Introduction of Human Resource Management Assignment
Get free written samples from subject experts and Assignment Writing in UK.
Human resource management or HR management is considered the strategic approach in order to manage the people efficiently within an organization. It is effective to help the business to gain a high competitive edge. The aim of this report is to review the HR practices to produce an effective roadmap to successfully strengthen Nissan Motor’s talent management strategy. Different perspectives related to HRM are taken under consideration here such as strengths and weaknesses of HRM, internal and external factors that influence HRM decisions and others along with a visual roadmap.
2.1 Explanation and comparison of different HRM areas and their contribution
HRM is associated with different areas of an organization and each of the areas is responsible to make a strong contribution to the organizational performance. The initial one is the recruitment and staffing of the employees that are essential to maintain the organization with a skilled workforce in order to gain such business benefits. As stated by Sung and Choi (2018), employee training and development is the most essential area of HRM through which it is possible to enhance the skills and abilities of the workers to achieve organizational goals more easily. Focusing on employee benefits, it can be stated that this area of HRM is beneficial to retain skilled staff on a long-term approach to ensure better organizational performance (Nissan-global, 2022). From the case study, it has been identified that Nissan keeps a strong focus on the continuous improvement of its HR system. It is very effective to adopt the developed practices and strategic consequences to enhance the effectiveness of HRM mostly. Moreover, the organization is also able to provide opportunities for self-designed careers and it is beneficial to retain skilled workers here. In case of providing the opportunities in order to offer a personal equal growth for the workers, Nissan is able to develop such educational aspects for its workers. For example, the "Global Training Program" (GTP) for the education of engineers as well as education for the technicians is helpful enough to build the alliance group framework. In this context, it can be stated that Nissan is able to promote employee well-being on a strong aspect. It is fruitful enough to develop the growth structure of the business as well.
Core HRM areas
In addition to the above, employee compensation is also relevant to maintaining an accurate pay scale, performance bonuses along with raises within the organization. These aspects are effective to maintain a higher level of employee satisfaction that is much needed to ensure effective performance from the side of employees. Better monitoring of the payroll activities along with the working environment is also under the area of HRM. In the viewpoint of Zaman and Nadeem (2019), working conditions within an organization need to be proper in order to maintain the organizational reputation. In refer to this; Nissan outsources the global HR management systems that are very effective to develop a diverse working condition in the organization (Nissan Motor Corporation, 2022).
Diversity initiative of Nissan
(Source: Nissan-global, 2016)
As per the above image, the cross-culture aspect of Nissan is helpful to create a higher value within the firm. Through this approach, it is possible to hire employees from the global workforce and make them feel comfortable enough in order to promote their work performance severely.
2.2 Examination of strategic HRM
Strategic HRM is the proactive process in order to manage the employees with the help of standard HR components. Based on the case study, it has been observed that the HR development policies, as well as the philosophy of Nissan, are highly beneficial to promoting organizational performance severely. In the case of the improved human resource system of Nissan, it has been found that an "evaluation-based remuneration system" is followed here. It is suitable to properly gauge the employee contributions through a structured way for motivating them in order to achieve higher goals. This type of approach is beneficial enough to gain high competitive benefits by setting strategic business goals and by achieving them within the existing time. According to Lee and Clarke (2019), employees are the core part of a business and it is essential to maintain their satisfaction level on a strong aspect to achieve the business goals properly. Based on the skill, knowledge as well as attitude, it is essential to evaluate the performance level of the employees within the firm. These are also effective to get a clear understanding of the ability of individuals to manage the business tasks in the context of Nissan.
Car market share of Nissan
(Source: Statista, 2022)
The impact of the strategic HRM of Nissan is well understood from the above image as it indicates that the market share of Nissan was increased even during the pandemic situation. Presence of the skilled HR within the firm makes this thing possible and it is also effective to attract more employees by the reputed brand name along with high market share. From the case study, it has been also found that such support for self-designed careers and the offer of learning opportunities are beneficial to maintaining effective employee growth and high satisfaction level. In the case of offering learning opportunities to the workers in Nissan, it is observed that the organization has its midterm business plan such as Nissan M.O.V.E to 2022 (Nissan-global, 2022). This plan is effective to develop strategic educational programs for its workers along with sustainable growth. Being the most popular automobile organization in the UK, it is essential for the firm to educate the workers regarding innovation and the latest technologies. In addition to this, the establishment of Monozukuri University by Nissan is also effective for the individuals to enhance their knowledge level regarding technologies of the automobile industry for a better future. Based on the entire context, it is quite clear that the moves or actions which are undertaken by the HR of Nissan are mostly useful for both the employees and the business to deal with the competitive market situation.
