Essay on "Gaps Between HRM Plans and Implementation"

Essay 5 pages (1432 words) Sources: 1 Style: APA

[EXCERPT] . . . .

Gaps Between HRM plans

The standard aspects of Human Resource Management, as described by Rothwell within John Storey's Human Resource Management: A Critical Edition, are to focus on a developmental approach to employees, where employees are given the right and responsibility to improve their education and skill set, and to improve employee investment in company and/or department goals. (1995, p. 167) Among these two goals are a plethora of opportunities for improvements (for both employees and businesses) as well as opportunities for gaps in the system, that do not meet the HRM planning goals. According to Rothwell one of the most logical occurrences of gaps in the goals of HRM planning occurs when the stress of these two functions is relegated as a line responsibility. In other words, line mangers that are frequently pressured and driven by the productivity and profitability issues of the division of the company are less likely than others to seek to develop employees' skills and education and/or stress employee investment in company goals and ideals. (1995, p. 167)

Some possible scenarios of gaps, could include lack of time, on the part of line mangers to organize or have access to employee information, such as education and skill training goals or experience beyond the line tasks they perform on a daily basis. The gap then occurs when the line manager is unaware of skill set and therefore does not know which essential part of training to make available to the employee or organize for time away from the line for the employee to meet such goals. Additionally, as Rothwell is aware the line manger is frequently burdened with extensive responsibility regarding productivity goals, making the position rather short sighted, in that time away from production might not be seen as the most logical solution for any employee with regard to productivity. This is short sighted in that the employee is then not given the opportunity to make long-term changes in skill set that might make them more adaptable on the line or even more productive in the long-term. Line managers seeking to meet monthly or quarterly goals have a limited labor pool to draw upon and may be unaware of the potential or possibility for utilization or development of employee skill set, even when such a skill set would improve the line output in even the very near future.

Another possibility for a gap would be when a line manager has goals that are focused excessively on production, and bottom line productivity, and has lost sight of the overall company goals, which they have been charged with developing employee buy in, of. The line manager then gets stuck in a situation where company goals are secondary to production goals and possibly in contradiction of such divergent goals. Employees then, secondarily may feel such a contradiction as a disparity between company ideals and real life demands of productivity. If these two sets of goals cannot be engendered as congruent, buy in is unlikely for either the employee or the line manager.

Traditional roles of the line manager, may be at the root of the possible problem as continuing to stress one set of goals over another, without the development of commonalities between goals will likely lead to dissatisfaction and increased pressure online mangers. If the expansion of roles is essential according to HRM standards, then line managers must be supported by HRM planning to implement both sets of goals, with the understanding that short-term and long-term goals are compatible with production. They must then be capable of stressing congruency, where it can be found for employee development.

The goal then of the company, upper and lower management, should be to reduce the incident of gaps to further meet the needs of the ideal goals of HRM planning. To do this line managers must be supported by HR and other departments to have a clear understanding of the skill sets that employees currently hold and those which they might need in conjunction with productivity and developmental goals. Concurrently, employees must be engendered by HR and line managers, again through planning, communication and organization to make line mangers and others aware of the individual and group skill set both current and intended. This planning clearly requires increased awareness by line managers and employees of opportunities… READ MORE

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