based on their ability to fit into the cultural environment of

the company and also their propensity to become loyal workers. Companies are

committed to employees as a result of the expected long term benefit and therefore,

they embrace their social responsibilities to their employees. This compensation

includes and not limited to long term incentives, promotional benefits and pension

schemes. Employees are more stable with company which is a criteria for

establishment and sustenance of Workers union.” (Majmaah University n.d.,

online)

Case Study B: B. Stabilini & Company Ltd

B Stabilini and Company Limited is an Italian Company established in Nigeria in

the 1960”s that deals in Building and Civil Engineering Works. I was opportune to

work with them in 2010 as a Quantity Surveyor. The most interesting and laudable

part of them is they take in employees, train and retain them to continually perform

tasks delivery based on what they were trained. Swift compensation plan and

career paths are laid down for employees that show dedication and commitment.

Although I had a short stint with them based on my decision to move ahead, but

over 50 % of their work force have spent not less than 10years while another can

boastfully say they are in their 20years of dedicated service. This is not to say all

the employees are perfect all the way, but dismissal or retrenchment is never their

first option of disciplinary action.

BARGAIN LABOURER

“In this form of HR Strategy, prominence is placed on recruiting employees who

do not demand high wages. Works are design in such a way that managers can

strictly control employee’s efforts. An easy to learn clearly defined tasks are given

to each employee. Since the concept behind this approach is short term, little

emphasis is placed on employee’s long term needs. They are only recruited to and

hired to perform simple tasks that are easy to learn.” (Majmaah University n.d.,

online)

Any organization that embraces this human resources strategy does not provide

careers with clear path for promotion and advancement. There are no formal

measures for performance appraisal but only based on day to day feedbacks.

The only available trainings are basically “on the job” instruction towards specific

task completion. There are little or no benefits and long term incentives.

Compensations are frequently based on hours worked. Formation of labour union

in such organization is very rare due to the nature of employee recruitments

CASE STUDY C: PREMIER HOTEL

Premier Hotel is one of the oldest Hotel in Nigeria situated in Ibadan, Oyo state

Nigeria. With over 40 years of dedicated service delivery to their customers, over

90percent of their employees are on short term employment status. This is so

because majority of the core service delivery employees do not require any

expertise in their task and therefore make them vulnerable to sack and replacement.

Hence, most times dismissal and retrenchment is always the first point of

disciplinary action.

COMMITTED EXPERT

The main idea behind this type of strategy is to recruit and retain employees who

specialize in performing certain tasks. Also, work is design in such a way that

freedom of innovation and work execution mode is granted to employees.

Employees are only deemed employable only when they are seen to potentially fit

into the company’s organizational structure and their ability to become experts in

particular areas. Key notes about Committed Expert Strategy

CASE STUDY D: NIGERIAN BANKING SECTOR

In Nigeria, banking sectors can be said to use this strategy. They massively recruit

employees and send them on training of not less than six months after which they

are redeployed to be an authority in specialized tasks.

FREE AGENT HR STRATEGY

The logic here entails recruitment of people with vast knowledge of the expected

tasks. This will help to avoid the waiting time of excessive training in the tasks to

be done. Employees here are professional and are therefore given freedom and free

will to make decisions on how their intended tasks will be carried out. It is

pertinent to note that long term commitment or strong attachment does not exist. It

is strictly short term base with no career path whatsoever.

PROPOSED HR STRATEGY FOR THE ORGANISATION

Having studied the modus operandi of this organization, the mission statements

and projections towards achieving greater goals, I hereby propose a

COMMITTED EXPERT STRATEGY. As clearly defined in the explanation

above, committed expert suits our mode of operation. Illustratively, ours is a

company that produces sports apparel known throughout the whole world. Our

employee base should reflect affinity to deliver with little or no supervision owing

to our continuous customer demand. With this strategy, we can easily recruit

employees, train them on specific tasks that will reflect our sports apparel

production stage. After the training, they can then be redeployed to head sections

that show task continuity towards our product delivery.

With our worldwide expansion plans, such employees can be sent to new branches

so that they can transfer the imparted knowledge into new set of employees to be

recruited.

JUSTIFICATION FOR CHOSEN STRATEGY

As we all know the threats posed by our competitors in the sports apparel Industry,

it is high time we reviewed our business strategy. This is the time to embrace

differentiation business strategy. This is the production of goods and services

that are superior to those produced by the competitors. By so doing, we will be

creating a unique value that our esteemed customers will be willing to pay more.

By embracing this business strategy, then the number one constraint is TIME. We

have to seek to produce these set of new products within limited time to ensure we

are well ahead of competitors which automatically means we cannot afford to

embrace a LOYAL SOLDIER HR Strategy. Also the need to keep our innovations

and ideas within the company means we cannot afford to embrace BARGAIN

LABOURER or FREE AGENT HR Strategy. Only COMMITTED EXPERT

Strategy can guarantee fast, secretive and quality goods and services delivery.

I will hereby implore top management to kindly see reasons with me.

Also I will want to discuss significant impact of HRM in organizational

development and achievement.

Once again, I will appreciate the decision of the management to recruit a Human

Resource Manager because no world renowned organization perform exceedingly

well without a strong HRM. This is because HRM guarantees High Performance

Work System –“ which aim to impact on performance through people by the use

of such practices as rigorous recruitment and selection procedures, extensive and

relevant training and management development activities, incentive pay systems

and performance management processes.” (Majmaah University n.d., online)

CHAPTER THREE: HIGH PERFORMANCE WORK SYSTEM

As the Human Resource Manager of this company, I will ensure a High

Performance Work System through the under-listed methodologies:

Work Design: I will make sure there is a perfect work place arrangement that has

the objective of overcoming employee alienation and job dissatisfaction that comes

about from mechanical and repetitive tasks in the workplace. This will boost

productivity because it will offer employees non monetary rewards like satisfaction

from greater sense of personal achievement.