2.3 Critical evaluation of recruiting and retaining appropriate employees
It is essential to make the recruitment and retention process effective enough to ensure a skilled workforce within the firm. In the case of Nissan, it is observed that the HR of this organization strives for the creation of a meritiotic workplace. In this aspect, the recruitment of employees is conducted through five phases such as application, selection, offer, onboarding along with induction. The presence of clarity in those phases is beneficial enough to hire skilled workers only in this firm. Each individual potential is highly accepted by Nissan which helps the organization to develop an innovative workforce. As propounded by Gyllensten et al. (2020), based on the changing work as well as a lifestyle choice, it is essential to develop employee benefits in order to ensure a long-term connection with them. As per this context, Nissan also believes that a worry-free and self-initiated manner is much needed for the workers to enhance business growth as this helps to promote innovation (HN Global, 2021). The HR of this organization has strengthened the workplace environment based on four specific pillars to retain skilled employees. The initial one is that respecting diversity is the core component of the management strategy and it is much more effective to recruit and retain staff in a global context by ensuring a diversified workplace. The second one is to offer career development as well as learning opportunities that help Nissan to enhance employee commitment and loyalty (Yamauchi, 2021). The third one is to ensure employee safety and health and the last one is to strengthen internal communication to execute business activities effectively. Through the above aspect, the retention strategy of Nissan for the appropriate employees has been well identified.
2.4 Evaluation of strengths and weaknesses of HRM
The strengths and weaknesses of HRM in Nissan have been provided below:
? Ability to maintain cultural diversity in the workplace
? Arrangement of appropriate training programs along with intensive training such as the "Nissan Way Leadership Academy program" (Nissan-global, 2022)
? Presence of effective employee motivation and development programs
? Lack of core planning to achieve the profit level
? Lack of development regarding appropriate business objectives
? Presence of the complex UK tax strategy (Nissan-global, 2022)
Table 1: Strengths and weaknesses of HRM of Nissan
The business of Nissan is struggling with the UK tax strategy whereas HR is not able to resolve this factor. Moreover, the lack of proper business objectives can make the employees of Nissan confused enough regarding the main business perspectives (HN Global, 2021). The presence of effective strength areas of the HR in Nissan is highly beneficial to handle the weakness areas properly in order to achieve significant benefits.
Based on the above image, a clear overview of the HRM structure of Nissan is gained. It can be stated that the presence of different departments is beneficial to ensure better workplace structure whereas they need to be managed properly to gain effective outcomes.
2.5 Internal and external factors that influence the HRM decisions along with discussion
In case of core internal factors that influence the HRM decisions in Nissan are market changes, social changes, corporate objectives, technological strategies along with financial strategies. On the other hand, in the case of external factors, the economic, socio-cultural, political, and legal factors can be taken under consideration.
Based on the market and social changes, it can be stated that Nissan has to keep a strong focus on the frequent changes in existing markets to enhance business growth. In this context, it is also essential to identify the demands and necessities of the workers properly to hire and retain them on a long-term basis (Armstrong and Taylor, 2020). The presence of effective corporate objectives is much helpful to design the appropriate strategic actions and execute them properly in order to gain an effective competitive edge. For example, the presence of intensive training in Nissan is beneficial to understand the existing issues within the organization. In the case of technological and financial strategies, Nissan has to adopt the most advanced technologies in order to enhance its business sale. From the case study, it can be stated that the presence of training programs by the HR of Nissan is very fruitful to enhance innovative perspectives within the business (Hamza et al. 2021). In order to analyze the external factors that can influence the HRM decisions, Nissan can undertake the PESTLE analysis of Porter's five forces to understand the country context and industry context respectively. In the case of the UK, it can be evaluated that the presence of a stable political environment (Political stability: 0.47), as well as an economic environment, are beneficial for Nissan to conduct strong business growth (Leatherbarrow and Fletcher, 2018). However, the skilled HRM of Nissan is mostly beneficial to handle each of the existing circumstances properly.
Recommendation 1: Integrated and creative approach needs to be adopted in order to enhance business strategy mostly.
It is essential for the HR of Nissan to ensure the integrated business approach with the business strategy to enhance organizational performance. Through this, it is possible to provide a clear overview to the workers as well to link up their innovation and thinking with business strategy mostly (Slavkovi? et al. 2018). It is very fruitful to maintain an appropriate business culture and to develop greater innovations.
Recommendation 2: The presence of a proper recruitment method is essential to develop a skilled workforce.
An appropriate recruitment method is responsible for the development of a skilled workforce. For example, the HR of Toyota maintains specific employment criteria for which the candidates can separate themselves as per job role (Toyota Manufacturing UK, 2022). Nissan can take a look at this context to ensure that their recruitment process must be unique and developed enough to attract rare talents and hire them as well. Through this approach, it will also be possible to appoint skilled workers in specific areas in order to maintain the workflow and satisfaction among workers.
