人力资源管理理论中工作的职责是什么？
留学生essay代写范文:“人力资源管理理论中工作的职责是什么？”，这篇论文主要描述的是在现代的人力资源管理理论当中，认为员工应该清楚的知道自己处于什么岗位，以及岗位的工作职责都有哪些，这样才能够让员工更好的去完成组织布置的工作任务，本文以咖啡店为例，讲述了咖啡店里每一位员工各自的工作岗位以及职责。分工明确的为顾客提供精准的服务。
Greet customers as they arrive, ask for their coffee preferences and take orders
Maintain safe and clean work environment
Collect payments, operate cash registers and give change
Serving the customers to satisfy their needs and making sure the guests get what they want.
Discover customer needs, suggest product to enhance service and meet sales goals.
Should know how to prepare and serve coffee and other hot or cold beverages
the ability to maintain a positive work environment through your attitude, leadership, and motivation
Provide customers information about deals and new food and beverage items
Follow the health and safety policies and procedures of The Coffee Club
Communicate to Managers or team members in a timely manner
Use customers feedback in order to increase products and services
Result Oriented:
A barista should be provide solutions if some have some problems while provide services
A barista must know how to organize his/her work and figuring out the process to get things done eliminating downtime???should be punctual both in serving clients and coming on time at work
Colleagues:
Use customers feedback in order to increase products and services
Enhance collaboration reinforcing relationships (assist and encourage co-workers positively in order to get successful performance)
Product Preparation:
Offers a wide range of product knowledge and make customers curious to taste new products (Helping to meet the Coffee Club’s sale goals)
Personal learning :
learn quickly and be able to adapt changes (e.g. Deal with people with different cultures)
What are the standards of performance this position needed?
Provide good sservice to customers and get their satisfaction
Dealing with complaints in a timely manner
Must be creative and passionate in the job
Should have excellent personality to communicate with customers
Be delightful, independent, reliable and quick during working hours
What authorities or delegations does the position hold?
None
Who does the job holder work with external/internal of the organisation?
A barista should possess the ability to effectively interact with internal and external customers under the values established by The Coffee Club:
Accountability - willingly answer for the results of behavior
Commitment - put best efforts to maintain superior standards of quality and
performance
Passion - demonstrate love and positive attitude for the work
Inside:
Manager - The Barista reports directly to the manager of the Coffee Club and meet customer service standards set by manager
Co-worker - assisting and giving support to other employees
Outside:
Customers - meet customers’ requests that related to the business and provide a highest level of services to customers in order to developing and sustaining productive customer relationships
What type of people with whom the jobholder comes in contact?
All employees
Customers
What types of problems does the job holder deal with?
Complaints of customers
Machine problem
Inventory issues
What skills does the job holder need in order to perform this job?
Strong interpersonal skills
Well-developed oral and written communication skills
Teamwork skills - positively anticipate in team work
Cash-handling skills
Learn quickly- be able to learn how to make new products
Multitask
Assist and collaborate with other staff
Preform detailed work quickly and safely
Prepare various types of coffee and hot beverages
Ability to remain calm under pressure, in a busy atmosphere
What knowledge does the job holder need i n order to perform the job?
Strong interpersonal skills
Knowledge of food hygien
Knowledge of safe cash handling techniques
Knowledge of how to operate espresso machine
Understanding the coffee production process
Knowledge of customer and personal services
What attributes are needed to be a barista?
Positive and fun
Have passion
Enjoy working in a people oriented
Patience and friendly with customers
Communicate with customers with sincere attitude
Recommendations for BUs at MCB who have implemented FWA as well as CBS BU who has not
实施FWA涉及大量的变化对员工如何规划自己的工作，相互沟通交流。它还包括改变工作模式，管理风格和文化。因此，CBS不需要考虑变管理流程。在变革期间，在做出最后决定之前可能会有谣言流传.。为了维持生产力，项目经理需要确保员工关注他们当前的情况，而不必担心或猜测未来会发生什么.。因此建议通知所有员工的BU，有谣言流传，没有决定关于FWA已经没有。这可以通过一个会议。这将有助于识别利益和未预料到的问题。
Recommendation 建议
The purpose of this chapter is to provide recommendation for BUs at MCB who have already implemented FWA as well as the CBS BU who has not yet implemented FWA.
Align FWA with the business strategy
According to Thomson (2008) FWA is considered to be a major contributor to business success. It is a tool that allows organizations to get better value for money from their employees. Hence the BU can consider aligning FWA with the business strategy and get HR on board to drive the implementation of FWA.
