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Essay: The importance of human resources management (HRM)

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Introduction

Organizations are made of among others, human resources (HR) which is the most valuable asset in today’s dynamic world. Indeed, it is people and not organizations that constitute an organization. Achievement of organization’s objectives depends on the individually and collective efforts put in by its work force. Human resources management (HRM) may be defined as the coherent as well as strategic maximization of human resources capital in an organization towards making a return on that investment ( Gold & Bratton, 2001 ).

The practice, in its efforts, effectively attempts to maintain a ‘fit’ between the employees and the organization’s overall strategic direction. Unlike technology and processes, people have a soul, aspirations, feelings and emotions. As such, the concept of people as an asset, do not indicate perceiving them as commodities. In managing people, the manager must practice disciplines based on psychology, sociology, industrial relations as well as industrial engineering and economics. In achieving an organization’s objectives, it is possible to adjust the technology employed by increasing production speed as well as reducing the machines’ downtime. For a person, who has a soul, ability to reason and act in response, it is hard to alter the person’s working speed as well as the duration. Proper management of human resources leads to a motivated workforce, a development to loyalty and an assurance of survival and success of an organization.

This paper pays a close look at the practice management of human resources in an organization. This will encompass the importance of the practice, functions within this office and some of the motivation techniques that can be used as well as their role in achieving organizational objectives. Furthermore, the paper will focus an attention to a reputable organization in determining the applicability of incentives and compensation in HRM. Every organization has its strategic future which is broken down into objectives that are measurable and comprehensible, so that the workforce can implement ( Snell & Bohlander, 2009 ). The sensitivity and value placed on organizational strategic plan cannot be left in the hands its employees if they are incapable or not motivated. The organization has a responsibility not only to invest heavily in technology and detailed professional processes but also on its workforce and strategic management policies.

Importance of HRM

HRM as a practice significantly offers support and advice to the line management within an organization. Management of human resources must ensure an attraction, preservation, loyalty and development of highly profiled caliber of people/workforce in order to provide a competitive advantage necessary for the survival and success of the organization. The image of an organization, which develops the goodwill, is largely dependent on how well its human resources are managed (McCoy, 1999). The management of the human resources assumes the following roles. First, HRM manages the demand for human resources. Economies in which organizations are based are dynamic. There are economical shifts of growth and decline that require counteractive measures within an organizations workforce. The said measures demands both quantitative and qualitative procedures within the workforce. The practices of retrenchments, hiring, early retirements and the contract renews for the experienced are all structural adjustments that responds to economical changes affecting organizations.

Second, HRM is responsible in managing social pressure in provision of the desirable environment for the workforce. The hygiene and safety of the working environment must be always maintained as it is a motivation factor in employees’ performance. The provision of appropriate protective gear while working, pollution free environment and other working conditions is a paramount concern for the HRM office Berger, 2008). Third, HRM is important in managing political pressure usually generated by calls to hire from local labor market irrespective of the resultant factors of cost and knowledge/skills. Though it is ethical to hire from the contextual economy, political pressure should not compromise the quality and quantity of organization’s production and a resulting failure in achieving the organization objectives.

HRM also manages the technology by hiring the right workforce or alternatively developing/training the existing workforce in response to technological change. Changes in technology can contribute to obsolescence of the working force which would spill over to the organization not achieving its objectives (Jackson, 2007). HRM office must always find the most appropriate method of counteracting a technological shift by either hiring people with the needed expertise or by training the existing one. In developing an organization culture the later would be more appropriate. If the earlier alternative is adopted, the competition pressure in compensation must be properly dealt with. HRM is also important in designing and management of strategic HR planning. Strategic HR planning is the informed projection of the organizations needs for the appropriate employees, both in quantity and quality, and balancing off this with the organizations ability to sustainably meet the demands of those employees for a substantial period of time in the future. As such, the budgetary constraints associated with right hiring are checked. HRM needs to make these projections in agreement with the line/functional management’s assumptions.

It is also the responsibility of HRM to initiate, alter and manage job design. Job design is the arrangement/rearrangement of work that is aimed at checking or overcoming employee’s job dissatisfaction and alienation resulting from repetitive tasks. In curbing this state, the HRM office should conduct job enrichment, job rotation, job enlargement and job simplification exercises. All these procedures are aimed at raising productivity levels which is the ultimate goal of the HRM’s office. In cases of mergers and acquisitions, it is the sole responsibility of the HRM’s office to rationalize, orient and harmonize the human resources in the involved organizations. The fundamental issues behind mergers and acquisitions are, more often than not, undesirable and unwelcome by employees ( Bilsberry, 2005 ). The task of making an otherwise unpleasant issue acceptable lies squarely at the HRM’s office. Moreover, since work environments are different across organizations, the HRM must orient the various workforces involved to the new objectives and/ or organizational culture.

Finally, the HRM is responsible in managing implementation of change. Change may be in terms of process, organizational structure, systems and culture among others. Changes are the inevitable twists that affect the normal and known paths through which an organization operates. Some of the aforementioned twists arise internally from the organization’s need to achieve new status. Others are externally experienced due to the shifts in the business environment. The issues aforementioned under the discussion are achieved through the functions of the HRM office.

