1. INTRODUCTION As we know, the term ‘human resource management’ underlines a belief that people really make the difference, only people among other resources have the capacity to generate value. However, the human resource management is considered as the ‘Cinderella’ in the organization as its importance has not been discovered by the senior managers, in addition, it has to share responsibilities with line managers, sometimes it takes more work than it is expected. Actions should be taken to help the Cinderella find her glass shoes. 2. THE ROLE OF THE HRM Human resource management (HRM), as defined by Bratton, J. & Gold, J. (2003), is “A strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices.” According to this definition, we can see that human resource management should not merely handle recruitment, pay, and discharging, but also should maximize the use of an organization's human resources in a more strategic level. To describe what the HRM does in the organization, Ulrich, D. & Brocklebank, W. (2005) have outlined some of the HRM roles such as employee advocate, human capital developer, functional expert, strategic partner and HR leader etc. 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... ... middle of paper ... ...ctober 2006, Reference: 3836, London: Chartered Institute of Personnel and Development • Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall • Ulrich, D. & Brocklebank, W. (2005) Role Call. People Management, Vol. 16, June, pp.24 – 28 7. APPENDIX I Survey: How do you think your CEO would score the performance of the HR function? Source: Tamkin, P, Reilly, P. & Strebler, M. (2006) The Changing HR Function: The Key Questions. Change Agenda, Issued: October 2006, Reference: 3836, London: Chartered Institute of Personnel and Development 8. APPENDIX II HR & Line – Where does responsibility rest? (% Respondent) Source: CIPD. (2003) HR Survey: Where We Are, Where We’re Heading. Survey Report. Issued: October 2003, Reference: 2872, London: Chartered Institute of Personnel and Development
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Bratton, J. & Gold, J. (2007) Human resource management: theory and practice, 4th ed., New York: Palgrve Macmillan.
Dessler, G. (2011). Managing Human Resources Today. A Framework for Human Resource Management (6 ed., p. 2). Upper Saddle River, NJ: Prentice Hall.
Firstly, we will look at Human Resource planning which “is a process through which employers anticipate and meet their needs for staff” (Boddy, 2014). Typically, the starting point of such process centres on identifying and filling gaps in the organisation. While finding new recruits is one option of such strategy, reconfiguring existing resources could be another, furthering the bond between employer and valued employee by offering internal promotions or introducing new policies on flexible
Armstrong, M. (2006). A handbook of human resource management practice (10th ed.). London: Kogan Page Limited.
HRM (Human Resource Management) deals with a wide range of issues, it is difficult to determine the exact definition as it varies from organization to organization. Storey (2007, p. 3) describes it as "two main forms of existence. One is in the form of academic discourse and activity. The other is in the form of practice in organizations". Training and Development and Managing Teams are important concepts of HRM, this essay will be exploring how these two concepts of HRM contribute to the effectiveness in organization.
Human Resources professionals (HR) initial roles remain closely aligned with personnel and administration, performing duties such as hiring people, budgeting, to help their organization function well. However, effective HR Professionals serve a much more pertinent role to their organization, by using their knowledge skills and abilities to help their organization become more successful. Thus, it is important for HR professionals to work closely with the management they serve in order to gain a better understanding of the organization’s vision, and what the organization hopes to achieve. Human Resource Management needs to align their strategic planning with the organization’s strategy in order to develop and maintain a completive advantage in the field they are competing.
Shahzad, K., Bashir, S. & Ramay, M. I. (2008). Impact of HR Practices on perceived
“Human resource management is the process of employing people, training them, compensating them, developing policies relating to them, and developing strategies to retain them” (Diaz, 2012). In recent years, there has been a dramatic shift in the human resource function. Traditionally, management viewed the HR function as purely administrative and professional. Human resource managers continually transform and adapt to the ever changing workforce demands. Human resource management is a vital asset to any organization, as they are a strategic partner that enhances the skills of an organization helping to ensure the organization’s success. Human resource managers are tasked with being versatile enough to switch
Human resource management is a wide and significant concept that allows organizations to execute business procedures to be at its best. It is necessary that proper balance be formed in order to allow organization to grow and expand at a continuous manner. This means a lot from the perspective of seeing to it that the control is likely to be formed upon one or the other relevant areas as well. Primarily, human resource management aims upon raising the effectiveness and involvement of employees just as to make goals and objectives achievable and attainable.
The Human Resource Management (HRM) is a function in an organisation that manages the use of human being as a resource. The HR department is responsible for all affairs related to the people, similar to the finance department managing the finance of the firm. The HRM plans for employees on concerns like recruitment, training, compensation, welfare, performance management, career development, and employee relations. Basically, the HR department shapes the values and culture of the organization, to enable changes or organizational developments.
Storey, J. (1992) Developments in the Management of Human Resources: An Analytical Review. Cambridge,MA: Blackwell.
Human resource management (HRM) is a 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 its objectives. (Armstrong, 2009) HRM main features are an emphasis on the vital administration of individuals which attains fit or reconciliation between the business and the HR system, developing the integrated HR policies and working on it, treating people as an assets not as a cost because they are regarded as a basis of competitive advantage and as human capital to be invested in through the provision of learning and development opportunities, an employee relation should be unitary rather than pluralist it is assumed that employees share the same interest as employers and the HRM performance and delivery is same as a line management responsibilities. OK