HRM Strategic Integration and Organizational Performance

Question: Discuss about the HRM Strategic Integration and Organizational Performance. Answer: Introduction The HR service delivery report is an overall summery of the competency or the level of competency of the HR department of the JKL. The performance of the HR department of the JKL is competent but could do with a lot of improvement. The level of competency is good but it is not adequate for a firm of that size. The resources of the firms HR department are quite low and the processes are completed eventually but often take longer than necessary (Jackson, 2002). This aspect of the service delivery can be improved in the future by changing the funding policies and personnel recruitment. Analysis of performance data The HR people in the company are competent to some degree as60% of the managers o the company agrees that the performance of the firm is directly improved by the assistance of the HR department. But regarding the budget of the firm the HR department is being overshooting the estimates the performance is not increasing by that level. The job satisfaction rate is at 70% which is quite high and the role of the HR department in the performance is evident from the4 statements of the mangers. The departments adherence to values is high but the implementation is stunted because of understaffing and under resourced department funds. The values that are adhered to are important for the staff satisfaction and performance as the timely solution o the HR issues are focused upon and constant attention of the department and prompt allocation of duty in the different cases usually result in solutions that are timely and appropriate. The code of conduct the HR department follows is staff friendly and helpful where the staffs are assured about the timely solution to their problem. The code that is followed by the department is to be courteous and helpful to all employees who come to the department seeking help. The code also stipulates that all staff must ensure that the person needing help can find it by the assistance of other employees. The organizational policy of the company allows the department some freedom as the department often has to interact with employees from different departments of the organization and the staffs from all departments come to seek help with their HR related issues and investigation has to be conducted for the mitigation of the problem. Therefore the organizational control of the company over the HR department is quite lax in the sense the other departments are controlled separately by the managers. Proposed recommendations for service improvement The financial resources of the company are not being spent in a proper way to staff and supply the department of human resources. Therefore, better management of the resources is necessary for the department to make it more efficient in the operations Recruitment policy (1989 SHRM training/retraining survey, 1989). Responsiveness of the department is quite fast for the limited resources of the department but there could be improvements made in the sector as the staffs are juggling many responsibilities so there would be a slight delay in the allocation of the duty and thus in the implementation of the solution (The SHRM learning system, 2009). Communications of the department need to be more visible and transparent where the concerns of the staffs need to be considered before the notices of means to approach the HR are made clear. This will facilitate better contact with the employees and thus the effectiveness of the HR department will increase (McGovern, 2002). Follow up and support is also an area where the department can do better with more staff. The follow up of the current department is nonexistent it is often seen that issues are arising after the solutions to the problems has been implemented. This will improve the performance level of the department as the assurance of success will be embedded in the promise of follow up queries made by the department (Chanda Shen, 2009). Conclusion To conclude we can say that this report outlines the weakness of the HR department of the organization and the solutions to make the department more effective. This HR service delivery report is the basis of the new service delivery improvement of the service of the HR department of JKL. Action plan Activity Timeline Strategy/application of policy (if relevant) Resources Person Policy Management of financial resources Six months Appointment of manager of financial resources for the department. Financial resource and permission for the appointment of a manager HR financial manager Recruitment policy Responsiveness Six months Recruitment of more staff which will lighten the workload on individuals allowing for free time to make the responses faster. More staff and the allocation of budget to pay them. Executives Recruitment policy communication Six months Make new policy regarding disclosure and communication within the department and from the staff seeking help. Only spreading of knowledge regarding the operations is necessary which can be achieved with the help and cooperation from workforce All people of the HR department Communication policy. Follow up and support Six months Recruitment of more staff which will lighten the workload on individuals allowing for free employees to increase follow up support. The funding to pay for the extra staff. HR manager Recruitment policy References 1989 SHRM training/retraining survey. (1989). Alexandria, Va. Bernard, R. (2002). HR. Leicestershire: Upfront. Chanda, A. Shen, J. (2009). HRM strategic integration and organizational performance. Los Angeles: Response Books. DENISI, A. (2010). HR. [S.l.]: CENGAGE LEARNING. Jackson, T. (2002). International HRM. London: SAGE. McGovern, P. (2002). HRM, technical workers and the multinational corporation. London: Routledge. Neil, G. (2012). HR. Reno, NV: Priorities Intact Pub. The SHRM learning system. (2009). [Alexandraia, Va.].