Functions of HRM

Generally, HRM management can be subdivided into three interlinked phases. The practice functions include recruiting qualified human resources, managing the employees in the working environment as well as preparing and enforcing exit of the employees from the organization. The process of recruiting employees arises from the organization’s need to properly position itself in the economy. Ideally, recruitment should follow an order closest to; vacancy advertisement, selection of potential candidates, interviewing and contracting the successful candidate(s). Once in the organization, new employees are inducted and trained. It is during work performance that issues such as motivation, compensation development, disciplinary actions, performance appraisals, career planning / development, counseling, talent management , safety management and staff communication are conducted (Gold & Bratton, 2001).

The employees continuously offer their service to the organization under the existing HRM measures until they exit. Exit may result from retrenchment, obsolescence, retiring, resignation or termination of employment. The HRM at this phase has a responsibility to counsel and prepare the exiting employee for the challenges and opportunities awaiting the employee in the future. The office should ethically hand over all the legal documents and benefits to the exiting employee for positive development of the organization’s goodwill/reputation in the corporate world. If need be, the HRM should have a succession plan for implementation at this phase. Motivation as a HRM activity can completely change the perception of employees while in the work environment. Different people in the workforce are motivated differently across and longitudinally with time. Compensation and incentive is a major motivation element that is easily applicable in many organizations since, almost every employee joins an organization with a sole/major purpose of earning.

Compensation and incentives HRM

An incentive can be defined as any factor, that can be financial or non financial that accounts for preference or stimulates/enables a specific course of action. It can as well be said to be the bonus paid on successful achievement of performance objectives. Compensation is the art of offering/giving money or something else, which can easily convert to money, for purposes of paying for work done. In general, compensation and incentive can be referred to a compensation package. A compensation package is the value placed on an employee as presented to that employee. Compensation can be categorized into three categories. First, there is non monetary compensation. This is the benefit received by an employee which cannot be tangibly valued. Such can include social and career rewards. Job security, recognition, opportunity for growth, flexible working hours, subsidized housing, magazine subscription, laundry services, elder care, are some of the non-monetary compensations (Berger, 2008). Second, compensation can be direct which is the employee’s base wage/salary expressed as salary or hourly wage as profit sharing bonuses paid based on performance. Finally, compensation can be indirect. The later includes facilities like health insurance, paid leave, moving expenses and child care being provided by the employer.

There is a corporate general consensus insisting on relating pay with performance for effectiveness. This may not necessarily be applicable in sectors such as agriculture where many performance results are dependent on factors beyond organization and employee control. Whichever the compensation used, it should also be fair with the market and not discriminating against some employees (Campbell, 2006). A job evaluation should be conducted in placing a value on employee. In such an evaluation, compensable factors such as experience, education level and job responsibility should be considered. Moreover, employees should be involved when considering their indirect compensation needs such as paid vacation, retirement planning, childcare among others. The HRM officer should regularly review the compensation package from time to time to maintain its fairness, equitability and competitiveness.

Importance of compensation and incentives in HRM practice

Use of compensation and incentives is an importance practice in HRM as it has the following advantages. First, to many employees, the basic purpose for joining an organization is to secure a pay. The value placed in such a pay and not necessarily the amount/size motivates the employees more, and as result higher productivity levels are reported. Second, compensation facilitates hiring, retention, promotion and evaluation of the workforce. Without mentioning aspects of compensation, the HRM office might find it impossible to convince people to join the organization to work or even the existing employees to assume higher responsibilities (Armstrong, 2006). Third, compensation displays legality of a contract/employment. For a contract to be valid there has to be a consideration, which is partly what a pay or remuneration package serves. Compensation, especially bonuses, which practice sharing of profits with the employees, creates a sense of belonging to the employees. This is extremely important in securing employees’ loyalty during hard times in managerial practices.

In addition, compensation assists in valuing an organization as well as determining its future. Once the HRM office is capable of properly remunerating workforce, the employees are almost assured of their organization’s survival. Usually, when an organization is going under receivership, employees are the first victim as there is reduced employee compensation, which may in acute scenarios deny them their basic livelihood. Finally, compensation and incentives are the easiest motivational practices available for use by the HRM. This is because compensation is directly linked to employee’s welfare more than the improvement of working conditions (McCoy, 1999).

HRM at Coca Cola Company

Coca Cola Company is one of the leading beverage production companies. The firm that traces back its existence in 1886 ascribes to the philosophy that, it is people and not technology creates an effective organization. Employees are regarded as assets and as such their health and benefits are highly considered. Benefits compensations and benefits given at Coca cola company include a basic pay, medical facility, bonuses, picking and dropping of employees to and fro work station, gratuity fund as well as social security. The company has never performed downsizing exercise during its existence which displays a good relationship between the company and the employees (Berger, 2008). The company also practices an open door policy. Open door policy provides an opportunity for feedback from employees and vice versa. Compensation package review is objectively done from the annual performance evaluations. At the beginning of every year, HRM office communicates the objectives of the company and reviews their achievement at the end of the same period. The training policy for employees is well established to ensure that employees do not become obsolete. For example, new employees get a three month paid training while existing employees get a full free on new technology before they can use it. Training of employees is a non tangible compensation that assures employees of their job security.

