Human resource management - Essay Example

The Rasch Model, in accord with item response theory, is specifically recommended as a means of identifying candidates. Compensation is examined with recommendations for the Belgium operation being the implementation of a bonus system in accord with Maslow’s theory of motivation; with the Netherlands operation a bonus system in accord with Herzberg’s theoretical perspectives is recommended. The report further considers management, communication, and motivation. It argues that a charismatic model be adopted to improve motivation and avoid the challenges posed by employees refusing to work overtime.

In addition to these changes, the report explores the notion of organizational culture and thematically argues that Manners Europe must increasingly attenuate itself to European society. Introduction Manner’s Europe in many ways has experienced tremendous success in its expansion processes. In the last two years total sales from the four stores in the Netherlands and the three stores in Belgium rose from $1.5 million to $10 million. Specifically, the building supplies and home improvement outlets have experienced the greatest expansion success.

With the rapid expansion of Manner’s Europe, however, primary challenges have emerged that distinguish the American foundation and organizational culture from its European counterparts. . Background Manners Europe is the wing of the United States operation. The company has experienced tremendous growth in recent years, expanding from $1.5 million to $10 million in sales. Specifically the building supply and home improvement stores have constituted the largest areas of growth. While the company has been successful, a number of challenges have emerged in recent years.

Notably, the stores in Belgium and the Netherlands have faced a variety of human resource and cultural issues. Human Resource Planning Within the context of Manner’s Europe one of the primary considerations is the recognition that human resource planning needs to assume a more central position within the broader spectrum of the organization. While Manner’s Europe recognizes the importance of human resources, as evidenced by challenges posed by the recent employee practices, this report argues that human resource planning must constitute a larger focus within the organization’s strategy.

Berry (2011, p. 66) argues that, “by linking HRD solutions to specific business results, such as revenue- related metrics, senior management will begin to see us as a source of competitive advantage.” This approach has been embraced by a variety of other theorists (Elwood 1996, p. 7; Spector 1985; Breaugh & Starke 2000, p. 305) The underlining argument in these regards is that while organizations have traditionally viewed human resource development as a necessary cost, instead it should be situated as an economic value add (EVA).

Within the context of Manner’s Europe, this report recognizes that human resource planning has largely been situated as a cost concern. One considers that