Human Resource Management Question and answers

Introduction - Effective Leadership Power & Employee Retention Tactics

Human resource management refers to processes and duties engaged within handing & retaining personnel with the workplace. Human resource needs to focus on investing in staff to ensure safety and handling all aspects of employment effectually. In the context of business unit, HR plays a significant role from recruiting to compensate and growth of the employees by providing them with training and development (Bratton et al, 2021). The report is based on case scenario of Elina’s quiet quitting behavior which will emphasize on providing advice to Matti to deal with this situation. The key features of the report will highlight the importance of introducing cafeteria style approach within organization. The main motive behind this is to provide rewards and extra benefits to employees. This will help manager in boosting employee morale and engagement. The report will also emphasize on various source of leadership power influence to lead with employees at the workplace and how HR can deal with this situation.

QUESTION 1 - Explaining the concept and impact of the psychological contract in the context of given case study

Quite quitting

Quiet quitting does not signify that Elina have left her job, but she limited her task and job responsibility to those rigorous with job description to reduce long work hours. She wanted to do bare minimum to acquire the job completed as well as position clear goals to enhance balance in work life. She is still satisfying her job but not promising to culture that direct her career as well as stand out of Matti. She sticks to her job description as well as time to go home. She left work behind them along with non-work responsibilities as well as functions. Nevertheless, quiet quitting could be a sign that an Elina is not satisfied within her position and facing burnout. This is the way that she deals with burnout to assist in reducing stress.

Impact of the psychological contract in relation to the situation

A worker awareness of the psychological contract violates is also measured as regular situations in employment relation as well as negative impact for both company as well as employees. This contract encompasses the ambitious, informal belief, obligation as well as expectations the Elina as well as Matti perceives. Breaches have been connected to Elina’s attitude as well as behaviour that hamper their employment relations. Elina expected that her job responsibility will provide desired behaviour on the Matti’s part. She putted extra efforts as well as meet targets on time (Armstrong and Taylor, 2020). Elina was expecting her excellent performance to result in rewards as well as perks including schedule flexibility. Matti may have decided this from her previous experience collected from co-workers. When company breach that psychological contract, demotivated Elina has decided to quickly leave. Breach in physiological contact has impacted on Elina’s reduce in work motivation that lead her to leave the company.

Guidance to the Matti

Matti can pull back on long term rewards and benefits like outsourcing as well as work from home the standard that place loyalty at workplace (Cafeteria approach, 2023). The satisfaction of employees will dictate Matti’s ability to retain top skills and talent personnel at workplace. Matti can raise the frequency of performance reviews that will facilitate open communication with staff. Workers want performance reviews and feedbacks to get stuck on job roles. Workers who are allowed to offer feedbacks and reviews to their managers feel valued and appreciated. One way to prevent staff from feeling of quiet quieting is to be upfront about their job should be evolve in the interview stage. It is the responsibility of HR manager to make aware the staff about the company’s expectations from the very first day (Mahapatro, 2021). Leadership development as well as opportunities for learning and development is essential for enhancing staff organizational performance as well as assisting them to engage in their job roles and careers. Staffs that have professional growth within their career have high productivity and enhance performance at the workplace. Matti by acknowledging, recognizing as well as rewarding staff for good work can retain workers for long time and make them feel appreciated. Rewarding staff is the best way to offer a positive working culture tthat prevent staff from quiet quitting.

Balancing professional as well as personal life can be an major issue but it is very essential. Occupational burnout is the major issue workers started quite quitting and it is significant to get the best out of from staff (Azizi et al, 2021). Elina is adamant about setting more boundaries which encourage healthy work life balance. The manager should provide a robust paid time off as well as motivate staff to use it. Matti can also emphasize on early leaving options in case on emergency and help co-workers on overwork.

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QUESTION 2 - Explaining the advantages and disadvantages of 'cafeteria-style' approach

As the HR manager you want to introduce a 'cafeteria-style' approach for rewards and benefits in the organisation.

