Cogin, J. A., Ng, J. L., & Lee, I. (2016). Controlling healthcare professionals: How human resource management influences job attitudes and operational efficiency. Human Resources for Health, 14(1), 1-8. Web.
Objective and Research Questions: The objective and research question were to determine how effective Human Resource Management (HRM) was implemented in Australian hospitals. Since the medical sector is one of the most important in the service sector, it was essential to identify the shortcomings of HRM in this area in order to be able to correctly and efficiently solve the existing problem. The research question involves identifying the effectiveness of HRM and the distribution of roles in the quality of medical care.
Research Method: The data were collected through interviews among the medical staff of different clinics. A total of 34 people from Australia took part in the study. The research used a qualitative study design that included professional groups of physicians. Using this approach, scientists could identify in detail the shortcomings of human resource management in a particular area.
Findings and Discussion: The study found that in this service sector in Australia, a controlling approach to personnel management prevails with behavioural control being the main method of managing medical personnel. This applies to junior medical staff, while commitment-based controls are used for senior doctors. At the same time, the researchers noted a low level of investment in people as professionals. This significantly impacted the final quality of services since the efficiency of employees was reduced due to low motivation. This result was caused by improper use of personnel control levers and was why it was difficult for managers to apply any methods to increase the moral component of employees. Lack of rewards for a job well done is a sign of management incompetence which leads to poor performance. Too much control does not allow staff to feel comfortable in the workplace, leading to demotivation and unwillingness to work hard. This HRM style implies that institutions have clear audit and assurance roles which in turn means that the verification and inspection control indicators are high. Task performance is a priority for this type of human resource management, which means a potentially successful system.
Conclusion: In the conclusions, the researchers suggested that increased control over personnel might be effective only in achieving some short-term goals. However, in the long term, such a management method did not show effectiveness, as employees lose motivation due to a lack of trust and rewards. In conclusion, the authors suggested that medical institutions reduce the degree of control to increase the hospital’s efficiency.
Contribution to Final Report: This article is related to the final work as it helps to clarify the degree of influence of control in the service sector on the final efficiency of the system. This is useful as they reveal the pros and cons of this approach to human resource management. In the context of Australian healthcare facilities, it is also essential to get the right management strategy to achieve effective performance.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach? The International Journal of Human Resource Management, 25(8), 1069-1089. Web.
Objective and Research Questions: This article’s aim was to determine the effectiveness of a new approach to human resource management in the service sector. Sustainable management can replace strategic management and, accordingly, requires scientific development in order to determine the degree of its usefulness. The meaning of a sustainable approach to human resource management was that management measures are taken systematically and are part of a global system that develops personnel. The question that researchers raised concerns the analysis of this management structure and understanding the principles of its work. In addition, an important aspect of the purpose of the work was to find out how effectively sustainable human resource management can replace strategic one.
Research Method: The study’s method was a comparative analysis of the literature to study different management approaches within a sustainable HRM. The author collected information from scientific articles, books and journals to form an accurate idea of whether sustainability can replace the strategic approach. Strategic personnel management is a programmatic way of thinking and managing that ensures the coordination of the goals, capabilities of the enterprise and the interests of employees. At the same time, a sustainable approach ensures a uniform and harmonious development of personnel and management. The article did not indicate the exact number of processed sources of information. The study was conducted at the School of Business, Australian Catholic University, in Sydney, Australia.
Findings and Discussion: The study’s findings consider different meanings of the relationship between sustainability and human resource management. The author understood in detail the semantic complexities associated with stability and its use in different connotations. The results contain information on important basic characteristics of sustainable human resource management. The implications of sustainable human resource management versus a strategic approach were examined in detail. In this regard, the author found that strategy significantly affects the economic component of the success of organisations in the service sector. However, in addition, the author concluded that human resource management is aimed not only at financial performance. Accordingly, it is important to clearly define the moral indicators of personnel management strategies. A sustainable direction in people management is a new promising system allowing management to set broader company goals. At the same time, the employer needs to consider the growing dynamics of the workplace and the difficulty of dealing with the negative consequences of improper personnel management. Because of this, various kinds of mistakes can be made in the personnel policy, leading to the failure of human resource management and resulting in staff turnover. The author acknowledges that the problem in the interpretation of sustainable HRM remains relevant and is the stumbling block that does not allow the full use of this technique in work.
Conclusion: The approach being studied takes a moral position concerning employees, which positively affects doing business. Sustainable human resource management is an interdisciplinary approach, and it is important to explore further the relationship between activities and outcomes. Strategic human resource management as an approach to personnel management combines a set of measures that allows you to achieve the most effective results through the use of a democratic approach to management.
