Application of Research in Contemprary business issues

Application of Research in Contemprary business issues



Application of Research in Contemprary business issues

Demonstrate current information and understanding in the submission of research procedures to the investigation of up to date enterprise issues.

The first tier managers (Ftms) is crucial for several reasons: firstly, there is growing importance attached to the role because of human resource management (HRM) channel, which shows no signs of abating, and secondly, manage the uncertainty that may arise about the role of HRM First tier managers, and thirdly, in order to effectively manage the problems associated with their execution of this transfer the role. According to Brewster and Larsen (2000), and Budhwar (2000), the reason of transfers of HRM in Ftms include the following: • The complexity of some issues that management find it difficult to understand; • helps in reducing costs; • Ftms faster when it comes to responding to the front of the situation; • experiential learning in Ftms acquired through the transfer of key HRM activities promoting their stock for future leadership positions that require high-level decision-making skills, and • it creates a motivational environment, as well as effective control, and middle managers are in constant contact with frontline staff. With regard to the uncertainty attached to this role, several relevant views are highlighted. Renwick (2003) argues that Ftms always been involved in the management of human resources, however, according to a study by Turley and Wirdenius (1973), Child and Partridge (1982), Lowe (1995) and Renwick (2003) and Hales ( 2005) the nature of the role and importance attached to it has changed, and it was not always clear. The main debate related to this change tends to follow from the uncertainty of whether they are managers or not, and where to place the responsibility of people management (Renwick, 2003) - with senior managers, middle managers, professional personnel management, or Ftms. Despite these reservations, Cooper (2001), Storey and Sisson (1993) and Cunningham and Hyman (1999) showed that Ftms are in a better position to make and deliver the most appropriate human resource management styles and practices, as they are closest to frontline staff. (2003) study of Whittaker and Marchington's, also suggested that Ftms are in a good position to take on the role, but in partnership with human resource professionals.

2. Identify individual competence in a variety of research abilities and discovering capability

Chartered Institute of Personnel and Development (Crail, 2004) showed that while some Ftms accept this "new" role, and able to perform tasks HRM is very good at the same time, other studies show that Ftms often do not meet performance their duties effectively HRM, therefore, pointing to "the rhetoric and reality" gap (Cunningham et al., 2004). Several factors have been identified as helping in the development of this problematic performance. These include the reluctance of Ftms to take such people management tasks (Roffey Park, 2000), lack of adequate training provided to them (Gwent TEC, 1999/2000, Priestland and Hanig, 2005), and lack of support surrounding the management ...