As drawn from the evaluation above, effective management on human resources requires both scientific and a human relations approaches. The emphasis is both goal oriented as well as human welfare oriented. Any successful organization must invest sufficiently on HRM aspect failure to which the wrong organization culture will be developed. In order to effectively invest on the human resources modern firms ought to institute humane employee relations policies, reviews on package offered, appraise performance regularly, build motivation-oriented culture and possibly institute open channels to assist in participative management practices where employees are deliberately engaged during decision procedures. Conclusively, HR practices are crucial for organizational general performances levels and any move to drive the firms towards higher goals ought to be premised on attainable HR strategic goals. As evidenced, strategic policies crafts a decisive goals’ path for firm’s benefit whilst building effective workforce team.

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Why Is Human Resources Important?...

Why Is Human Resources Important? 8 Top Reasons

What is HR?

Modern organizations cannot be without HR. In the past, many organizations saw HR as a function to hire, fire and protect against compliance risk. Today HR is much more important, and the contribution stretches even further. Given the challenges of AI, an aging workforce, and global skills shortage, a good HR function is key to the success of the organization. Dieter Veldsman, Chief HR Scientist – AIHR

What is Human Resources Management (HRM)?

Talent acquisition , selecting qualified candidates to fill job vacancies, and ensuring a fair and unbiased recruitment process.
Training and professional development by identifying training needs and designing, implementing, and evaluating the effectiveness of training programs.
Employee engagement and satisfaction by creating a positive work environment that fosters employee engagement and satisfaction.
Compensation and benefits management through offering fair and competitive pay and benefits. HR professionals conduct salary benchmarking, set pay ranges, manage payrolls, and designs benefit plans.
Resolving conflicts between employees or between employees and management amicably and within the organization’s guidelines. It also guides conflict resolution strategies, handles disciplinary procedures, and maintains a harmonious work environment.
Employee performance management by setting clear expectations, evaluating performance, and providing feedback.
Managing the organization’s reputation and image with employees, customers, and the public. It upholds ethical standards, promotes diversity and inclusion , and communicates the organization’s values and culture.

8 reasons why HRM contributes to business effectiveness

1. fostering organizational culture, 2. driving strategic planning.

HR has developed in leaps and bounds over the past decade. We have moved from a compliance function to a true strategic partner in business performance and an essential ingredient to sustained organizational success. Dieter Veldsman, Chief HR Scientist – AIHR

3. Promoting business sustainability and growth

Support diversity and inclusion in the workplace
Invest in employee wellbeing
Promote ethical business practices
Advocate for, measure, and report on sustainable business practices, such as paperless communication, transportation, recycling, and energy efficiency.
Promote a healthy work-life balance
Attract, retain, and develop top talent through continuous learning and development initiatives.

4. Ensuring legal compliance and risk mitigation

The value of HR and why Human Resources is important for organizations.

5. Enhancing employee relations and productivity

6. empowering managers.

Enhanced employee-manager relationships
Increased employee engagement and retention
Improved decision-making
Increased innovation
Better problem-solving
Increased customer satisfaction
Enhanced organizational culture and agility

7. Attracting and retaining top talent

8. effective people management.

Developing clear policies and procedures that promote fairness, consistency, and transparency
Promoting a healthy work-life balance
Strategic talent management
Implementing performance management systems
Data-driven decision-making
Empowering managers and employees
Facilitating effective communication and feedback
Providing training and development opportunities

The changing role of HR and its ongoing importance

The emergence of ai , future-proofing the workforce, a strategic partner and advisor in business decision-making.

Strategic planning
Effective talent management
Organizational development
Employee engagement
Workforce optimization
Change management initiatives

The cost of not having HR in the organization

Reputational damage: A company with a poor HR record is at reputational risk, making attracting and retaining top talent difficult. It’s been found that reputation management can represent 25%-38% (or even up to 63%) of your organization’s market cap or annual turnover.
Increased recruitment costs: Hiring falls on managers without an HR department, resulting in more time spent on recruiting rather than on operational or managerial responsibilities. Additionally, there is an increased risk of hiring unqualified candidates. While the average cost of hiring a new employee is estimated at $4,129, hiring the wrong one can cost up to 30% of the employee’s first-year earnings. Unsuitable candidates mean frequent hires and increased recruitment costs.
Increased legal Issues and non-compliance fees: Lack of HR expertise in equal employment opportunities, wage and hour laws, and workplace safety can cause costly legal and regulatory non-compliance lawsuits and penalties. The U.S. EEOC received 73,485 workplace discrimination charges alone in 2022. Such lawsuits can cost you an average of $160,000 in settlements.
Decreased productivity and morale: An HR department ensures employees are engaged, happy, and satisfied. However, inadequate support for employees’ needs and concerns can lead to low morale, increased absenteeism, and decreased productivity. Such employees cost U.S. organizations $450-$550 billion annually in lost productivity.
Increased turnover: A lack of HR expertise or ineffective HR practices can increase employee turnover rates. Employees become dissatisfied due to poor onboarding, inadequate training and development opportunities, and lack of recognition and support and are more likely to leave. If they go, your organization will incur 1.5-2 times their annual salaries to replace them.