Initiate a change management process
Implementation of FWA involves a substantial change on how employees plan their work, interact and communicate with each other. It also includes a change in work pattern, management style and culture. Hence the CBS BU needs to consider a change management process. During the period of change, there might be rumors circulating before the final decision is taken. In order to maintain productivity, the BU manager needs to ensure that employees focus on their current situation without fearing or speculating about what the future holds. Therefore it is recommended to inform all the employees of the BU that there are rumors being circulated and no decisions regarding FWA have been taken yet. This can be done through a BU meeting. Furthermore a pilot test is recommended before actually rolling out FWA in the entire BU (Burt et al, 2010). This will help to identify benefits and unanticipated problems.
Establish a supportive organizational culture
Based upon the survey, it was found that the successful implementation of FWA is often driven by the company’s culture. When the culture is supportive of these policies, they are likely to be successful. Changing a company’s culture can be time consuming or requires patience.
Line manager and supervisor support
During the survey some line managers and supervisors seemed to be resistant towards FWA. Nearly the same situation was found in BU whereby employees have stopped using FWA. There was lack of manager support. Since line managers and supervisors play an important role during the implementation of FWA (Maxwell, 2005), it is of utmost importance to gain their commitment. This can be achieved through the strategies devised below.
Line managers and supervisors need to be educated of the business case and best practices for FWA through the training session (CIPD, 2012). BU managers who have already implemented FWA can be invited during these sessions to communicate their positive experience. Hence the reluctant line managers and supervisors will have the opportunity to clarify any fears or doubts.
The performance evaluations of line managers and supervisors can be tied to their ability of creating a culture supportive of FWA. Therefore HR will need to review the performance appraisal criteria.
Furthermore employees also need to be empowered. This will eventually make them strong enough so that even if a newly recruited line manager or supervisor expresses some though that would go against FWA, the employees’ first instinct would be to educate the latter.
Co-worker support
The survey reveals lack of coworker support especially among employees who have stopped using FWA. Their main issue was that their coworkers are not able to fill in during their absence. This also relates to the supervisors’ belief of employees’ inability to backup each other. But in the CBS BU only a minority of employees (6%) raised out this issue. However to ensure the success of FWA, there is a need to take this issue on board by the CBS BU as well. The BUs needs to encourage knowledge sharing among employees. Some resistance can be expected from the employees since they might fear for job security. As a workaround the BU can introduce knowledge sharing as a performance evaluation criteria. Hence the employee will surely make an effort to meet this expectation (Bock et al, 2005). Furthermore employees should be encouraged to use the knowledge sharing tools already being provided by MCB to document their knowledge. Thus this will not only help employees to back up each other but the supervisor can easily allocate job assignments to anybody in the team.
Improve technology support
The literature and the survey showed that that technology support is imperative for the success of FWA, mainly telework. This was also revealed from employees who have already adopted telework. Hence the CBS BU needs to ensure that employees are provided with the technology required for the success of telework. One of the main concerns is to ensure secure remote access due to sensitive data available at MCB. The CBS BU has already implemented the security token concept. But same can be enhanced by providing virtual PC. This will further ensure that employees have restricted access. Hence they will not be exposed to malware and viruses.
Once telework has been implemented, it is advisable to provide notebook PC to employees. They can use it at home, office or anywhere else. The use of home PC can introduce issues such as application licensing and viruses. The CBS BU can either consider providing mobile phones or a separate phone lines for business purpose only. This will enable the BU to easily track phone call costs.
Moreover the CBS BU needs to consider providing video conferencing facilities. This will be very helpful during meetings, conversations and decisions that involve input from employees who work on different schedule and location. Also, all meeting rooms need to be equipped with teleconferencing facilities.
During the survey it was found that even though the CBS BU has collaboration tools, e.g sharepoint to jointly edit documents, there were employees who were unaware of its existence. Hence the BU needs to raise awareness about the purpose of these tools and how they can be used effectively. This can be done through a short training session. User manual for these tools can also be distributed among the staff.
Providing all the technologies for the success of telework is not enough, teleworkers should also be provided with technical support. Managers need to ensure that technicians are present to respond quickly to technical problems or equipment failures.
Encourage employee participation and communication
Clearly from the survey, all employees are not involved during the design of policies since it is considered to be expensive and time consuming. The BU can carry out a survey to gather the employees’ attitude towards FWA (Houston and Waumsle, 2003). Focus group of staff can be organized to complement to survey.