Title: cafeteria-style approach

Purpose of cafeteria style

In the current times, large number of companies is placing emphasis on undertaking cafeteria style approach for the benefits and rewards of the employees. This style refers to the type of staff benefits plan where manager provides workforce with a set of various non-taxable and taxable advantages. The workers can then select which advantage would be appropriate for their personal needs and requirements (Hamouche, 2023). Cafeteria-style approach can assist to meet staff requirements’ for control costs, flexibility and allows organization to accomplish their goals in the competitive environment. This approach includes a range of retirement, care assistance and health insurance plans as well as other options such as long and short term insurance.

Advantages

• Address needs of employees: Staffs gets to select the particular advantages that meet their requirements in cafeteria style approach. This provide opportunities to workers in relation to tailor their selection annually when their requirements changes.
• Facilitate employees to pay less tax: This approach facilitates employees to reduce tax amount significantly. This also provides company an advantage to reduce its costs as they make sure that fund will not be spent on unnecessary benefits.
• Competitive advantage: When organization offers this approach to their employees can help them to gain competitive edge (Anwar and Abdullah, 2021). This allows staff to gain access to more options as well as lower costs, as value and innovation drive to success. This benefit also allows company to gain competitive advantage within the recruitment procedure and reduce cost to manage the employment base.
• Improve employee-employer relations: when workers have control over their benefits and rewards can help organization to manage strong relations with them. This also communicates staff that they are valued beyond their productivity level and offers more loyalty among staff that reduces turnover rates.
• Good understanding of rewards: Workers have an improved understanding of their rewards and benefits package every year as they are in charge of making selections for these plans. Employees can use cafeteria style approach by picking and choosing benefits with no research (Collings et al, 2021). Firm sees superior efficiency levels while using the cafeteria style approach to the issuance of advantages.
• Non discriminative: This approach is subject to non-discrimination. This offers continuous rewards and benefits to each employment level as well as non-taxable advantages are also offered to each employee under this approach.

Disadvantages

• Benefit to particular employees: This approach excludes freelancers, full time independent contractors and various other employees. This can sometimes leads to lose firm’s talent as well as skill workers.
• Limited time period: The employees who decide to take part in this approach may require putting capital into it to handle their rewards and benefits requirements. Framework within this approach can involve lots of time of employees.
• Setup fees: Primary set up fee is essential for organization that needs to give a cafeteria style approach to its employees, costs get counterbalance by the cost savings that take place in time (Alzoubi et al, 2022).
• Altered annually: This plan once selected by the employees cannot be changed. This plan can be changed on an annual basis only.
• Complex: As the style is not standard from personnel to personnel this can take lots of time to control as well as manage. This can eventually cost higher for employers.

QUESTIONS 3 - Assessing the role of HR in tackling issues with any abuse of power at workplace

By using French and Raven’s model of power will assist to support and direct the influence of manager power at organization. Power in leadership facilitates managers to assist their team to reach mutual targets and gaols. This persuades others to hold the managers’ efforts. Influencing is essential to leadership as it assists them to create relationships with their employees as well as maintain authority that gives right to power. Matti have authority because of her position at the workplace. Elina should also have a power as she is well liked by her co-workers and have particular skill that contributes to team success.

Legitimate power is a consequence of hierarchy at the workplace. Manager with legitimate power can guide employees by giving ranks to help in maintaining job roles and increase efficiency at workplace. Coercive power refers to gain staff by threatening. Leaders can use this power positively by maintaining discipline and making rules for employees to assist them to behave correctly as well as enhance their productivity. Charismatic power helps leaders to motivate employees at organization. The persuasive nature of this authority is reliant on the gathering quality of the manager’s personality (Greer, 2021). This is relied on a well-established leadership style that motivates and inspires a better change at company. Reward power includes when leader have the power to provide incentives to staff on the basis of their performance. For instance, Matti by offering a raise to Elina with the accomplishment of target and deadline can provide her with rewards and other benefits to boost her morale at workplace. At the company manager reward power is the most effective when the incentive is something suitable to staff needs. The employees desires can motivate them to increase productivity and attainable to allow morale. Expert power means that when one employee have a excellent skills and experience than others at a workplace (Pattanayak, 2020). Staff usually expects from leaders to provide extra benefit to them on their talent. Employees to use expert power within their career can pursue expertise within their field. The company when demonstrating a higher level of competence can ask to take advice and guidance form expert personnel.