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Essay on Human Resources

Students are often asked to write an essay on Human Resources in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

Let’s take a look…

100 Words Essay on Human Resources

Understanding human resources.

Human Resources (HR) is a department in organizations that manages people. They handle hiring, training, and employee benefits. HR plays a crucial role in building a positive workplace culture.

Roles of HR

The HR team recruits new employees and trains them. They also develop policies for a comfortable work environment. HR ensures employees are treated fairly and respectfully.

Importance of HR

HR is important because they help to maintain harmony in a company. They resolve conflicts and promote employee well-being. Therefore, HR is vital for a successful organization.

250 Words Essay on Human Resources

Introduction.

Human Resources (HR) is a multifaceted discipline that lies at the heart of any organization. It encompasses the management of people within an organization, focusing on policies, systems, and practices that influence employee behavior, attitudes, and performance.

The Evolution of HR

Key functions of hr.

HR is responsible for a wide range of functions. These include recruitment and selection, training and development, performance management, employee relations, and compensation and benefits. Each function plays a crucial role in managing the organization’s human capital.

HR and Organizational Performance

Effective HR management can significantly impact an organization’s performance. By ensuring that the right people are in the right jobs, providing opportunities for growth and development, and fostering a positive work environment, HR contributes to increased productivity and profitability.

In conclusion, HR is an indispensable part of any organization. Its role has evolved from a purely administrative function to a strategic one, influencing every aspect of an organization’s operations. As businesses continue to evolve in a rapidly changing world, the role of HR is likely to become even more critical.

500 Words Essay on Human Resources

The evolution and importance of human resources.

The concept of Human Resources (HR) has significantly evolved over the years. Initially, businesses viewed employees merely as tools for production, but today, they are recognized as the most valuable asset of an organization. The HR department plays a pivotal role in managing these assets, ensuring that both their welfare and the company’s strategic goals are harmoniously aligned.

The Role of Human Resources

The primary role of the HR department is to manage people, which includes tasks like hiring, training, evaluating, and retaining employees. They are also responsible for ensuring a safe and healthy work environment, addressing employee grievances, and fostering a positive work culture. Moreover, HR professionals work towards aligning the workforce with the company’s strategic goals, thereby driving organizational success.

HR and Organizational Strategy

The changing landscape of human resources.

The HR landscape is continuously evolving, driven by factors such as technological advancements, changing demographics, and globalization. For instance, the advent of HR technology has revolutionized HR practices. Tools like HRIS (Human Resource Information Systems) and ATS (Applicant Tracking Systems) have automated routine tasks, thereby allowing HR professionals to focus more on strategic activities. Moreover, the rise of remote work and diversity in the workforce has necessitated the development of new HR policies and practices.

Challenges Faced by HR Professionals

Despite the significant strides made in the HR field, HR professionals face numerous challenges. These include managing a diverse workforce, dealing with the changing nature of work, ensuring employee engagement and well-being, and navigating the legal and ethical issues related to HRM. Additionally, in an era of rapid technological change, HR professionals must continually update their skills and knowledge.

Future of Human Resources

In conclusion, the HR department plays a crucial role in managing the most valuable asset of an organization – its people. By aligning the workforce with the company’s strategic goals, fostering a positive work culture, and adapting to the changing business environment, HR professionals can drive organizational success.

That’s it! I hope the essay helped you.

Happy studying!

Essay on Human Resources

In this essay we will discuss about Human Resources. After reading this essay you will learn about: 1. Meaning and Importance of Human Resources 2. Importance of Human Resources 3. Role in Economic Development.

Essay on the Role of Human Resources in Economic Development

Essay # 1. Meaning of Human Resources :

By the term human resources we mean the size of population of a country along-with its efficiency, educational qualities, productivity, organisational abilities and farsightedness. By human resource we mean human capital. Human capital implies the abilities, skills and technical knowhow among the population of the country. A country should introduce manpower planning for the development of its human resources.

Human resources must be considered both from the angle of assets as well as the liabilities connected with the attainment of economic development. For the attainment of economic development, proper utilisation of both natural as well as human resources is very much essential.

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Proper utilisation of natural endowments and the level of production of national wealth depend very much on the extent and efficiency of human resources.

But too much population will again eat up all the fruits of development. Thus from the point of view of economic welfare, it is quite essential to study human resources in detail. It should be equally stressed that human beings are the vital instrument of production and at the same time, fruits of all economic activities are rested on the betterment of conditions of living of human beings.

Thus in view of its importance, it is quite essential to know both in quantitative and qualitative terms, the size, rate of growth, the composition, distribution and all other demographic features of population of India.

Essay # 2. Importance of Human Resources:

(i) proper utilisation of resources:.

Human resources are considered important type of resources for attaining economic development of a country. Among various types of resources, human resources are the most active type of resources. Qualitative and quantitative development of human resources is very much required for the proper utilisation of natural resources of the country.

Thus the human capital formation according to Prof. Meier is “the process of acquiring and increasing the number of persons who have skills, education and experience which are critical for the economic and political development of the country.”

(ii) Increased Productivity:

Human capital has been playing an important role in the economic development of a country. Schultz, Kenderick and Harbison have made some important studies recently so as to point out that a major part of the growth of national output in USA can be attributed to increased productivity which has been mostly realised out of capital formation.

