Human Resource Management Interventions for UniCall Business Performance competitive advantage. To achieve competitive advantage through human capital, organizations must possess unique, value-added, inimitable and irreplaceable human resources, while to meet these requirements, a set of human resource management (HRM) practices is necessary. Effective HRM has been identified primarily to focus on promoting motivation, dedication and development of workers. It is a structure that recognizes the importance of HRM in a company's plans, while reflecting management's efforts to create a work atmosphere that emphasizes the development of workers, to through practices such as communication training and participation, and the importance of having flexible skills. , innovative and committed employees.Major HRM Issues at UniCallThe following narrative presented on HRM issues provided in the case study on UniCall, it is clear that the company is engulfed in traditional HRM practices. Fundamental to strategic HRM views is an assumption that a company's performance is influenced by the set of HRM practices it has in place. No performance management system is installed, but the company has adopted electronic monitoring as a control strategy to monitor employee performance. There are no appropriate or clear measures of team performance because some activities require work as they go and the system thus reflects a focus on results, unduly increasing pressure on employees to that they meet deadlines for completion, thus causing resentment towards the method and demoralization. Focusing only on results can discourage other important organizational goals, even in the middle of the document......rces.3. Engaging in organizational change, recognizing threats and opportunities, and functioning as a mediator between stakeholders and the business.4. Develop core competencies and strengthen talent and deployment.ConclusionIn conclusion, it can be believed that HR and its management, especially when used in combination, can be seen as adding value to the organization in its efforts to meet the unprecedented challenges of a volatile sector. environment.ReferencesAguinis, H. (2009) Performance Management. 2nd ed. Upper Saddle River, NJ: Pearson/Prentice Hall. Cole, M. (2010) Unleashing revolutionary growth. [Online] Available at: www.accenture.com (Retrieval date: August 8, 2010). Pilbeam, S. & Corbridge, M. (2010) Human resources and talent planning: human resource management in practice. 4th ed. London: Prentice-Hall International.

Essay / Human Resource Management Interventions for UniCall Business Performance competitive advantage. To achieve competitive advantage through human capital, organizations must possess unique, value-added, inimitable and irreplaceable human resources, while to meet these requirements, a set of human resource management (HRM) practices is necessary. Effective HRM has been identified primarily to focus on promoting motivation, dedication and development of workers. It is a structure that recognizes the importance of HRM in a company's plans, while reflecting management's efforts to create a work atmosphere that emphasizes the development of workers, to through practices such as communication training and participation, and the importance of having flexible skills. , innovative and committed employees.Major HRM Issues at UniCallThe following narrative presented on HRM issues provided in the case study on UniCall, it is clear that the company is engulfed in traditional HRM practices. Fundamental to strategic HRM views is an assumption that a company's performance is influenced by the set of HRM practices it has in place. No performance management system is installed, but the company has adopted electronic monitoring as a control strategy to monitor employee performance. There are no appropriate or clear measures of team performance because some activities require work as they go and the system thus reflects a focus on results, unduly increasing pressure on employees to that they meet deadlines for completion, thus causing resentment towards the method and demoralization. Focusing only on results can discourage other important organizational goals, even in the middle of the document......rces.3. Engaging in organizational change, recognizing threats and opportunities, and functioning as a mediator between stakeholders and the business.4. Develop core competencies and strengthen talent and deployment.ConclusionIn conclusion, it can be believed that HR and its management, especially when used in combination, can be seen as adding value to the organization in its efforts to meet the unprecedented challenges of a volatile sector. environment.ReferencesAguinis, H. (2009) Performance Management. 2nd ed. Upper Saddle River, NJ: Pearson/Prentice Hall. Cole, M. (2010) Unleashing revolutionary growth. [Online] Available at: www.accenture.com (Retrieval date: August 8, 2010). Pilbeam, S. & Corbridge, M. (2010) Human resources and talent planning: human resource management in practice. 4th ed. London: Prentice-Hall International.

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