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    Strategic Roles of Human Resource Manager in Vodafone Group PLC

    University: BIRMINGHAM CITY UNIVERSITY

    • Unit No: 3
    • Level: Undergraduate/College
    • Pages: 7 / Words 1634
    • Paper Type: Essay
    • Course Code: HRMT20024
    • Downloads: 371
    Question :

    This assessment will cover the following questions :

    • Identify the various strategic roles of human resource manager .
    • Understand how different models which are being used in association with roles of global manager working in the HR.
    Answer :

    INTRODUCTION

    Human resource management is a kind of a strategic approach to efficiently manage the group of people in an enterprise by recruiting, conveying required training sessions, rendering orientation. They also appraise the employee according to their action, motivate associates, select and hire eligible candidates for performing tasks, providing bonus and other benefits (Noe and et.al., 2017). The department is designed to maximise the workers action effectively so as to meet the strategic objectives. Vodafone Group PLC is a multinational British telecommunication company, founded by Ernest Harrison and Gerry Whent in 1991. The company's headquarter is in London, where they provide their services worldwide. The services may include telephones, internet, digital television, phones, broadband and many more. This essay will focus on the various strategic roles of human resource manager with respect to different models which are being used in association with roles of global manager working in the HR department.

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    MAIN BODY

    Strategic roles of HR Manager

    A global manager has been refereed to a person who works effectively within an organisation and attain or make other team member acquire a certain objective with their global operation or functioning. The role of global manager working in human resource divisions of Vodafone Group PLC may varies depending upon the requirements. Hiring and recruiting a desired candidate required for filling the position in company is being done by such managers. They use various type of interview methods like face to face interview, aptitude test, HR round, questionnaires and select the candidate depending on their performance in such rounds. Another role of HR managers is to train the employees and to motivate them. The training is very much necessary to assist the new hires with the culture and functioning of the company (Mondy and Martocchio, 2016). Such sessions also helps in understanding their roles, thus, it is the duty of the manager to conduct such training program based on the required qualities for their designation.

    Philips evaluation theory suggests that the training program when implemented should have a certain impact on the knowledge and experience of the employee. Such learning must be applied to their current roles and duties to make a positive impact on the productivity of the business and eventually leading in return of investment. The HR manager of Vodafone PLC is required to gather a pre program data for as well as post program data for comparing the results of the training. Another step is to evaluate the impact of such learning from supervising so as to identify whether the training program are beneficial (Cascio, 2015). After successful separation of effects, data is being converted to monetary values  and later program cost is being tabulated, which calculate every expenditure of training session. The return of investment is then calculated, where the outcome of employees performance is being evaluated in terms of return to the company. Last step is to determine the intangible measures related with the training sessions, such determination is valuable during team development training and leadership programs.

     

    Development of effective team is another strategic role of global managers to enhance the success in the process of decision making so as to get a solution more efficaciously. Effective team allow other members to think collectively and at the same time innovatively, which proves to be advantageous in acquiring aims of organisation. Tuckman's theory assist in building strong and effective team in Vodafone Group PLC. The theory is been divided into some stages, forming stage involves in answering number of queries about the aim and goals of team. Leaders of such groups must be ready to guide and direct the team. Storming stage includes all the challenges that team members have for the power and post. Such uncertainties and power struggle often result in team lag, thus the leader which is been assigned by the HR must avoid such traumas and should focus on efficient performance. Norming stage comprises of accepting the roles and duties by the associates so that big decisions can be made with unanimous consent and strong agreement. Here, the team develops a sense of unity and respond confidently with leaders. Performing stage consist of making the team more aware about their doings, the team has a common vision and they work according to the required skills and qualities (Albrecht and et.al., 2015). Such strong bond among the team members help in increasing the productivity of the company. Adjourning is the last stage of this theory which lay emphasis on post completion of aim, once the pre defined goal has been achieved, people starts working for different mission and feel proud for attaining the previous aim.

    Hofstede's theory of culture has been divided into five dimensions. Power distance is the first power, which explains that the powers may be distributed unequally depending upon the member and their background. Thus, the HR manager has the role to evaluate the limit of powers among the workers so that no politics or discrimination can influence the environment and working of the company. Individualism vs collectivism is another dimension which focus on the concept of integrity and unity among the associates. Such practice must be assured by the managers so as to encourage the members to work collaboratively and to focus on accomplishing a goal in given time. Another dimension is masculinity vs femininity, which defined by dividing the roles among male and female working in an enterprise. The values of different genders may be different and depending upon this the work is been allotted. The global manager has to keep a check on such values and should evaluate the working in such a way that no exploitation can takes place. Uncertainty avoidance is associated with the level of uncertainty the society can endure. It lays emphasis on the culture or the surrounding of an employee and how such thing can make a person comfortable or discomfited (John and Taylor, 2016). The culture associated with uncertainty avoidance tries to lower the happening of such uncomfortable situation by restrictions and set guidelines. Such measures are usually being checked by the HR department. Last dimension is long term orientation vs short term. Beliefs regarding the long term is persistence while respect for values, tradition comes under short term orientation. Such beliefs are analysed critically. This type of model is used to understand the variation in the culture in world and to find the ways to successfully attain the flow of business among different culture.

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    According to the Fayol's principles, the manger divide the work between the employees depending upon their work skills. Support from professional is being provided the enhance the efficacy and promote productivity. This type of principle is basically comes under the managerial activities. Another principle is authority, the global manager has the authority to place orders to the workers. With such high authority the role of responsibilities come within that allow a manager to make the subordinates work accordingly. Third principles is discipline, it is often an integral part of an institution to work obediently so as to attain the vision in harmonious way. Another management principle is unity of command, it states that an employee should listen orders to a single managers, taking task from multiple managers may lead to ambiguity and conflicts. The role of manger is to check such issues which may get raised due to such expressions. The unity of direction centres on unity, the emphasis is being in team work. The activities which has to be carried out in the company should be designated to a group by forming a team so that all attention can be rendered to a single and important objective at a time (Cascio, 2015). Other principle is dependence of ones interest, which focus on distributing the work throughout the company, it directs that all work should not be blamed on the subordinates.

    Thus, entire organisation should focus on the interests of enterprise. Remuneration must be kept at high rate so that the employee remain encouraged and motivated. The remuneration may be either money related like bonus, compensation or it can be non monetary like credits and compliments. Such reward assist in increasing the working capability and efficiency of the employees. Degree of centralization is another type of principle, which centres the decision making process as the top priority. Such practices is crucial for all business and all the global managers working in the HR division of Vodafone PLC should work according to such principles for making a positive impact in the company.

    CONCLUSION

    From the above report it can be concluded that, the human resource managers has been considered as a vital part of any organisation. Their roles is been scattered in all departments, they work to hire candidates that work in various sections of the company, conduct training programs for making the employees comfortable and understand the functioning of the company through Philips evaluation theory. They resolve conflict among the workers and make efforts in building effective team so as to achieve targets of the business by applying tuckman's theory. Through hofstede theory, various cultures among different countries is understood so as to work as per the values.              

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