In this connection Prof. Galbraith was of the view that “we now get the larger part of industrial growth not from more capital investment but from investment in men and improvements brought about by improved men.”

(iii) Development of Skills:

Slow growth in underdeveloped countries is mostly resulted from lack of investment in human capital. These countries are suffering from lack of critical skills required for its industrial sector and also face the problem of surplus labour force in its farm sector. Thus human capital formation is very much required for the economic development of the underdeveloped countries.

In this connection, Prof. Myint observes that, “It is now increasingly recognised that many UDCs may be held back, not so much by a shortage of savings as by a shortage of skills and knowledge resulted in a limited capacity of their organisational framework to absorb capital in productive investment.”

Thus the underdeveloped countries are suffering from shortage of technically trained and highly skilled and educated persons and the developed countries are maintaining high level of investment on the development of manpower resources.

Accordingly Prof. Meier observed that, “While investment in human beings has been a major source of growth in advanced countries, the negligible amount of human investment in UDCs has done little to extend the capacity of the people to meet the challenge of accelerated development.”

Thus in order to attain an all round development of the country, the human capital formation through adequate volume of investment on human development is very much important under the present context of development.

(iv) Increased Volume of Output:

As a result of human resource development, the production increases as the knowledgeable and skilled workers can make a rational use of all resources at their disposal. With the imparted knowledge, workers try to increase his output and income. Attainment of vocational skills helps the workers and all categories of manpower to earn higher level of income in various professions.

The higher education and training at higher educational set up like college and universities usually enables workers to contribute liberally towards faster expansion of output in technical, engineering, machine building, accounting, management etc. Moreover, improved health facility can enhance physical capacity of workers. Thus all these factors positively contribute towards increased output.

(v) Addition to Productive Capacity:

Human resource development in the form of human capital formation can make necessary addition to the productive capacity of a country in humorous ways. By upgrading the technological scenario along with improved knowledge and skill can modernise the production technologies and thereby can add to the productive capacity of the country in general.

Transfer of technology from foreign countries can pave the way for adoption of modern technology into production and thereby can improve the productive capacities. Moreover, human capital formation can promote higher growth of the economy by adding physical stock of capital of the country.

(vi) Raises Per capita Income:

Human resources development can raise per capita income of the country through increased formation of human capital. Imparting knowledge can improve the productivity of workers and therefore, can raise the per capita income.

(vii) Tool for Economic Change:

Human resource development can make the people knowledgeable, skilled and physically fit. This can also change the attitudes of the people and improve the personal qualities of people.

Such changes are conducive to the development of innovative capacity and entrepreneurship which usually motivates people to work hard, take risks, do research and apply them to produce new products and also to develop new processes of production. All these can work as a tool for economic change.

(viii) Improving Quality of Life:

Human resources development can pave the way for improving quality of life for the people in general. This can be made possible through improvements in the three components of Human Development Index (HDI), i.e., rise in per capita income, higher educational attainments and increase in life expectancy.

Essay # 3. Role of Human Resource in Economic Development:

Human resources are playing an important role in attaining economic development of a country. Economic development of country involves proper utilisation of its physical resources by its labour force and other forms of manpower for the proper utilisation of production potential of the country.

Thus economic development normally involves achievement of three conditions:

(a) An increase in the per capita income to raise the level of living of the people;

(b) A fall in the magnitude and rate of unemployment and

Although the labour force of the country is making positive contribution towards development but the rapidly growing population retards the process of development and thus considered harmful for economic development of the country.

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Human Resource Management: Theory and Practice, Essay Example

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Introduction

Human resources management (HRM) emerged together with the need to operate large numbers of workforce and fit the demands of the most valuable corporate assets, the employees, with the company objectives, and to ensure adequate conditions for workers of various kinds, types and categories. The HRM field reflects the major part of people management, i.e. coordination of all policies, processes and practices connected with managing people currently employed in a certain organization. The HRM has faced much criticism currently, and is even considered to be the barrier in building the flexible and supportive environment in an organization, acting as a restrictive tool for reducing payroll and contributing to the employee turnover (Mathis and Jackson 4).

Indeed, at times the activities of HRM executives seem to be more directed at activities than results; nonetheless, the importance of human resources and effective management thereof has long ago been recognized as a vital element of successful competition in the market. More than that, HRM is fairly considered to be one of the companies’ core competencies, under the condition of good coordination and organization (Mathis and Jackson 4). HRM also helps the company find the proper balance in the realm of legal requirements restraining the work of organizations and protecting employees; it ensures compensation reconsiderations according to the employee performance, and serves as a driving force for employee motivation in performance increases.

The significance of HRM has been recognized as soon as the inner processes governing the activity of any organization have been detected. It is obvious that any organization has a set of assets it manages in the process of its activity: they include physical, financial, intangible, and human resources. Nonetheless, even being equal in row with other resources, the human resources really make the activity of any company work; they represent the ‘glue’ that combines and coordinates the resources, making them bring profit for the company. Logically, one should realize that there is no way to keep the company functioning without human resources, and even under the condition of poor functioning thereof (Mathis and Jackson 4). Proper HRM can help the company save considerable costs for recruiting and retraining, talent detection may help it educate its own leaders and managers etc. – there are numerous examples of the way HRM may benefit a company. They explain the current close attention to HRM and outline the main areas of research in the field of its improvement and successful implementation.