Job Analysis: “Detailed examination of the (1) tasks (performance elements) that

make up a job (employee role), (2) conditions under which they are performed, and

(3) what the job requires in terms of aptitudes (potential for

achievement), attitudes (behavior characteristics), knowledge, skills, and the

physical condition of the employee. Its objectives include (a) determination of the

most efficient methods of doing a job, (b)enhancement of the employee's job

satisfaction, (c) improvement in training methods, (d) development of

performance measurement systems, and (e) matching of job-specifications with

the person-specifications in employee

selection. Comprehensive job analysis begins with the study of

the organization itself: its purpose, design and structure, inputs and outputs,

internal and external environments, and resourceconstraints. It is the first step in a

thorough understanding of the job and forms the basis of job

description which leads to job specification. Also called human resource audit, job

study, or occupational analysis. See also activity analysis, performance analysis,

and task analysis.” (Business Dictionary n.d., online)

Recruitment: I will make sure our recruitment process is fair and that only those

that imbibes or organizational cultures, fit and potentially trainable are employed.

Unnecessary cost of hiring shall be avoided.

Retention: In avoiding the cost of undue hiring, retention of employees needs to

be embraced. In doing so, I will ensure only fit, promising and recommended

employees are retained

Separation: Consequently, only erring staffs recommended for termination shall

be separated. Retrenchment shall not be based on misjudgment or bias.

Performance Management: This is known as an assessment of employees

towards predetermined goals. I will ensure a fail proof performance indicator to

fairly monitor individual employee performance. By so doing, their input into the

organization will improve since they will be guaranteed fair assessment.

Training and Development: This is the official ongoing educational activities

within an organization designed to enhance the fulfillment and performance of

employees. Time to time workshops for enhancing service delivery of employees

shall be organized on departmental basis. This will axiomatically boost

productivity.

Compensation: Compensation plan aimed at rewarding dedication to service,

quality service delivery and punctuality shall be established. Direct benefits (such

as salary, allowances, bonus, commission) and indirect benefits (such

as insurance, pension plans, vacations) shall be introduced and sustained to

discourage employees turnover

Employee Relation: As previously explained, I will ensure a solid and flexible

Employer- Employee relationship. With support from the Administrative

department, I will create an avenue for ease of conflict resolution among

employees and even compensation plan for a hitch free employee business year.

With all these, I can guarantee increase in productivity which will also propel the

company”s financial stand in the long run.

CHAPTER FOUR: ELECTRONIC HUMAN RESOURCES

MANAGEMENT

EXTRACTS FROM SCHOLARLY DEFINITIONS AND SUBMISSIONS

ON E-HRM

(Grege, 2009) the electronic human resource management is one of the most

important modern managerial methods and strategies to make a change, develop,

and achieve the competitive advantage.

(Al-Kurdi, 2010) defines the electronic human resource as a new managerial

methodology based upon the comprehension and conscious use of the information

and communication techniques in accomplishing the basic jobs of management and

developing human resource.

(Al-Kurdi, 2010) also defines it as the employee‟s job and responsibilities

fulfillment that is required by the organization that he works in, means the results

that he achieves in the organization, the performance concept also indicates the to

the results defining the behavior, and so the positive performance is desired

defining result of behavior and on the other hand the negative performance is an

undesired defining result of behavior.

The electronic Human Resources Management Concept

The electronic human resource management is defined as a new managerial

methodology based on comprehending and the conscious use of information &

communication techniques in handling the basic assignments of managing &

developing human resource.

Electronic human resource is considered a new pattern of thought and managerial

practicing that adopts the age of fast variable changes, contains its renewable

techniques, applies its effective mechanisms and invests in its information &

communication techniques that achieves its functions , the most important

specifications of the electronic human resource management resembles in:

- adopting the concepts of ( strategic management ) from the side of blurred vision

,the essential message of the organization and the positive handling with the

Surrounding external and internal environment, goal defining strategy for the

human resource management.

- Immediate & positive response with the transformations in the work market and

the necessary developments in the structure of human resources management ,

amending the methods & the attraction plans ,in addition to the suitable selection

process which is applicable with those transformations.

BENEFITS OF E-HRM

1 - Financial cost savings

2- Decreasing the amount of written & paper work.

3- Decreasing the needed time to accomplish transactions from days to minutes.

4- Easing the pressure that could happen as a result of aligning in waiting rows is

efficiently achieved.

From the scholarly studies shared above, as the HRM of this laudable organization,

I will start a transition plan that will enable us swiftly shift to E-HRM so that all

those afore-mentioned benefits will not elude us.

The major challenge faced by E-HRM is acceptability and inertia to shift.

Acceptability in the sense that most people are already used to the existing system

of human resources management and therefore will find it difficult to embrace this

trending system of E-HRM.

I will organize workshop to enlighten both management and staffs on the benefits

of using E-HRM earlier enough. This will raise their orientation level and makes a

considerable increase in acceptability level.

CHAPTER FIVE: CONCLUSION

In light of the above report, I will once again implore the top management to, in

the interest of company’s continuous growth, innovations and fast tracked

developments; consider making me a strategic partner. I pledge my continuous

dedication to service. Thank you.

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