Introductory paragraph
Human resource management is a core functional element that defines the working principles of an organization therefore by extension influence their performance. Evidently, HRM in the recent past has replaced other elements of organizational framework including capital and production as the key factor towards organizational success. On this note, various company leadership structures in acknowledgment of these shifts have put in place measures aimed at improving their human resource management systems. The Baldrige criteria feature as one of the modern approaches and systematic evaluation methodologies used by several organizations (Taslim Ahammad, 2017). In retrospective, several businesses subscribe to the ideological principles and criterion of the program prioritizing six organizational concepts of HRM that include Leadership, Strategy, Customer service, knowledge management, employee welfare and operations models (Mabey & Zhao, 2016, p. 39). In application, the Baldrige criteria intentionally help to create an environment that advances innovation, entrepreneurial skills of employees, customer-centered policies, visionary leadership skills, value-addition for organization and agility in the adoption of corporate social responsibility behavior (Mabey & Zhao, 2016, p. 41). The focus of this memo will be an assessment of how different human resource functions build on each of the six aforementioned criteria using the Arroyo Fresco Community Health Center Case Study as a reference point for the study. Notably, construct theoretical assertions on the relationship that exists between the HRM functions and each of the six Baldrige criteria using the Arroyo Fresco Community Health Center Case Study as a point of reference. Of great importance to note, is the collective robust approach that the Baldrige criteria propose to ensure that the human resource functions contribute towards the goals and objectives of the organization.
HRM functions as they relate to the first six Baldrige criteria
|
Baldrige Criteria (first 6) |
Leadership | Strategy | Clients | Measurement, Analysis, and Knowledge Management | Workforce | Operations |
| Recruitment |
All the members of the organization are identified on the basis of the skills set, experience and capacity to fulfil the organizational mission and vision. Arroyo Fresco Community Health Center adopts a recruitment procedure that prioritizes individuals with prior experience to the affairs of the organization (Lawrence & Hammoud, 2017). The CEO, Board of Directors and the Management team are hired on the basis of their qualifications through a competitive process using an independent process. According to the Baldrige program process, recruitment is one of the key issues that determines the organizational framework for operations (Lawrence & Hammoud, 2017). Therefore, in regards to the procedure, it forms the foundation of the organization as such it is important to ensure that the organization puts in place measures protecting that advance the success of the organization. The selection of the potential candidates to fill the positions of leadership within the organization sets the standards for the way that an organization achieves its goals and objectives. Essentially, the process helps to choose the best candidates most suitable to lead the organization. In most of the cases, individuals that are selected must possess specific characteristics and values aligned to those of the organization. Training is one of the core components of effective leadership because it allows the HRM departments to nurture potential output of the organization. More so, it functions as one of the ways that companies harness the abilities of their leaders (Lawrence & Hammoud, 2017). While leadership is acquired either as an in-born trait or through learning, it is not permanent and therefore requires consistent development to ensure that it remains relevant to the functional aspects of the organization. HRM incorporates mechanisms to evaluate the value of the leadership skills of individuals. As a result, these systems help to identify the strengths and weaknesses of leaders allowing for improvements in specific areas. Baldrige model proposes inclusion of recognition systems that identify and rewards exemplary contributions by employees. Rewards and recognition help to motivate employees. Promotion is instrumental in ensuring that employees with leadership qualities in an organization climb up the corporate ladder and occupy such positions with decision making roles. As such promotion of the best employees increases the success rates of an organization by increasing the performance metrics of organizations. Disciplinary measures by HRM departments allow employees with retrogressive behavior harmful to the success of the company are eliminated from the organization. The practice of dismissal by HRM ensures that organization terminate its relationship with the organization. It accords power to the organization to remove leaders without any valuable contributions to the company. |
HRM identifies the required individuals with the necessary skillset within and or outsi8de the organization to develop key action plans in the organization. | The HRM department is tasked with the duty of evaluating the various ways that an organization may meet the needs and expectations of clients through customer care services. In essence, it also tasked with the duty to train and advance the skills of the employees as per the standards of the employees. | The HRM performance appraisal helps to critically examine effective ways that an organization utilizes its data and therefore proposing on the various areas of improvement to support the key success of the its organization (Deery & Nath, 2015, p. 11). | Through training and development human resource practice, the Baldrige criteria assesses the specific areas that helps it to maximize its performance. In addition, it also helps to evaluate the level of commitment of the organization organizational objectives. | On the context of operations, the human resource management systems evaluate fundamental aspects of the organization and the role that it plays towards the growth and development of the organization ( Mellat-Parast, 2012, p. xx). HRM identifies areas of improvement and procedural frameworks that may improve the performance of the organization. |
| Selection | ||||||
| Training | ||||||
| Development | ||||||
| Appraisal | ||||||
| Recognition | ||||||
| Promotion | ||||||
| Discipline | ||||||
| Dismissal |
Delegate your assignment to our experts and they will do the rest.
Conclusion
The Baldrige assessment tools as the discussions above indicate play a fundamental role in the development of the general welfare all the stakeholders and shareholders of an organization. The six criteria of the organizational assessment are very fundamental towards ensuring the successful implementation of HRM principles. Most importantly, it is critical of the organization to ensure that all the key functions within the organization remain fundamentally tied to these criteria because they play a central role in the performance of the organization. For many companies, the application of the criteria as one of the assessment tools helps to accurately rate the performance of the company without overlooking any key principle. It provides insight into the various ways to improve employee relations with both customers and stakeholders. In cases, research indicates that the results of the process are largely used by Human resource managers to find the ways that they may increase productivity within an organization. Essentially, human resource practices are intertwined with each of the six criteria in a distinct manner. In brief, most of the organization in the American commercial system have over the years adopted the Malcolm Baldrige criteria to help achieve self-improvement within their organization by identifying areas of strengths and weakness for the organization.
References
Deery, S., & Nath, V. (2015). Customer Service Work, Employee Well-being and Performance. Managing Human Resources , 100-122. doi:10.1002/9781119208235.ch6
Lawrence, N. A., & Hammoud, M. S. (2017). Strategies to Implement the Baldrige Criteria for Performance Excellence. International Journal of Management Excellence , 9 (1), 1040. doi:10.17722/ijme.v9i1.341
Mabey, C., & Zhao, S. (2016). Managing five paradoxes of knowledge exchange in networked organizations: new priorities for HRM? Human Resource Management Journal , 27 (1), 39-57. doi:10.1111/1748-8583.12106
Mellat-Parast, M. (2012). A Longitudinal Assessment of the Theoretical Foundations of the Baldrige Criteria. Academy of Management Proceedings , 2012 (1), 12152. doi:10.5465/ambpp.2012.12152abstract
Taslim Ahammad. (2017). Personnel Management to Human Resource Management (HRM): How HRM Functions? Journal of Modern Accounting and Auditing , 13 (9). doi:10.17265/1548-6583/2017.09.004