The modern focus on HRM and its implementation in business structures is explained by the wish to establish fast and responsive organizations that can quickly handle the changes in the external and internal environment. The HRM provides the company with the ability to recruit, train and retain employees, and to align their activities with corporate objectives. The traditional, isolated approach to HRM is no longer used, with the organization giving additional responsibilities and powers to HR managers in the overall struggle for better performance of the whole business unit.

Before defining the concept of ‘human resources management’, one has to track its evolution from the term ‘personnel management’ that emerged in the 20 th century to denote the response of employees to public policies and union activities and changed gradually under the pressure of the global change, socio-economic changes and tendencies etc. (Bratton and Gold 6). The full definition of the HRM concept looks as follows:

“That part of the management process that specializes in the management of people in work organizations. HRM emphasizes that employees are critical to achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy, and that human resource specialists help organizational controllers to meet both efficiency and equity objectives” (Bratton and Gold 11).

However, even upon seeing the definition, one still may not have a clear idea of what management really stands for in the described situation, and what human resources mean in the given context. The human resources actually mean the human capital that represents one of the company’s assets (alongside with the physical, financial and intangible ones) (Mathis and Jackson 5). The human capital is viewed in the collection of all capabilities, knowledge, skills, life experience, motivation etc. that employees of a certain organization possess. Hence, management thereof refers to the proper distribution of positions, adequate rewards corresponding to the employee performance, training and staffing etc. Consequently, one may understand the definition as a way to manage the human capital in the most productive and efficient way so that the company could enhance its core competencies and ensure a firmer position in the marketplace.

Features and Characteristics of HRM

There is a set of features defining the nature of HRM and its place within the organizational framework. The first feature refers to knowledge management; it pertains to any aspect of creating, obtaining, sharing and utilizing knowledge of any kind (Armstrong 9). The key role of HRM concerning knowledge is to conduct activities to develop, generate, and preserve any knowledge specific for the needs of the company. It is also essential to note that knowledge in the focus of HRM derives from organizational learning processes (Armstrong 9).

The next feature is reward management; it results directly from the incentive of HRM professionals to increase motivation, job management, and commitment of employees towards their company. These practices can be achieved by introducing policies of showing that employees are valued and rewarded according to their performance (Armstrong 9). It is essential to implement various reward instruments and schemes so that they would suit the whole range of competencies and skills of the company’s staff. In addition, the successful HRM strategy should not focus on restrictive sanctions for employees who fall behind in their performance; instead, it should emphasize strengths and promote potentially creative and committed individuals.

Fostering constructive and supportive employee relations is another feature of HRM. Promoting the working climate with productive and harmonious relationships is made possible through positive partnership between management and workplace (Armstrong 9). Trade unions are also involved in the employee relations to ensure the comprehensive effect of HRM in building the coherent and mutually satisfied employee structure. The main challenge of this process is in the next feature of HRM: meeting diverse needs of all company stakeholders (Armstrong 10). Individual and group needs have to be taken into account to design equal opportunities for all employees disregarding the peculiarities of their working style, aspirations, and capabilities.

Finally, the HRM feature is bridging the gap between rhetoric and reality. The company’s mission and vision, HR strategy and corporate responsibility are laid down in all written codes and regulations of the company, annual reports and presentations for shareholders. However, as soon as the planned HR practices are implemented, a number of barriers (including limited support, inadequate infrastructure, lack of resources etc.) preclude those strategies from being successfully introduced. Hence, the ability of HRM nowadays is in identifying such gaps and allocating proper resources for making HR strategies a commonplace organizational reality (Armstrong 10).

Drawing certain conclusions from the discussed HRM features, one can come to understanding the key HRM characteristics shaping its modern image and structure. They are as follows:

diverse (it is essential to encourage diversity in HRM practices because of the integrated, comprehensive and over-grasping focus of HRM aimed at creating a harmonious, homogeneous, and at the same time individually tailored structure of employee relationships with management) (Armstrong 9):

strategically focused, with emphasis on integration (there is no place for an isolated approach anymore; HRM is embedded in all aspects of corporate functioning, striving to the creation of a coherent, interlinked employee system) (Armstrong 9);
oriented on commitment (only under the condition of employee trust and loyalty towards the company, HRM can achieve the stipulated corporate goals and make the human resources act as a unifying and enacting force for other company assets) (Armstrong 9);
HRM is based on the belief that working individuals should be treated as assets, i.e. the human capital (in other way common HRM strategies and assessment tools would not work) (Armstrong 9);
unitarist and individualistic approach towards employee relations (the workforce should act as a unified, congruent force, but at the same time individual needs, wants, aspirations and ambitions should be taken into account and encouraged to ensure corporate growth and accumulation of intelligence and knowledge) (Armstrong 9);
management-driven (HRM is seen as a line management responsibility, changing the nature of HRM delivery) (Armstrong 10);
focused on business values (human resources are nurtured, developed and managed, but always with the proper respect to the company objectives; the HRM should always be consistent with business objectives) (Armstrong 10).

