Assignment Titleassessment Item 02 Essaylength3000 3500 Wordslearning ✓ Solved

Assignment Title Assessment Item 02: Essay Length words Learning outcomes 1. Knowledge - Describe and critically discuss key principles and theories of Human Resource Management. 2. Problem Solving Skills - Critically evaluate and synthesize relevant information to solve real world issues associated with Human Resource Management. 3.

Change Management - Analyse the role of Human Resource Management in implementing change within a global context. 4. Global Environment - Identify and critically discuss local, global and international workforce trends and assess the implications for human resource management Lecturer Discretion Lecturers may, at their discretion, ask students to verbally present their assignment submission or rewrite some selected part/s of their answer in a controlled setting. Task Details Strategic Human Resource Management (SHRM) plays a significant role in organisational effectiveness (Gallup Consulting, 2010; Pfeffer & Veiga, 1999). It is therefore important to adopt SHRM, as opposed to traditional Human Resource Management (HRM), for effective HR decision-making within an organisation.

Amongst the abundance of available SHRM models, Jackson and Schuler’s (1995) model includes a variety of macro-level environmental characteristics that influence the implementation of HRM practices, policies and philosophies, and subsequently, influences organisational performance. The focus of this assignment is to analyse the external operating environment of a Higher Education (HE) Sector and discuss potential impacts on the HRM functions of a HE provider such as a University. Use Jackson and Schuler (1995) HRM model to analyse the external environment of the HE Sector that you are familiar with. Identify and discuss the factors of the environment and their potential impact on the HRM functions of an HE provider of your choice.

To complete this assignment successfully students at a minimum: · Identify a HE provider (e.g. a university) in Australia or in your home country/state/territory. Briefly describe the profile of the HE provider and discuss its mission and vision. · Discuss the external environmental factors presented in Jackson and Schuler’s (1995) HRM model. · Use Jackson and Schuler model to analyse the factors of the external operating environment of your chosen HE provider. · Discuss the different functions of HR. The typical HR functions are: · planning, resourcing and retention, · recruitment and selection, · training and development, · remuneration and rewards and · employee relations. · Discuss the impact of each external environmental factor on the HR functions of the chosen HE provider.

Your assignment must be formatted with heading. CDU Harvard referencing style must be used. References Gallup Consulting 2010, The state of the global workplace: A worldwide study of employee engagement and wellbeing, viewed 20 February 2015 < > Jackson, S & Schuler, R 1995, Understanding Human Resource Management in the context of organisations and their environments, Annual Review of Psychology, vol. 46, pp. . Pfeffer, J & Veiga, F 1999, Putting people first for organisational success, Academy of Management Executive, vol.

13, no. 2, pp.37-48.

Paper for above instructions

Human Resource Management (HRM) has evolved significantly over the years, with Strategic Human Resource Management (SHRM) now recognized as a critical component in achieving organizational objectives. SHRM aligns HRM practices with the overarching goals of an organization, enhancing its effectiveness and adaptability (Gallup Consulting, 2010; Pfeffer & Veiga, 1999). This essay aims to analyze the external operating environment of the University of Sydney (USYD) through the lens of Jackson and Schuler’s (1995) HRM model, examining the implications of various external factors on the university's HRM functions, including planning, resourcing and retention, recruitment and selection, training and development, remuneration and rewards, and employee relations.

Profile of the University of Sydney

Founded in 1850, the University of Sydney is one of Australia’s leading institutions of higher learning. It is located in Sydney, New South Wales, and is recognized globally for its comprehensive research and diverse array of programs (University of Sydney, 2023). The university’s mission is to foster a vibrant educational environment, producing graduates who contribute effectively to society. Its vision encompasses promoting innovative research, enhancing teaching methodologies, and cultivating an inclusive cultural milieu, thereby positioning itself as a leader in knowledge creation and dissemination.

Jackson and Schuler’s (1995) HRM Model

Jackson and Schuler (1995) propose a model that emphasizes the macro-level environmental factors affecting HRM practices. The model categorizes these factors into four main types: economic, political/legal, technological, and sociocultural. Each category encompasses several specific factors that can be analyzed in the context of a higher education institution like the University of Sydney.

Economic Factors

The economic landscape significantly impacts the recruitment and retention of human resources in higher education. In an era where government funding for education is frequently scrutinized, universities must carefully manage their budgets (Lloyd & Payne, 2008). The global economic downturns (e.g., the COVID-19 pandemic) have necessitated alterations in how universities allocate resources to maintain operational effectiveness (Crawford et al., 2020). This has implications for HR functions, particularly in planning and resourcing.
In addition, competition for students and researchers heightens under economic constraints, compelling HR departments to implement innovative strategies to attract talent. Furthermore, the shift toward digital platforms has also reduced operational costs, impacting strategic recruitment processes while simultaneously requiring new skill sets from employees (Heath, 2020).

Political/Legal Factors

The political and legal environment surrounding higher education in Australia plays a crucial role in shaping HR functions. Legislation related to equal employment opportunities, workplace safety, and academic freedom influences how universities develop their HR policies (González, 2020). For instance, the recent changes to the Higher Education Support Act affect how institutions manage their funding, which directly influences how they plan their HR initiatives.
Moreover, compliance with Title IX and other anti-discrimination laws is crucial for maintaining a fair work environment (Griffith, 2019). The HR function is responsible for ensuring that recruitment and training processes are compliant with legal regulations, impacting both the employee relations and training and development functions significantly.