Role of HR in tackling issues with any abuse of power in the workplace

Crisis leadership is not a talent that emerges quickly as it forced through continuous preparation, learning as well as support. Human resource team should take possible outcome and position them to facilitate to development of crisis leadership skills. Human resource team can implement and design particular training & development initiatives that concentrate on crisis management, effective communication as well as decision making under pressure (Mousa and Othman, 2020). These initiatives can equip leaders with essential strategies as well as tools. Human resource team by establishing coaching and mentorship initiatives within the workplace can offer emerging leader with the feedback as well as guidance required to refine their crisis leadership capabilities. Human resource can facilitate these connections. Human resource plays a crucial role in establishing Company’s culture. The firm by promoting the atmosphere of pliability where staff is motivated to learn from failure as well as implement within challenging situations is essential to crisis leadership growth.

Human resource should also focus on the satisfaction and wellbeing of staff as well as leaders. A healthy workplace as well as access to mental wellbeing resources can assist leaders to better cope up with stress of crisis situations and outcomes. Now, dynamic business arena puts unexpected challenges within organization the role of human resource is to develop crisis leadership talent (Pattanayak, 2020). This is an collaborative efforts among entire organization as well as human resource to work together to recognize, empower and motivate people’s needs to become better leaders.

Conclusion

By summing up, it has been concluded that by developing and enhancing leadership skills, Matti can create an efficient workplace. Employees are the source of power within the workplace. Managers should recognize that talent and skilled employees can enhance the possibility of company’s success. The company by managing its staff effectively can assist in accomplishing their targets and goals with maximum efficiency. The manager should communicate with employees on the regular basis by taking feedbacks and reviews that will assist them to increase morale and identify their needs.

References

Books and Journals

• Alzoubi, H.M., Ghazal, T.M., Sahawneh, N. and Al-kassem, A.H., 2022. Fuzzy assisted human resource management for supply chain management issues. Annals of Operations Research.
• Anwar, G. and Abdullah, N.N., 2021. The impact of Human resource management practice on Organizational performance. International journal of Engineering, Business and Management (IJEBM), 5.
• Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management practice. Kogan Page Publishers.
• Azizi, M.R., Atlasi, R., Ziapour, A., Abbas, J. and Naemi, R., 2021. Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach. Heliyon, 7(6).
• Bratton, J., Gold, J., Bratton, A. and Steele, L., 2021. Human resource management. Bloomsbury Publishing.
• Collings, D.G., McMackin, J., Nyberg, A.J. and Wright, P.M., 2021. Strategic human resource management and COVID‐19: Emerging challenges and research opportunities. Journal of Management Studies, 58(5), p.1378.
• Greer, C.R., 2021. Strategic human resource management. Pearson Custom Publishing.
• Hamouche, S., 2023. Human resource management and the COVID-19 crisis: Implications, challenges, opportunities, and future organizational directions. Journal of Management & Organization, 29(5), pp.799-814.
• Mahapatro, B., 2021. Human resource management. New Age International (P) ltd..
• Mousa, S.K. and Othman, M., 2020. The impact of green human resource management practices on sustainable performance in healthcare organisations: A conceptual framework. Journal of cleaner production, 243, p.118595.
• Pattanayak, B., 2020. Human resource management. PHI Learning Pvt. Ltd..

Online

• Cafeteria approach. 2023. Online. Available through: <https://indiafreenotes.com/cafeteria-approach-features-advantages-and-disadvantages/>.
• Hansen, L., 2023. What Managers Should Know About Quiet Quitting. Online. Available through: <https://technologyadvice.com/blog/human-resources/what-is-quiet-quitting/ >