Role Of Creating Sustainable Organizations â€Myassignmenthelp.Com

Question: Discuss About The Role Of HR In Creating Sustainable Organizations? Answer: Introduction Managing Human Resources includes performing the functions related to the human resources of the organisation which is to be taken care by the Human Resources manager. It includes functions like planning and allocating resources, training and development activities, motivating and encouraging employees, managing the demand and supply of employees in the organisation and many more (Guest, 2011). The report is based on the case study where two hospitals are mentioned. One has a separate HR department while other does not have an HR department and the functions of HR are handled by the managers themselves along with CEO. It will be recommended that what actions should be taken by the CEO of the hospital which does not have separate HR department so that the operational improvement can be made in the hospital. The report further discusses building capabilities of sustainable HR in the organisations. It will help the hospital in developing the sustainable HR practices Recommended course of action to the CEO in the first hospital to improve the operation of HRM As per the case study, the first hospital does not have any dedicated HR department and the CEO himself with the support of finance manager runs the functions of an HR which involves recruitment and selection, training development and other functions. Because of no specific responsibility assigned, the hospital is facing challenges of disputes, staff grievances, absenteeism and more. It is recommended to the first hospital that proper Human Resource department needs to be settled to manage the growing concerns and issues among the staff and management. It is because the Human resource department focuses specifically on planning the management of Human resources of the organisation for their betterment and development in the future. It also aims at making the employees committed to the organisation and providing their full potential in the hospital so that the users feel satisfied and prefer the services again in future. According to Bloom and Van Reenen (2011), Human resource management is the management of the human capital of the company. It aims at maximising the performance of the employees in order to meet the strategic objectives of the company (Schroeder, 2012). The first hospital needs a separate human resource department in order to improve the operations of HRM. It will plan the right mix of manpower in the hospital so that the services, their volume and quality can be maintained in the hospital. It will also plan about training the individuals to make them more competent and to develop positive attitude in them for the hospital. This will let the CEO and other managers to focus on their core operations. Also, it is not the job of the middle managers to handle the functions of HR but they should have an option to access the HR department in case of any dissatisfaction from the management. This satisfies the employees because they know they will be taken care of in the hospital. A clean and professional working environment will create positive attitude in the employees and this will ultimately improve their performance (Tiwari Saxena, 2012). The HR department of the hospital will focus on manpower planning, recruitment and selection, training and development, Health care of employees and working environment of the hospital and future growth and development of employees (Sendogdu, Kocabacak Guven, 2013). The development of HR policies and practices will make the procedures transparent which will make the hospital capable of meeting the challenges related to human resources which includes the staff problems, disputes and increased absenteeism which ultimately affects the quality of care and increases the accidents in the hospital which includes the staff and patients. The implementation of HR policies by a separate HR department will definitely improve the HR operations and overall business of the hospital. Key features of building a sustainable HR capability In the opinion of Kramar (2014), there is a strong relationship between sustainability and Human Resource Management. HR is not just about the expansion of personnel management but also the organisational development for enhancing the effectiveness of the same. The organisational capabilities can be explained as the factors which drives the results for the organisation. Every company have their own capabilities. If the company has the ability of managing its people, it gives competitive advantage to the organisation and these capabilities are gained through the people and their collective efforts. A sustainable HR capability involves the following features: Increased focus on sustainability: For building the sustainable HR capabilities, the focus has to be given on sustainability. The employees need to be made understand about the sustainable business practices and how they can create long term value for the human resources as well as for the organisation (Stankeviciute Savaneviciene, 2013) Meeting the expectations of the employees: If the expectations of the human resources of hospital is met effectively, it will ensure the positively in the employees for the hospital and it will also ensure the long term gains for all. Encouragement in employees: if the employees are encouraged through different methods like training, rewards or compensation, the sustainable HR capabilities can be built (Mazur, 2009). Long term employment: long term employment helps in providing security to the employees and avoids the absenteeism and disruption in employees which builds sustainable human resources and their capabilities. Continuous development and learning: This should be well planned which includes training programs and other evaluations which promotes the transfer of knowledge and builds sustainable HR capabilities (Breznik, 2014). Understanding HR and working on the competencies: The key feature of sustainable HR capabilities is how well the HR department of the organisation understand its human resources and work on their competencies. Assessment of strengths and Weaknesses: one of the important aspects of sustainable HR capability is that the strengths and weaknesses of the human resources should be assessed to work on their weaknesses and turning them into strengths (Khandekar Sharma, 2005). Future requirements of HR: the future requirements of HR need to be assessed in order to create value for future. Providing value: providing value to the human resources and adopting the powerful approach of being proactive for the employees builds up capabilities in HR sustainably (Shipton, Budhwar Crawshaw, 2012). For building sustainable HR capabilities the organisation needs to have integrated approach of handling the issues and providing solutions by keeping all the factors in mind. This will develop a fair and transparent culture in the organisation and will benefit in providing satisfaction to the employees. This will develop the employee commitment in the organisation for longer term benefitting the organisation and the future challenges of HR will be met (Tan Nasurdin, 2011). Conclusion It can be concluded that human capital is the key part of the organisation which is to be handled well in order to grow and develop the business in future. It is clear from the analysis of case that the hospital which does not have any separate HR department is losing its employees commitment, performance and growth. It is HR department which takes care of the most powerful asset of any organisation and improve their functional competency. The sustainable HR capabilities can be built by taking care of the needs of HR, valuing their contribution to the firm and continuous development and training. References Bloom, N and Van Reenen, J (2011). Human resource management and productivity,Handbook of labor economics,4, pp.1697-1767. Breznik, L (2014). Deploying human resource capability for sustainable performance: a dynamic capabilities framework. InHuman Capital without Borders: Knowledge and Learning for Quality of Life; Proceedings of the Management, Knowledge and Learning International Conference 2014(pp. 561-570). ToKnowPress. Guest, D E (2011). Human resource management and performance: still searching for some answers.Human resource management journal,21(1), 3-13. Khandekar, A Sharma, A (2005). Managing human resource capabilities for sustainable competitive advantage: An empirical analysis from Indian global organisations.Education+ Training,47(8/9), 628-639. Kramar, R (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?.The International Journal of Human Resource Management,25(8), 1069-1089. Mazur, B (2009). Sustainable Human Resource Management in theory and practice.Economics and Management . Schroeder, H (2012). The importance of human resource management in strategic sustainability: An art and science perspective.Journal of Environmental Sustainability,2(2), 4. Sendogdu, A A, Kocabacak, A Guven, S (2013). The relationship between human resource management practices and organizational commitment: A field study.Procedia-Social and Behavioral Sciences,99, 818-827. Shipton, H, Budhwar, P S Crawshaw, J (2012). HRM, organizational capacity for change, and performance: A global perspective.Thunderbird International Business Review,54(6), 777-790. Stankeviciute, Z, Savaneviciene, A (2013). Sustainability as a concept for human resource management.Economics and Management,18(4), 837-846. Tan, C L Nasurdin, A M (2011). Human resource management practices and organizational innovation: assessing the mediating role of knowledge management effectiveness.Electronic Journal of Knowledge Management,9(2), 155-167. Tiwari, P Saxena, K (2012). Human resource management practices: A comprehensive review.Pakistan business review,9(2), 669-705.