Organisation and HRM strategy

Why is it essential to build training into overall organisation and HRM strategy? What evidence should one look for to see if organisations are doing this? Introduction An organisation consists of two structures; tall structure and a flat structure. With a tall organisational structure there consists of four levels with the manager at the top of the structure and the employees at the bottom. There are more layers so the communication between the managers and employees is low and therefore this tall structure is less efficient.

There are clearly defined responsibilities and roles in the tall structure. With the flat organisational structure here consists of three levels which make this structure more efficient as there is more communication as there are fewer layers within the organisation. In recent years the emphasis has changed to flatter organisations; this is called ‘delayering’ which means the layers within an organisation is removed. The delayering in an organisation increases communication so employees have a better role within an organisation.

Organisations work in a politically stable environment in the United Kingdom. There are equal rights issues within organisations; when employing someone organisations have to be aware of equal rights. There are many factors that effect organisations in the UK such as global economy is more competitive, unsuccessful jobs can lead to many job losses and there is a higher demand for flexible hours and part time work. Organisations have had to respond to the increasingly competitive environment in which they operate. Flexible hours work around a person’s social aspect of life.

Organisational training is important as it can improve staff skills; and to be up to scratch and improve standards. A training need is a deficiency in the performance of certain area of an organisation’s duty resulting in lack of job awareness and knowledge or ability or of the right approach in certain persons. A deficiency can lead to the future of the establishment so training within the organisation can prevent this.

Training can improve with building and making teams which can help with staff communication. It can motivate staff to work as productively as possible, also train on customer awareness, product training, equal opportunities and time management. There are many factors to why organisations need to training for their staff; it will develop better job knowledge, transfer skills and team working and all these lead to communication. Communication is a very significant key to any type of organisation, if the workforce has no communication; this could lead a bad working environment and can affect the business.

Strategic Human Resource Management is the process by which an organisation establishes its objectives, formulates strategies to meet objectives, implements actions and measures and monitors performance. Influences that can cause training needs to arise in an organisation can include technological change for example the upgrade of cashier tills in businesses, promotion and development, legal changes such as EU regulations or requirements for flexibility and multi-skilling.

Types of Training + Methodology

IT training is an important type of training for an organisation as technology is increasing rapidly nowadays and the organisation would need to keep up with the expertise, equipment and knowledge. For example, at WHSmith when they changed their cash tills to touch screen tills they had till training sessions for their employees. The training was essential for all employees and was paid; this was a motivation manner for the employees.

Customer relation training is to acquire employees to increase on customer needs and awareness. Certain organisations invoke group activities so that employees can work together and develop or progress communication. Within an organisation time management is very important, this is awareness for break times, arriving to work on time, save instead of waste time and don’t delay when doing work or tasks for the business.

In 1956, a group of educational psychologists Benjamin Bloom developed a hierarchy of levels of intellectual behaviour important in learning. On test questions, Bloom found over 95% that students encountered them to think at the lowest level, the recollect of information. So Bloom identified six levels within the cognitive domain from the simple recollect or recognition of facts, this is the lowest level through progressively more complex and theoretical mental levels to the highest order which is classified as evaluation. Bloom created a taxonomy for categorizing level of concept of questions that commonly occur in educational settings. The following represents intellectual activities.

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