Human Resource Management
The primary function of human resource management is to increase the effectiveness and contribution of employees in the attainment of organizational goals and objectives. An organization's success increasingly depends on the knowledge, skills, and abilities of its employees. Without out them they would surely fail. Particularly, how a company is run and how they treat their employees and customers help set the core competencies, which distinguish one organization from its competitors. This paper is intended to give an overall view of how important Human Resources re to a organization, by looking at the people involved, the laws that effect, and the methods used in Human resource management.
PEOPLE
With today's workforce becoming increasingly diverse and organizations doing more to maximize the benefits of the differences in employees, Human Resource managers are fast becoming a driving force in an organizations prosperity and vitality.
“Around the world, managers are beginning to recognize that human resources deserve attention because they are a significant factor in top-management strategic decisions that guide the organization’s future operation.”(Ivanacevich 2007)
HRM has been identified as one of three crucial elements a firm must have to be effective. According to the text the other two are: (1) mission and strategy, and (2) organizational structure. Organizations rely on HR managers seek out and hire individuals who will fit into the plan outlined in the other two elements. These people must fit well in the organizational structure and be able to achieve the goals set forth by top managers. For as stated in the lesson text even the most capitol-intensive, best structured organizations ...
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...luation of a training program should focus on several criteria: participant reactions, learning, behavior changes on the job, and bottom line results.
CONCLUSION
Management is, by definition, getting things done through people. If managers are to increase productivity, reduce costs, and improve their organization's competitive advantage, they must focus on how to properly manage personnel. Creating effective motivation and leadership, recruiting and retaining the right personnel, rewarding and treating employees fairly, establishing an environment that supports the people and benefits the organization, the Resource Manager looks towards a future with exciting challenges and opportunities for managing an organization's most valuable resource - its people.
References
Ivancevich, John M Human resource management 10thedition
Boston: Mcgraw Hill/Irwin 2007
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Managers rely on HR to provide effective staff capable of accomplishing the goals of the organization. HR is valuable in ensuring employees are high performers, dealing with performance issues, and certifying that existing methods are compliant to the rules, contracts and laws under which the organization operates. When HR succeeds in developing processes to attract, hire and develop motivated employees, managers are able to focus on the objectives of their department and the organization.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
HRM in any company is a weighty issue that needs much attention where business performance is linked to a HR strategy (Caldwell 2008; Ulrich et al. 2008). In the recent past, competition has become stiff, such that organizations need to come up with other means to compete in the extremely dynamic market world. Thus, companies have shifted their emphasis to Strategic Human Resource Management (SHRM) where they enhance and empower their personnel in order to increase the productivity and the services offered into the market (Mello 2006). This goes against the traditional ways of increasing the means of competition where organizations place emphasis on tangible resources. In the past, organizations competed in terms of machinery and acquisitions. This has changed greatly due to the changing customer tastes and the diversity of the market in the present (Delery & Doty 1996; Lengnick-Hall et al. 2009).
Noe, R.A., Hollenback, J.R., Gerhart, B., (2010). Human Resource Management: Gaining A Competitive Advantage. New York, NY. The McGraw-Hill. (p. 555-561).
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:...
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
It seems that HRM is so crucial to the organization, for what it does has nearly covered all aspects of the business – from strategic planning to the training and development, but unfortunately, its importance has not been accepted by everyone. As proposed by Morton, C, Newall, A. & Sparkes, J. (2001) there are three different views of HR function within the...
It is no secret that at a core of every successful organisation lies the management of people. When the employees are successfully managed, they work more effectively and efficiently to deliver desired output.
The management team aims to employ the right persons for the right job to ensure goals are achieved effectively. Human resource management will not just employ employees but will also be responsible in developing and utilizing every individual’s capabilities and talents and bring the most out of it. By doing so, this will help to boost employee morale, motivate each of them to do their best and make them feel that they are not just an employee but also making them feel that they are being treasured and valued which will lead to the attainment of the business
The third stage in HRM development which began in the late 1970?s and early 1980?s was the realisation that effective HRM could give an organisation competitive advantage. Within this stage HRM is viewed as important for both strategy formulation and implementation. For example 3M?s noted scientists enable the company to pursue a differentiation strategy based on innovative products. At the competitive stage, then, human resources are considered explicitly in conjunction with
Human resource management refers to the processes and practices of handling and managing people i.e. the human resource within the organization usually by the management personnel so that the organization may be able to meets its set objectives.. Human Resource management (HRM) is therefore a system that not only focuses on management of human resource but also on the development of human resource. Organizational performance involves the comparison of an organization actual results against its set objectives, goals, targets, mission and vision in regards to its financial performance, shareholder value and lastly on it market performance. (Richard et al 2009). HRM greatly influences the organizational
Today, we are experiencing the trends such as globalization, indebtedness and technology overcoming the problems faced by the employers, such as increased profits from operating. Employers needs there human resource managers to have what it needs to arise from these challenges.
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.
Human Resource Management is the title given to define formal systems arranged for the management of people within a company. There are many responsibilities of a human resource manager. These responsibilities usually fall into three major areas: employee compensation, staffing and defining and/or designing work. The purpose of Human Resource Management is to maximize the capacity of a company by bettering its employees. This is unlikely to change in the future even though the pace of business is always changing . Edward L. Gubman said in the Journal of Business Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change."