Compensation Plan Outline (Research Paper Sample)

HUMAN RESOURCE
by Student’s Name
Code + Course Name
Professor’s Name
Institution
City State
Date
Introduction
Human Resource Management is involved with the development and recognition of employees’ stratagems that are included into company stratagems and guarantee that the culture, ideals, and creation of the organisation, its member commitment, and motivation contribute richly to the accomplishment of the organisation’s objectives. Personnel Management, on the other hand, involves mainly managerial recordkeeping in the operating point. It aims at maintaining reasonable conditions of service, while at the same time competently managing employee activities for specific departments. It is implicit that the outcome of providing fair terms and conditions and achieving competence in employees’ activity management will consequently facilitate organisational success (Aswathappa 2005, p. 47).
Personnel and Human Resource Management
Personnel Management is mainly an operational utility, the main purpose of which is executing the day-to-day workforce management tasks. Human Resource Management is strategic in function, i.e. it is more concerned with facilitating a more competitive edge to the organisation. Despite being a managerial position, personnel management does not fully relate to management interests since it becomes incompetent due to the lack of understanding and expression of desires and the outlooks of the workforce (Aswathappa 2005, p. 3). As per the name, personnel management is labour force centred, majoring mostly on the organisation’s workforce, such as recruiting and training employees, ensuring that they are paid, enlightening them on management’s expectations, and explaining management’s actions. HRM, on the other hand, is resource-centred, mainly targeting management, concerning devolving the responsibility of HRM to line managers and management improvement. HRM is more practical as compared to personnel management. While personnel management majors on safeguarding of the personnel and managerial systems, HRM focuses on predicting organisational needs, frequent observation, and adjustment of employee systems to meet the present and upcoming requirements and the supervision of change. As a Line Manager at the Coca Cola Company, I execute various tasks as I am accountable for the implementation of a number of roles in conjunction with the Human Resource Department. My responsibilities include:
Disciplining Employees
Discipline is established by the Line Manager by setting out his or her expectations supported by rules and procedures created by the Human Resource Department. A line manager should show dedication towards the enactment of rules and should also portray good discipline and act as an example in order to avoid being criticised by the employees whenever he or she tries to take disciplinary actions against any of them.
Performance Appraisal
Despite being designed by Human Resource Personnel, performance appraisal procedures are performed by line managers. Employee’s code of conduct and performance are evaluated by the immediate Line Managers. The response is obtained during one-to-one meeting with an employee. Line Managers should show adequate interest and sincerity while communicating with workers, lest the appraisal process loses credibility.
Employee Engagement
The approach used by Line Managers while supervising employees plays a significant role. Line Managers develop an organisational culture amongst their teams. By promoting free communication and focusing on the personal strengths and consequently encouraging them, Line Managers are thus capable of engaging and motivating their workers. According to Wilson (2003), Line Managers who have majored on criticising their employees for their weaknesses and negative aspects risk having disgruntled and unhappy employees. Employee engagement is normally measured by the Human Resource Personnel via surveys, but the development or lack of employee engagement is done by the Line Managers.
Environment of Coca Cola Company
There are several environmental factors that affect the working of HRM. Environment supplies the macro perspective, while the organisation offers the micro part. Environmental changes, according to Estreicher and Morriss (2005), have a huge impact on personnel. The primary external aspects include the economic state of affairs, workforce markets, legal and regulatory framework, and labour unions. Every one of these factors independently or in combination with others may affect the HRM functionality of an organisation. Some of the external environmental factors that affect our company include:
Employees’ Organisation – Employees have formed various organisations and have the strength to stage counter the growing industrialisation. These Unions are vehicles that enable them to bargain with the management regarding the terms of employment of the members.
Economic Factors – These conditions affect the organisation’s financial well-being (Kurtz & Boone 2012, p. 281). When economic conditions are favourable, smooth running and expansion of existing programs are possible. On the contrary, unfavourable conditions may lead to termination of other intended programs.
Technological Innovations – Fast technological development and innovation changes are happening worldwide. This has led to the need for more technically skilled and experienced personnel; hence, procurement of these personnel is a requirement to combat the changing technical requirements.
Labour Markets – These are the source of the workforce. Organisations source for individuals with the right skill set to offer the required services. Labour supply poses effects on all the organisation’s activities, but specifically on the amount of pay and labour outsourcing.
The Legal Framework – The organisation has to manage its personnel in accordance with the central government legislations. The important legislations include the Salaries and Wages Act, Acts regulating the Minimum Wages, Gratuity Act, the Factories Act, and legislations on maternity leaves and benefits. The central government is the guardian of industrial and trade activities.
The Nature of the Country’s Human Resource
The composition, values, and academic qualifications of the human resource in the country affects the functioning of HRM in the organisation. The legal system needs to offer the conditions in which employers have the choice to decide about how many and which employees they want to recruit in harmony with their business needs. On the other hand, employees want some kind of security and steadiness of the employment relation (Wilson 2003). The main issue here is the flexibility of the organisation of employment contract systems because there is the pressure placed on employer’s competitiveness where the employer needs to adjust their business activities to the demands of the market as swiftly as possible (quickly reduce the number of employees in case of reduced production, for instance, effortlessly decrease the number of employees in case robotised and highly stylish production lines are initiated, which reduces the need for human workforce). This is the reason why the main focus of all parties involved in the establishment of employment policies revolves around the protection of workplaces (employment contracts). Many states have carried out several comprehensive studies dealing with the costs of employment protection legislation.
HR Planning at the Coca Cola Company
Human Resource planning at the Coca Cola company involves ensuring that the organisation employs the appropriate people in the appropriate positions. These are the people with the right skill set, experience, and determination necessary to ensure the organisation’s success. The roles of Human Resource planning at the company include:
Identifying Personnel Due for Promotion – planning should integrate the creation of a progression path for all the workers. The HRM should evaluate which workers are ready for promotion and who may need more experience in their current positions. The HRM may also organise for academic and training opportunities to equip the workers with better skills, consequently handling more responsibilities (Estreicher & Morriss 2005).
Matching Expertise to the Current Organisational Needs – management functions develop in complexity as the organisation grows (Bohlander & Snell 2010, p. 48). To tackle these changes, more layers should be added into the organisational framework, this will involve creating new positions and hiring the suitably qualified personnel.
Ensuring Sufficient Staff Levels – this involves ensuring that all the company departments are adequately staffed in order to be competent to execute their specified tasks effectively. The planning also guarantees that no individual or department is overburdened.
Stages of Human Resource Planning
Assessing Human Resources – review starts by analysing the external and internal environments of the Company to ascertain the present existing HR inventory level. After the analysis, the HR manager can now determine both the strengths and weaknesses of the company on the one hand and the threats and prospects on the other hand.
Supply Forecasting - it involves assessment of supply of HR given the study of the current resource and the availability of the HR in the future. It evaluates the future supply of HR that will be available from inside and outside the company.
Demand Forecasting – this involves estimation of supply and demand of manpower in the organisation. It is a procedure of finding out future requirements for HR in terms of number and qualification.
Harmonising Supply and Demand – i...