Contribution to Final Report: This article relates to the final report as it helps present a new human resource management method. A detailed study of sustainability in HRM opens up new opportunities for managers who can significantly improve interpersonal relationships with employees. In addition, the paper allows me to better understand the advantages of the sustainability approach and the problems it solves.
Voegtlin, C., & Greenwood, M. (2016). Corporate social responsibility and human resource management: A systematic review and conceptual analysis. Human Resource Management Review, 26(3), 181-197. Web.
Objective and Research Questions: The objective of this work was to study the relationship between corporate social responsibility and human resource management and to provide recommendations for management. Deepening the relationship between these concepts was important to understand how personnel management works in Australia. The review and analysis of the important relationships for HRM will deepen the practice of HRM and make it more effective.
Research Method: The method used by the article’s authors is to review and analyse information collected from various thematic literature sources. The analysis of literary materials allowed the authors to comprehensively assess the objective and develop a methodology for further research in this area. The number of sources of information was not given. The study was conducted based in Switzerland and Australia.
Findings and Discussion: The study identified the main features that link corporate social responsibility and human resource management. Three approaches have been developed to explore corporate responsibility and HRM in detail. The researchers concluded that the new area of study is underdeveloped and fragmented. Accordingly, further study of the issue is required for its full understanding and analysis. The article draws important links between corporate responsibility and HRM. The authors claim that they have made significant progress in developing concepts of the relationship between the two concepts. The researchers have developed three approaches: instrumental, social-integrative and political. The instrumental approach ensures the discovery and correct use of control methods. A socially inclusive approach means looking for social connections to improve relationships with employees. The political approach explains how company policy can influence the relationship between staff and management. The authors concluded that each program has a separate impact on personnel management. It is noted that in the issue of conceptualizing corporate social responsibility concerning human resource management, a theoretical consideration of the problem and practical tests are important.
Conclusion: The authors’ conclusion is that this topic requires increased attention. This comes from the reflection that the issue has not been studied enough to allow a full-fledged debate about the extent to which corporate social responsibility and human resource management are interrelated. The interest in the enterprise’s success plays an important role in shaping the responsibility of employees and managers.
Contribution to Final Report: This paper can provide grounds for research regarding the relationship between corporate responsibility and personnel management. The analysis carried out in the paper is the basis for further study of human resources and their relationship with various social aspects of a business and will be of some use for my next assignment.
Cogin, J. (2012). Are generational differences in work values fact or fiction? Multi-country evidence and implications. The International Journal of Human Resource Management, 23(11), 2268-2294. Web.
Objective and Research Questions: The first research question was to explore the impact of age diversity on HRM policy and practice. The second concerned the establishment of intergenerational differences as a variable social category. The third research question is to study the labour values of different generations. The authors argue that the problem of conflict between employees of different age groups is common and requires study. Age diversity is of great importance for the method and management of personnel and for the way in which management is carried out in the company. In addition, the paper aims to explore the relationship between how greater age diversity affects the dynamics of companies.
Research Method: The research methodology was the collection and analysis of information declared in various literary sources. In addition, the article conducts research according to identifying the best way of cooperation between different generations. The article examined the labour values of several generations and made a comparison to identify discrepancies that could lead to conflicts. The number of sources analysed in the article is not mentioned. The study was conducted at the University of New South Wales, Sydney, Australia.
Findings and Discussion: The findings of the study were finding significant differences between generations of workers, as a result of which conflicts arise. They lie in the fact that the younger generation has other labour values and cannot fully cooperate with the older one. In this regard, a number of recommendations and techniques for human resource management can be derived. The ratio between the working values of employees of different age categories and methods of working with personnel can have a positive impact on the final result of the work. In addition, the author found that taking into account the characteristics of generations and what principles they are regulated in their work can significantly increase the motivation of employees. The main differences between generations were identified in the categories of anti-leisure asceticism and hard work. In the last category, the researcher notes that the younger generation tends to decrease their workload. In some cases, this can cause disagreements and conflicts with superiors, as older people are used to managing people and working differently. It is noted that the solution to the problem can be flexible work programs that are already widely used in the service sector. However, there are problems with how they are perceived and followed by management. This means that the prevention of generation gaps is a two-sided problem that needs to find more flexible methods of elimination. The problem is that many employers perceive such programs solely as a means for parents who need a convenient schedule.
Conclusion: In conclusion, the author noted that many of the problems associated with the emergence of conflicts could only be overcome by implementing flexible schedule programs. For employees of different generations, this can be a way out of problematic situations. Simplification of human resource management is also possible due to the equalization of the rights of all groups of personnel.
Contribution to Final Report: The article is related to the final report as it helps to understand how HR are in Australia with the age policy of companies. Considering age when building a human resource management strategy is an important aspect for directors. This experience can help develop new strategies that will help build relationships within companies with age diversity.