There are a large number of specific and general goals pursued by modern HRM, but considerable research and review have allowed to focus on the twelve dominant policy goals proposed by Caldwell (2004) and cited in Armstrong:

People constituting an organizational workforce should be treated as the asset crucial for the creation of the competitive advantage for the company in the marketplace. The essence of the goal is to gain the competitive level of performance for the company to become a strong contender with a firm position in the market; it is vital to realize that even under the condition of having plentiful resources of other kind, the company will never achieve success because of the inability to utilize the resources. Without the workforce, there will be no tools for operating and manipulating the company’s resources for the sake of economic profit. Hence, the human capital is the most essential asset possessed by the company, and it has to be treated accordingly (Armstrong 10).
The HRM policies have to be aligned with the business policies and corporate strategy of every given company. This goal explains the very purpose of HRM existence – through the effective and thoughtful management of the company’s human capital, the HRM department assists the company in gaining the competitive advantage in the market and increasing the employee performance through commitment and encouragement of creativity (Armstrong 10).
The HRM system is aimed at developing a close fit of HR policies, procedures and systems with one another. Only under the condition of the close connection and alignment of all HR elements within the organizational structure, the successful implementation of HRM principles becomes possible and potentially profitable for the company (Armstrong 10).
The HRM is responsible for creating a flatter and more flexible organization. The ultimate goal of that effort is to make the company more responsive to the changes of the internal and external business environment. The modern business world is characterized by a high level of turbulence and uncertainty, crises in all spheres of human activity, hence only the affluent and flexible business entities can survive in the harsh atmosphere of making business. The HRM effort can make the company stronger from the inside and reinforce its outer strengths (Armstrong 10).
The HRM should encourage teamwork and cooperation inside the organization. The specific advantage of such efforts can be seen in the strengthening of the employee interconnection, mutual support and emotional intelligence (Armstrong 10).
The creation of a strong customer-first philosophy throughout the organization is another policy goal of HRM; the main focus of HRM is driven on the individually correct but still corporately shaped system of employee management, training and rewarding. The employees have to realize their value for the company to be able to provide their respect and commitment to the customer in turn (Armstrong 10).
Employees have to be empowered for self-management, learning and development. HRM creates the basis for corporate leadership programs to educate the company’s leaders, professionals and inspirers instead of hiring them from outside (Armstrong 10).
HRM should develop rewarding strategies directly tied to employee performance. Despite the commonly known criticism of the approach, financial incentives still remain a powerful driving force in the increase of performance and commitment (Armstrong 11).
Internal communication improvement is the goal for HRM effort because of its importance for employee involvement in the company issues. The better the employees are informed about the internal matters of their company, the more trusting their relationships with the employer are, and the higher the commitment is (Armstrong 11).
A more general HRM is in building the greater employee commitment; it can be achieved by additional means other than financial ones, including strengthening the corporate culture, involving employees in extra-work events and promoting various activities exploring the employees’ talents, ambitions and abilities (Armstrong 11).
Increasing line management responsibility for the HR policies is another major goal of HRM; as it has been already mentioned, HRM is growing in its importance and grasps others areas of company functioning. Therefore, HRM is equal in responsibilities with line management, providing more ties and interconnections between the internal aspects of management (Armstrong 11).
Finally, HRM should empower managers in the role of enablers. This refers both to the allocation of financial resources for solving some urgent business matters, and to the empowerment of capable employees offering their potential and creativity to the company (Armstrong 11).

Strategic HRM

Strategic HRM is substantially different from the RHM process itself because it focuses mainly on the activities affecting the behavior of individuals in an effort to formulate and introduce strategic needs of the business (Armstrong and Baron 41). Hence, one can understand that the strategic HRM reflects not the real-time, but the future intentions of the organization regarding the HRM organization, procedures and policies. It includes the long-term people issues, defining the HR strategies that have to be identified for the future effort of the HRM department. In addition, the strategic HRM peculiarity is that it concerns the macro-concerns at the organizational level, including the structure, values, culture, performance, rewards, motivation etc. The aim of strategic HRM deriving from its features consists in the creation of the strategic capability for the company to possess the highly committed, skilled and motivated employees to enhance the company’s competitive advantage in terms of human assets. In order to achieve that aim, the strategic HRM needs to fulfill the individual and collective needs of the employees to further on implement coherent and practical HR policies and programs (Armstrong and Baron 41-42).

Before proceeding to the practical discussion of existing HRM strategies, one has to identify the modern approaches to HRM strategy; they include the classical, processual and systemic ones, having many proponents and followers in the global theoretical HRM thought. The classical approach defends the ‘cold’ analysis of organizational environment and the company’s internal resources, with the further identification of strategic options and final implementation of the chosen strategy (Wilczek 2). It is vital to remember that there is a clear distinction between the authorities responsible for strategy generation and implementation thereof. According to the classical approach, strategies are created by top management and implemented by operational managers (Wilczek 2).

The processual approach promotes the strategic flexibility of the company; it argues that strategies are formulated and implemented in an integrated, non-disruptive manner at all levels of an organization. The approach is more viable for the company in a turbulent environment, with the clear need for expertise and creativity at all levels of the organizational structure (Wilczek 3). The third approach, however, includes the socio-cultural and economic context of the countries in which the strategy is formulated into the strategic HRM process. The proponents of the systemic approach argue that cultural and geographical differences seriously affect the process of strategy formation as well as its outcomes (Wilczek 3).

