(2.2) Analyze how the HR function varies between organizations.

Include a comparison of HR delivery

 Private Sector: Greenland organization is a recycling company. A private based sector with almost
200 employees and 15 office staff. Our organization recycle different kind of materials that includes
plastic, scrap metals, steel, paper, aluminum. We buy materials from suppliers recycle them and export
them out, locally and globally all around the world. Hierarchical structure of our organization consists of
CEO, managers, sales officers, foreman’s, supervisors and workers. HR team consist of HR manager
and two HR executives. There was no HR department at the starting. HR team which consists of HR
manager and two HR exertive which handles all HR activities. The work which our HR deliver is aligned
to the Ulrich model using 3 legged with consist of shared services, center of excellence and strategic
rkforce. Eugene Burke explores how people data is now being used to change how leaders drive value
creation in their organization, and how increased amounts of data will play an influential role in describing the
organization to its many stakeholders. He urges for a greater understanding of people data in value creation.

The author have carried out a lot of research into the impact of HR practices and policies on overall business
performance, Article also highlights benefits of investing in employees development, how productivity can be
increased, improve performance, increase profit by investing in human capital but the research still leaves
unanswered questions in relation to high performance. For example, the research does not answer if
organizations perform better because of these practices or if high performing organizations need to implement
more HR practices. However, the research does link between HR practices and organizational outcomes.

The skills, abilities and experience of people and their motivation to innovate, includes coherence with the
organization's governance framework and support for the organization, risk management methods and ethical
values such as the recognition of human rights has understanding, formulation and implementation Ability to
organize strategy; loyalty and motivation to improve processes, goods and services, including their ability to
lead, manage and collaborate. While the stronger performance of well-managed companies is not surprising,
the degree to which management practices affect productivity indicates that many companies better invest in
their human capital to improve their productivity compared to Manager's performance You only need to
increase the cost of new labor or new technology, and expect these investments to reach, which can generate
and maintain a higher level of productivity in some way.

The relationship between HR policy and financial results, such as return on equity, return on investment, and
profit margin. We conclude that there is sufficient evidence of the importance of human capital for financial
performance; therefore it is included in the standard investment analysis. However, we also found that making
remains challenging for many reasons. It ranges from companies not providing investors with comparable data
types to lack of consensus

The results have shown that the involvement of a HR has impacted on career development and found they
have the ability to positively influence high-performing work practices. Having said that, the report has also
indicated that a weak relationship between HR and an organization may contribute to the gap but overall high-
performance working bridges the gap between HR and organizational performance. The research is conclusive
that HR must put in place practices and policies that foster employee involvement and engagement in order to
ensure organizational success, however, the validity and reliability of this research is limited.

(4.2) Explain how high- performance working and investment in human capital impact on
organizational practice.
  High performance working: High performance working is simply a series of practices, policies and
processes which can be put into place, and when working harmoniously can result in
improved performance of employees.

 Human capital: Human Capital is about knowledge, skills and abilities possessed by individuals within
organization. This provides employers with a competitive advantage with people management stating if
employers view employees as assets and invest in HR and human capital it will result in a successful
outcome for the organization.

HR practices, such as training, are an investment in Human Capital that contribute to firm performance
because they ensure that employees have the necessary skills and abilities required to achieve organizational
goals. HR practices also elicit valuable Behaviours.

High employee involvement practices encourage a much greater level of trust and communication between
employers and employees by involving them more in the organization. High involvement is in turn
accompanied by a high degree of empowerment and the exercise of discretion among the workforce. These
practices are linked to higher levels of staff motivation, leadership, communication and teamwork. Many HR
practices are specifically targeted to create a greater depth of human capital investment and hence skill
formation within the organization. The higher levels of skill are in turn linked to improvements in the quality of
work and the services delivered to the customer. The evidence is that these will, in turn, lead to higher
organizational performance, such as higher levels of productivity and innovation. Reward and commitment
practices facilitate a greater sense of belonging among employees and encourage commitment to the
organization. Financial rewards, such as profit-sharing, share options and performance-related pay , are
powerful tools which establish a sense of stake-holding within the organization.

The first is that it offers an educational platform for leaders, managers and those supporting decision quality to
develop joined-up thinking about what human capital means, and to apply that joined-up thinking in identifying
the choices they have for people investments and evaluating the impacts those choices will have on
organizational success. The second is that it addresses one of the biggest operational barriers to leveraging
people data getting the data organized. Those in HR often see HR systems, designed to manage HR
processes, as a barrier to leveraging people data and moving beyond the transactional tracking of processes.
The third is the opportunity to drive greater value out of analytics investments and shift them from tactical point
solutions to delivering insights framed and tied to strategic goals and the execution of those goals.

Reference list

Accipio (2018). Kotter’s 8-Step Change Model. [online] Accipio.com. Available at:

amulvenna (2019). Advantages and disadvantages of outsourcing. [online] nibusinessinfo.co.uk. Available at:

Riggins, N. (2017). 20 Advantages and Disadvantages of Outsourcing from Your Small Business - Small
Business Trends. [online] Small Business Trends. Available at:
https://smallbiztrends.com/2017/02/advantages-and-disadvantages-of-outsourcing.html.

https://campus.avadolearning.com/mod/book/view.php?id=303363

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