4. Visual roadmap
In order to strengthen the talent management strategy, initially, it is essential for the HR of Nissan to develop a talent pillar of the business strategy. It is effective to reflect the bottom-line views as well that is much relevant to maintain employee satisfaction (Cooke et al. 2019). Then, it is essential to convert the business goals of Nissan into talent goals through which it is possible to handle the talents more properly. After that, the anticipation of the future hurdles needs to be taken into consideration to run the business smoothly even in an uncertain situation. Talent management initiatives need to be taken under consideration as well and the use of employee referral in this context is also useful (Gandhi and Sachdeva, 2018). Diversity in the hiring process needs to be taken under consideration also to promote a diverse workplace.
It can be concluded that the HRM of Nissan is very effective to hire a skilled workforce and retain them as well. The weakness areas of HRM are a strong matter of concern that needs to be resolved as early as possible. The core HRM areas are suitable to maintain the organizational perspectives and it is essential to adopt strategic actions in this regard as well to maintain proper consistency. The above-stated justified recommendations and the visual roadmap are also appropriate to get a strong understanding to strengthen the talent management strategy of the organization.
Armstrong, M. and Taylor, S. (2020) Armstrong’s Handbook of Human Resource Management Practice. 15th Ed. London: Kogan Page.
Cooke, D.T., Olive, J., Godoy, L., Preventza, O., Mathisen, D.J. and Prager, R.L., (2019). The importance of a diverse specialty: introducing the STS Workforce on Diversity and Inclusion. The Annals of Thoracic Surgery, 108(4), pp.1000-1005.
Gandhi, M. and Sachdeva, T., (2018). Impact of diverse values of employees on organizational effectiveness. Amity Business Journal, 7(1), pp.11-17.
Gyllensten K, Torén K, Hagberg M, Söderberg M., (2020) A sustainable working life in the carmanufacturing industry: The role of psychosocial factors, gender and occupation. PLoSONE 15(5): e0233009.
Hamza, P.A., Othman, B.J., Gardi, B., Sorguli, S., Aziz, H.M., Ahmed, S.A., Sabir, B.Y., Ismael, N.B., Ali, B.J. and Anwar, G., (2021). Recruitment and Selection: The Relationship between Recruitment and Selection with Organizational Performance. International Journal of Engineering, Business and Management, 5(3), pp.1-13.
HN Global, (2021). Reading Lists. Available at: https://hnglobal.highernationals.com/learningzone/reading-lists [Accessed on 28 March 2022]
HN Global, (2021). Student Resource Library. Available at: https://hnglobal.highernationals.com/subjects/resource-libraries [Accessed on 28 March 2022]
Leatherbarrow, C. and Fletcher, J. (2018) Introduction to Human Resource Management. 4th Ed. Kogan Page.
Lee, N. and Clarke, S., (2019). Do low-skilled workers gain from high-tech employment growth? High-technology multipliers, employment and wages in Britain. Research Policy, 48(9), p.103803.
Nissan Motor Corporation, (2022). HR information. Available at: https://www.nissan-global.com/EN/ SUSTAINABILITY/REPORT/SOCIAL/HR_DEVELOPMENT/ [Accessed on 28 March 2022]
Nissan-global, (2016). Document. Available at: https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2016/SR16_E_P077.pdf 2016 [Accessed on 28 March 2022]
Nissan-global, (2022). Sustainability. Available at: Trainhttps://www.nissan-global.com/EN/SUSTAINABILITY/REPORT/SOCIAL/HR_DEVELOPMENT/ing Program Achievements at Nissan Motor Co., Ltd [Accessed on 28 March 2022]
Slavkovi?, M., Pavlovi?, G. and Simi?, M., (2018). Employee recruitment and its relationship with employee satisfaction: Verifying the mediating role of the employer brand. Ekonomski horizonti, 20(2), pp.127-139.
Statista, (2022). Nissan-car-market-share-in-the-united-kingdom. Available at: https://www.statista.com/statistics/300454/nissan-car-market-share-in-the-united-kingdom [Accessed on 28 March 2022]
Sung, S.Y. and Choi, J.N., (2018). Effects of training and development on employee outcomes and firm innovative performance: Moderating roles of voluntary participation and evaluation. Human resource management, 57(6), pp.1339-1353.
Toyota Manufacturing UK, (2022). Toyota Recruitment Information. Available at: https://recruitment.toyotauk.com/ [Accessed on 28 March 2022]
Yamauchi, M., (2021). Employment practices in Japan’s automobile industry: the implication fordivergence of employment systems under globalization. Evolut Inst Econ Rev 18, 249–270.
Zaman, U. and Nadeem, R.D., (2019). Linking Corporate Social Responsibility (CSR) and affective organizational commitment: Role of CSR strategic importance and organizational identification. Pakistan Journal of Commerce and Social Sciences (PJCSS), 13(3), pp.704-726.