Technological Factors

Technological advancements have transformed how higher education institutions deliver programs and manage human resources. The integration of information technology in HR practices streamlines processes such as recruitment and employee engagement (Khan et al., 2019). The University of Sydney, for instance, utilizes digital platforms for recruitment, which allows for a broader and more efficient selection process, highlighting its adaptability to technological trends.
Conversely, the rapid pace of technological change necessitates ongoing training and development of staff to keep up with innovations in teaching methods and administrative practices. This affects the HR function regarding training and development, emphasizing the need for continuous professional development opportunities.

Sociocultural Factors

The sociocultural environment encompasses shifting demographics and evolving societal expectations regarding inclusivity and diversity. The University of Sydney's commitment to fostering a diverse workforce is reflected in its HR policies aimed at enabling equity among employees and students (University of Sydney, 2023). The HR functions of recruitment and selection must prioritize candidates from various backgrounds to enhance this commitment.
Furthermore, the growing emphasis on employee well-being and work-life balance is driven by changing societal norms. This development presents opportunities for universities to reevaluate their employee relations strategies. The ability to promote a positive workplace culture that prioritizes employee well-being is a crucial factor in retention and engagement (Huang, 2021).

Impact on HR Functions at the University of Sydney

Given the analysis of the external environment through Jackson and Schuler’s model, the implications for the HR functions of the University of Sydney are manifold.

Planning, Resourcing, and Retention

The economic pressures necessitate strategic workforce planning that accurately predicts future HR needs based on enrollment trends and funding availability. Budget constraints may lead to limited hiring, emphasizing the importance of developing retention strategies. This requires an analysis of employee satisfaction levels and potential predictors of turnover.

Recruitment and Selection

In light of legal regulations and competition, HR must find innovative ways to attract diverse talent. A focus on employer branding and showcasing the university's commitments to social responsibility and diversity can differentiate USYD as an employer of choice (Baruch & Cohen, 2019).

Training and Development

Technological changes demand continuous training to equip staff and faculty with the necessary digital competencies. This necessity influences the university’s investment in professional development programs, ensuring staff remain adaptable to technological shifts (Khan et al., 2019).

Remuneration and Rewards

Economic constraints drive the need for competitive remuneration packages while remaining cost-effective. This requires HR to explore flexible benefits structures, enabling the university to attract talent without significantly increasing costs.

Employee Relations

Attending to sociocultural factors necessitates fostering open lines of communication between management and staff to address diversity and inclusion concerns actively. Employee relations must maintain a focus on well-being initiatives that resonate with contemporary workplace expectations.

Conclusion

The interplay between external environmental factors and HR functions is crucial for the operational effectiveness of the University of Sydney. By understanding and adapting to the challenges presented by the economic, political, technological, and sociocultural environments, the university can develop robust HR strategies that not only address current needs but also position it favorably for future developments within the higher education landscape. Adopting the principles of SHRM, combined with an analysis of Jackson and Schuler’s model, allows the institution to remain resilient and responsive in an ever-evolving context.

References

1. Baruch, Y. & Cohen, A. 2019, 'The Impact of Diverse Hiring Practices on Employees: The Role of Ethics', Journal of Business Ethics, vol. 164, no. 3, pp. 421-432.
2. Crawford, J., et al. 2020, 'Adapting Higher Education in Response to COVID-19: The Role of HR Practices', Higher Education Research & Development, vol. 39, no. 5, pp. 912-926.
3. Gallup Consulting 2010, The state of the global workplace: A worldwide study of employee engagement and wellbeing, viewed 20 February 2015 .
4. González, C. 2020, 'Equity in the Australian Higher Education System', Education and Employment Law Journal, vol. 12, no. 4, pp. 371-389.
5. Griffith, A. 2019, 'Understanding Title IX's Impact on Weaker Employment Policies', International Journal of Education and Management, vol. 34, no. 2, pp. 124-135.
6. Heath, R. 2020, 'The Impact of Economic Downturn on Higher Education Funding', Journal of Higher Education Policy and Management, vol. 42, no. 3, pp. 277-290.
7. Huang, Y. 2021, 'Employee Retention in the Higher Education Sector: The Role of Workplace Culture', International Journal of Educational Management, vol. 35, no. 2, pp. 230-245.
8. Jackson, S. & Schuler, R. 1995, 'Understanding Human Resource Management in the Context of Organisations and Their Environments', Annual Review of Psychology, vol. 46, pp. 237-264.
9. Khan, A., et al. 2019, 'Adapting HR Processes for the Digital Transformation: A Study from Australian Universities', Journal of Organizational Change Management, vol. 32, no. 5, pp. 497-517.
10. Pfeffer, J. & Veiga, F. 1999, 'Putting People First for Organisational Success', Academy of Management Executive, vol. 13, no. 2, pp. 37-48.
This essay provides insight into how external factors shape HR functions within the University of Sydney, demonstrating the need for a strategic approach to manage HRM effectively in higher education.