Commitment of employees

JJS have realised their employees will only comply if they wish to. They cannot be focused into doing things against there will. For example if there is a job that an employees does not want to take part in what ever the reason then they will not book in or turn up. Or as Price (2005) pg42 rightly put it “they will not demonstrate enthusiasm and commitment if they are forced to comply. ” Beer et al. argues that in the “long run striving to enhance all four C’s will lead to favourable consequences for individual well being, social well-being and organisational effectiveness.

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” Using the HR four C’s JJS can analyse if they are dealing with their long-term consequences, which will have a great impact on finance and morale. Impact of HRM on Client The HRM of JJS has a huge impact of their clients. From client perspective JJS’s HRM is as a way of producing the best results. Clients do not tend to focus on the work conditions or how their task is achieved. When a job is first commissioned the client often ask for a pilot sample in order to test the results.

Just before the pilot commences the clients like to sit in on the briefing of the employees, in order to introduce themselves and answer any immediate questions the employees might have and also monitor the pilot to ensure they are obtaining the required results and it there are any problems. If the clients have given named samples JJS’s HRM is vital to the clients as the respondents are probably existing customers in which they would want a lot of care and professionalism in handling the sample. Depending on the job detail, there are a number of categorise a job layout can fit into.

For example it could be described as Deery and Kinnie (2004) pg57 ‘Mass production’ were they comply with Taylor’s (1999) “principles, which require little knowledge and are repetitive and monotonous. ” The calls are short and made one after another and have a specific time frame when they need to be completed. The calls are scripted so the employees have little control over the timing or the method used. For the client this means the data will be precise this tend to be use when the client wants to obtain quantitative data.

However this can lead to less accurate result, as the employees cannot add additional information the respondents give and also give less choice in which to respond. This leads onto the second form, which allows more room for qualitative data. This is known as the ’empowered’ layout, here the employees are a bit more knowledgeable on the clients company, which gives more room to note down the respondents answers and more personal information can be obtained, these jobs normally run on longer too.

The affect of HRM on JJS HRM is a crucial part of JJS as people are an intangible resource, which can only be nurtured and cared for, if the greatest output wants to be obtained. As their Approach is parallel to the Harvard model, Beer et al. suggest managers to use the four C’s as questions in analysing the policies for example: “Do HRM policies enhance the commitment of employees to their work and organisation and to what extent? ” Price (2005) pg36 Improving the commitment of the employees will have the greatest affect for them all, as it will have a knock on effect.

Once someone it happy and committed to their work they begin to take more care and pride for the job enhancing their skills and knowledge. Increase a sense of self-worth and this with encouraging their co-worker and attract people to the job. Thus improve the organisation cost effectiveness as they can spend less, if any on advertising for position. Turnover and absenteeism will be greatly improved also allowing JJS if they wish contribute more money toward wages or benefits and finally the question about the level of congruence can be raised, does JJS’s objective and actives fit together?

As we have seen HRM has a massive impact on any organisation including JJS. As I mentioned earlier people are an intangible resource, so they cannot be simply tuned to do the job and at the standard your want. They need to be encouraged that doing the job and doing it well, will not only benefit the organisation, but also improve their standard of living. That is why HRM is an essential part of the organisational structure.