In addition to that it was found that policies regarding work systems are not properly communicated. There is a need to make this information more accessible to the employees. It is therefore recommended that once policies regarding are written, the BU can consider the following ways to raise awareness:
Organize road shows to create an interest about FWA (CIPD, 2005)
Policies must be provided in a user-friendly version through the intranet whereby employees can easily access them. Hard copy of the policies can also be distributed to employees in case some of them have missed out the information on the intranet.
Consider common communication vehicles like notice boards, posters, plasma screens, departmental meetings, team briefing, newsletters, memos, email, brochures and letters (Mass, 2007).
Once the employees have gone through the policies, HR can carry out an online mini quiz to ensure that all employees have well understood the policies. HR can send the url link to the mini quiz through email. The mini quiz must be compulsory for all employees and there must be a tracking system to ensure 100% response rate. Reminders can be sent by email in case of no response.
The survey also revealed that there was lack of ongoing communication after policies are rolled out. Hence the BUs need to consider having regular feedback from employees and be ready to change the scheme if needed. Employees must first of all feel free to voice out their point of view to managers. This will require the manager to be more open-minded and provide an environment conducive to open communication. It is better to detect dissatisfaction earlier so that the policy can be amended to better suit both employees and managers. In order to further promoteongoing communication, line managers and supervisors have to encourage discussion of FWA during team meetings or informal networks. A forum specially dedicated to FWA can be put in place and it can be made accessible through the intranet. The purpose of the forum will be to provide a platform to employees and managers whereby they can share their experiences, provide guidance or even raise queries.
Provide training and development
At MCB, the Training and Development BU is dedicated for organizing and carrying out training. Hence this BU must also be involved during the implementation of FWA.
During the survey it was found that technical training is important for teleworker. Technology support alone will not be sufficient if the employees do not know how to make use of them. Hence the CBS BU must consider providing technical training. However during interviews with line managers it was found that there was a fear of disrupting employees’ work if ever they are sent for training. Hence the BU can consider providing online training courses which can be done outside office hours and at their own pace. Nevertheless the BU must set a timeframe and do a follow up to ensure that the training is being done properly.
As for soft skill training, the CBS BU seems to be on the right track since same has already been provided to most of the employees and the BU manager is planning for more sessions. However in BUs whereby FWA has already been implemented, there seem to be a loophole. There is need to highlight the importance of soft skill training to those BUs, hence encouraging the managers and their staff to develop the soft skills required for the success of FWA.
Managing employees on FWA can be challenging for managers (Lewis, 2003). This issue was raised during interview with line managers. Hence it is advisable to educate the line managers on how to manage employees on alternative working arrangement. The training can also include effective resource planning to ensure that the BU does not end up with only a few employees benefitting from FWA (CIPD, 2005). To better control the employees, it is recommended to encourage continuous communication through regular meetings,
A change in the working schedule and location can also affect customers. Therefore it is recommended to educate the customers such that all queries and issues are directed to a help desk team. Then the help desk agent will contact the concerned employees.
Review performance management process
According to the survey, all the respondents do not see the performance management as being result-oriented. Since there was mixed opinion, there is a need to review the process to ensure uniformity across the BU. The performance management process should be made more outcome-based. HR needs to ensure that objectives being set by managers are SMART (Specific-Measurable-Achievable-Relevant-Time Bound). This can be achieved through workshops whereby managers will be trained on how to set such objectives. Employees also need to be involved during the objective setting exercise to gain their commitment.
Remove the fear for negative career consequences
As per the survey many employees fear that the take up of FWA would negatively affect their career. This can be overcome through communication and education. The BU manager should provide examples of promotion among employees who are on FWA. Managers and supervisors can act as role models by working on FWA (Lewis, 2003). The long hour culture of presenteeism was also observed during the survey. As per CIPD (2005) research, it is not worthwhile arguing that long hours are not beneficial for employees. Instead the organization can adopt a proactive approach whereby employees working during long hours are recommended to take time off.
Continuously review FWA
After the implementation of FWA, it must be periodically reviewed to ensure that it is really beneficial for both the employees and the business. With the changing business needs and technology, FWA needs to be continuously evolved. In other words it must not be considered as a one-off project.
Common forms of FWA that can be implemented
Based upon the literature review, the CBS BU can consider implementing flextime and telework which are most commonly used by banks (World at work on workplace flexibility, 2011). Moreover most of the employees in CBS feel that these policies will suit their job. Establishment of core hours is important while considering flextime. This will provide a time frame for face-to- face communication and allow for group meetings (Quijada, 2005). As for telework, it is considered to be the most cost savings in term of office space. But for its effectiveness technology support is very important for employees.
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