New Human Management in Schuler R.S.' Repositioning the Human Resource Function

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The extract from Schuler R S ‘Repositioning the Human Resource Function’ suggests that in the future, the function of human resource management would work up to matching the same importance as other functional areas within a firm. In order to fully discover the future direction of human resource management and whether the function will be of the same level of importance as other functional areas, it is necessary to examine the areas in which
Schuler mentioned. The areas within human resource management that are to be examined are performance management, recruitment and selection and talent management; current issues of human resource management can also have an effect of the future direction of the functional area.
Armstrong (2009) defines human resource management as a comprehensive and coherent approach to the employment and development of people and that it can be regarded as a philosophy about how people should be managed that is underpinned by a number of theories relating to the behaviour of people and organisations. Where Armstrong discusses the ‘behaviour of people’ meaning employees within an organisation, he supports Schuler’s extract of how ‘properly motivated and committed employees can add immeasurable value to an organisations bottom line’.
There are a number of goals within the function of human resource management which are vital to the organisation and its development. These include supporting the organisation in achieving its objectives, to contribute to the development of a high performance culture and ensuring that the organisation has the correct staff that it needs, creating a positive relationship between management and employees and encouraging the ethical approach to people management. These goals are set...

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...nse to any new demands and to develop performance as a whole. Feedback on the roles, looking into strengths and building on them and agreeing on areas of improvement are all steps which are required in this stage, from this any new ideas are then developed again and continued into the planning stage.
Human resource management has been highlighted as the practice that is going to help organisations win in the future and that performance management is a key strategic contribution in this action. By directing employee behaviour towards the organisations’ goals and monitoring their behaviour to ensure that the goals are met, is just two ways in which employee job performance can be improved. Deming’s plan-do-check-act model is a great example of a way in which performance management can continue to grow in the future and give the organisation a competitive advantage.

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