For BMW the basic purpose of human resource management is to provide needs and requirements of their employees and on the other hand achieve the financial and other goals. Employees training pay and administration can be dealt with the human resource management. It is basically the art of management of people or workforce. Thinking and planning is required for this in order to meet needs of employees and to meet the needs of the company from employees’ perspective. With the help of training program the performance of employees become better.
Human resource is given more importance in this type of management system while planning goals and strategies for long term. The skilled employees are generated according to the organizational goals. At the time of panning this thing is considered carefully and clearly. This is the main reason that human resource management is selected for planning and strategies because it can deal with any problems and has many purposes.
Main purposes of Human Resource Management
The main purpose of HRM is the alignment of goals to the human resource department at the same time keeping in view the organization’s goals.
Provision of the skilled personnel is also a purpose of human resource management because in this way costs can be saved.
To save the overall organizational costs is another purpose of the HRM with the help of skilled personnel.
Using the human talent in the right way is another purpose of the human resource management in order to achieve the long term goals in the right way.
The basic aim of a business firm is to clinch financial objectives and this is why the Strategic Human Resource Management is so important. On the other hand, the human resource management is pretty vital because it allow...
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...freedom to share their views about everything. It will help the organization to implement a better management plan.
Assess the impact of strategic human resource management activities in BMW and evaluate the contribution of strategic human resource management to the achievement of BMW objectives.
The way to move current manpower to its desired manpower by an organization is the basic definition of human resource managements. Positive impact of human resource management activities have been observed in BMW like other organizations. In achieving goals these activities have put their handsome share. Organizational growth cycle, employment conditions and environmental uncertainties are some major factors which affect BMW but goals have been achieved by implementation of proper strategic human resource management. Everything is done with proper research and coordination.
Human resources management is defined as, the [process of evaluating the needs of a business or organization with regards to employees, especially in hiring, recruiting, motivating and compensating employees.1 One of the major roles of this function involves
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel (Sinha, 2007). This is the effective way of organizing the workforce by the adoption of a specific strategy, where employees' performance can help to achieve the planned organizational targets, such as increasing revenue or improving the profit margin. However, there is no common strategic human resource definition that fits every situation (Lotinggi, 2008). This paper will focus on strategic human resource management at Smarte Carte, Inc. and attempt to make a determination if the company uses SHRM effectively or if there are areas where improvements could be made.
Fordism and Taylorism, although still existent, have been largely replaced by softer managerial styles. The idea behind those softer managerial styles is that if the workers are more involved in the work process, if they actually like their work, they will perform better. The strategic human resources management goes on to incorporate human resources with the company's strategy. By selecting the right employees, giving them chances to learn and grow within the company, as well as giving appraisals to successful employees, strategic human resource management extracts more and better quality of work from the employees and ensures that they are committed to the company. The highlight here is that people are the most valuable resource of a company and “....people are the key to achieving competitive advantage and therefore needed to be integrated more fully to foster commitment or an 'identity of interest' with their organization” (Sawchuk et all. 2004)
Nowadays, Good managers are not only effective in their use of economic and technical resources, but when they manage people they remember that these particular resources are special, and are ultimately the most important assets. On this occasion, this report is written to explain the reason why Personnel Management has changed to Human Resource Management and how the functions and roles of Human Resource Department differ from Personnel Department.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
M1- explain why human resource planning is important to an organisation Human Resource planning is important in any organisation that is either small or big. Organizations plan their HR because they need to have enough employees so that the business can run properly. Therefore an organisation would need to have a good understanding about their human resources in order for them to know how to plan their work so that it is efficient and also so that it is in a professional manner. It is not an easy task because there are some factors that affect the company when coming to planning the work. Some of them are: 1.
HRM encourages the people working in an organization, to work to their full potential and gives them advice that can help employees improve and identify strengths and weakness. The HRM department communicates with the employees individually from time to time through-out the year, and provides all the necessary information regarding their performances as well as their respective roles. This ensures the ability to form an outline of the organization anticipated goals in much clearer terms. Overall this helps them achieve the goals with best possible
It represents the Strategic human resource management (SHRM) core function like “work analysis, Job design and job analysis” defines its importance in strategies implementation in any organization. This assignment will also discuss the aspect of Human Resource department that why they are giving more edge to other functions like Recruitment and selection, Performance appraisal and Occupational health and safety. This report will also presents the today’s critical business challenges and the with coming new responsibilities for HR and why they have started to give more weightage to Job analysis and design in order to get the better output and efficiency of the organization. Moreover, Human capital is a vital factor for any department in any organization. “Hiring smart” is becoming a fashion trend for companies for their effectiveness, productivity and employee motivation as the more investment will be done in employees by the firms. It continues with the recommendations on the need of analysis and design of work and how to make employees motivated in the company.
Human Resource Management (HRM) can be defined as “the set of programs, functions, and activities designed and performed in order to capitalize on both employee as well as organizational effectiveness. It is a management function that helps organization in recruiting, selecting, and training, developing and managing
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.
The main purpose of Human Resource management is to develop both the individuals and the organization. This means Human Resource is not only responsible for finding and maturing talents of workers, but also putting programs in effect that will enhance communication between other workers.