Examining Role of Engagement System †Free Samples to Students

Question: Discuss about the Examining Role of Engagement System. Answer: Introduction The statement derived from this case study is about the roles and responsibilities played by Human Resource Manager in creating organization based on sustainability. In these case studies, it is said in a Hospital, there is a lack of HR department facility and CEO of that Hospital devolved the key responsibilities such as development training, leadership and health management to the middle managers. However, the problem arises that the middle managers do not really know about the roles and responsibilities of the HRM and their implementation on the ground, this resulted to a lack of improvements and it brought a lot of challenges in the field of Hospital. Accordingly this needs to be addressed about how to bring improvements in the roles of HRM. Next case study deals with a hospital where it has a responsible HR manager and take of the administration of the hospital properly. Therefore, against this background it is important to know about the roles of Human Resource Manager in creat ing a sustainable organization. In the Case study of the first hospital, it has been said that due to the absence of a dedicated HR manager, CEO and his finance manager was running the HR facility and they devolved most of the key functions of the HR to the middle managers of the organization. However, the managers has little knowledge about the policies of HR manager, this resulted to the rise of confusion in the field of HRM and increased the industrial disputation and higher level of staff shortages. Therefore, in this regard, it is important to give advices to the CEO to bring improvements in the field of HR manager roles. The senior manager plays an important role in terms of directing the middle managers in the organization. It is the responsibility of the senior managers to train the middle managers properly in terms of executing work properly. Therefore in this respect firstly, the proper senior manager is needed to be recruited to give proper training to the middle managers. Other than this, the middle leadership in terms of devolution of their power of the HR manager needs to be followed properly (Harding, Lee Ford, 2014). It is important to give proper leadership training to the middle managers. It is therefore, significant to extend the development programs of leadership in order to incorporate the managers of all levels where the leaders can learn from each other (Mollick, 2012). In this respect, the mentorship programs can also bring improvements of the leadership development program. It is important for the organization to give feedback to the middle managers about the roles that they are playing of HRM from the executive leaders and also from the employees who are working under him. Therefore, in this sense, providing a very good feedback and giving recognition to their hard work would give them energy in terms of skills of in leadership and also encourage the working of those employees who are working under him (Van, Davis Ventor, 2014; Susaeta Suarez, 2013). The supportive culture of the organization needs to make sure that the practices of Human Resource Manager are linked with middle manager in terms of implementation of HR levels. It includes the rewards and recognition to the middle managers who are working hard and executing their duties properly. With the proper training, if the middle managers implement the policies of HR manager properly it would lead to the job satisfaction, employment turnover would be reduced. For this the middle managers are needed to be aware of the functions of the HR manager and then implement accordingly (Alfes et al., 2013). The middle managers need to start interacting with the employees and understand their issues. He needs to act as a role model for everyone working under him. Human Resource Sustainability It has been stated that there is a crisis facing the Human Resource Management in terms of staff turnovers which are increasing, declining in loyalty and the diminishing in the growth of productivity. Therefore against this background, it is important to identify the key features which can bring improvements in the HR sustainability in an organization (Enhert et al., 2013). The need for Organizational competencies for the success of corporate must be developed systematically. This incorporates building knowledge systematically and making the diverse productivities and building the potential of human knowledge and management. There should be an ongoing investment in gathering skills and knowledge of the corporate sectors (Enhert, Harry Zink, 2014). The organization needs to keep the right balance between the life outside work and work. To acknowledge the significance of acquiring a life balance and work, the quality of working life is important. It has been stated that over 1300 managers stated that the long hour working leaves a negative impact over the workers. Sustainability of the Human Resource is depending on the organization who are pursuing an integrated strategy in which the relations of the employees are added to the planning of the organization and also the process of implementation. It is important for the organization to develop the capabilities of the organization to combine the strategies and vision in order to make the performance better (Kozika Kaizer, 2012). The HR function can become the partners with the senior or line managers in implementation of strategy by forming a link between the market place and boardroom. The HR manager must ensure the efficiency in the organization by making sure the administrative efficiency. The HR functions must be the agent of changes, shaping the culture and the process and that brings improvements and increases the organizations capacity for bringing further transformations. At the lower level, the HR needs to advocate to become the coordinators, integrators and mentors who is looking forward to link and include the capabilities of a human into the structure of the organization and also including the practices of the organization. The main challenge of HR who is responsible to move the organizations in order to adopt the practices based on sustainability towards the strategies of organizations and also a climate needs to be created which would focus on the potentiality. It is the responsibility of the company to build a profitable environment for the managers in order to take care of their community. The HR manager must take care of the common values, recruit people, develop the employees and also establish policies for the works in order to create a sustainable environment in the organization. The increasing number of HR people who are going beyond their traditional roles and now they focused in understanding what pushes the performance of the business and also to concentrate on the capabilities of the employee for the near future. Conclusion Therefore to conclude, it could be state that the role of HR manager is changing with time and space and they are overlooking the traditional ways in order to incorporate more new strategies to bring improvements in the functions of the HR. The middle managers according to the case study are needed to be trained properly so that they can implement the policies of the Human resource more carefully. The recruitment policy needs to be effective in this sense. At the same time, building the HR capability to bring improvements in the culture of organization is important. References Alfes, K., Truss, C., Soane, E. C., Rees, C., Gatenby, M. (2013). The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement.Human resource management,52(6), 839-859. Ehnert, I., Harry, W., Zink, K. J. (2014). Sustainability and HRM. InSustainability and Human Resource Management(pp. 3-32). Springer Berlin Heidelberg. Ehnert, I., Harry, W., Zink, K. J. (Eds.). (2013).Sustainability and human resource management: Developing sustainable business organizations. Springer Science Business Media. Harding, N., Lee, H., Ford, J. (2014). Who is the middle manager?.Human relations,67(10), 1213-1237. Kozica, A., Kaiser, S. (2012). A sustainability perspective on flexible HRM: How to cope with paradoxes of contingent work.management revue, 239-261. Mollick, E. (2012). People and process, suits and innovators: The role of individuals in firm performance.Strategic Management Journal,33(9), 1001-1015. Susaeta, L., Suarez, E., Pin, J. R. (2013). Economic crisis and communication: The role of the HR manager. Van Rensburg, M. J., Davis, A., Venter, P. (2014). Making strategy work: The role of the middle manager.Journal of Management Organization,20(2), 165-186.