Consequently, proceeding to the models of strategic HRM, one has to identify its nature as a search of the ‘best fit’ within the organizational structure. The strategic fit is the central concept of strategic HRM, also called the matching model. The essence of the model is in making the HR strategy aligned with business strategies of the company (representing the vertical fit) (Armstrong and Baron 44). The vertical fit is the integral part contributing to the business planning process in an organization; it has to match the life cycle stages of the company and be individually tailored to the dynamics of its development (Armstrong and Baron 46).

The horizontal fit is nevertheless as important as the vertical one, as the HR strategies have to be aligned from the inside, i.e. there should be a high level of coherence between the different elements of people strategies (Armstrong and Baron 44). The logical interconnection among the mutually supportive practices of the HR strategy can ensure the success of the horizontal fit, making the HR strategy the ‘best fit’, the chief objective of the overall corporate strategy. The resource-based approach to HRM strategy also provides a sound foundation for the development and implementation of strategic HRM within the organization; it dictates the resource-based approach to all tangible and intangible assets possessed by the company, and utilization thereof with the purpose of being competitive in the market (Armstrong and Baron 53).

Functions Reflected in Business Practices

The success of any organization depends on the allocation of proper human resources in proper positions to ensure their full engagement, job satisfaction and adequate rewards for the performance; however, the current review of staffing practices has shown much incongruence with the ideal objectives stipulated in each HRM department. The wrongdoings include hoarding professionals at the expense of the organization, fostering promotions on biased principles without consideration of organization-wide options, limiting individual opportunities and depriving them from feedback, promoting decrease of confidence etc. (Fombrun, Tichy, and Devanna 58). All of them lead to employee turnover and loss of intelligence, knowledge and expertise.

Introducing the strategic HRM practices in staffing now plays the crucial role in the success of the organization in the accomplishment of its business objectives. The key processes are the specification of qualification, identification of people possessing those skills, and relocating the employees to the positions that fit them the most (Fombrun et al. 58). The staffing policies are affected by the dominant corporate culture and the stage of business development (the start-up business will conduct recruiting activities to form the staff, while the business at a stage of decline can relocate the existing staff or even involve professionals from external resources to revitalize the organization). Some constructive modern HRM practices regarding staffing within an organization include job posting, management development, and succession planning for the sake of HRM integration in all fields of organizational functioning (Fombrun et al. 65).

Performance Appraisal

Performance appraisal is another central element of successful HRM because it provides the assessment and identification of critical job behaviors of the management, specifying the objectives of each manage, and agreeing on the steps and resources necessary for the achievement of those objectives (Fombrun et al. 87). There is a high risk of selective focusing in the performance appraisal, especially concerning the top management, because of lack of subjectivity and absence of anonymity. Hence, the innovative HRM practices in appraisal have to be introduced to ensure the successful accomplishment of business goals and strategies.

There are several categories of measures that can be used for performance appraisal; outcome measures are a strong indicator, but they fail to support the appraisal system in full because of the focus on results depriving managers of the opportunity to assess the process of achieving results. This approach may cause the deterioration of the system instead of its improvement, so the behavioral measures should complement the outcome ones (Fombrun et al. 91). Behavioral measures help identify the critical behavior that may aid employees in completing the objectives stipulated for their position, and the critical incident technique may be implemented for the assessment of the employee correspondence to their positions. Behavior measures are also highly helpful in selecting employees and establishing monetary rewards (Fombrun et al. 94).

The job behavioral analysis is utilized to identify the activities top managers have to conduct to implement the strategic plan. Here two types of training programs have proven to assist in objective achievement: accurate recording of what is seen, and giving feedback as well as setting the performance goals. These programs ensure objectivity and enhance the development of self-management capabilities to promote business strategies on the organization-wide level (Fombrun et al. 100).

Compensation and Benefit

The reward system in any organization may play both functional and dysfunctional roles because of the motivation or discouragement that it may bring to the employees. However, it is essential to note that the compensation system, in case it is properly designed, may become the key contributor to the effectiveness of the HR strategy and employee commitment increase. The strategic role of the reward system lies within the behavioral effect it may produce on employees, hence it has to be thoroughly considered in order to estimate the drives and incentives to be used in the effective HRM system design (Fombrun et al. 127).

The first outcome a successful reward system may offer to the company is the attraction and retention of employees. It is widely known that the companies offering the highest monetary rewards still attract the largest numbers of employees and retain them stronger and longer than other companies do. Hence, the monetary motivation turns out to be fairly strong nowadays (Fombrun et al. 128). In addition, the motivation outcome is also the direct consequence of the properly designed reward system – employees who earn more are more committed to their company, they possess a higher level of loyalty and resourcefulness towards their employer.

The organizational culture is also affected by the reward system; the way rewards are developed, administered and managed affect the culture and shape its type, e.g. participant, entrepreneurial or other ones (Fombrun et al. 128). Reinforcement and definition of the company structure are also affected by the reward system – as usual, the hierarchical structure of corresponding rewarding systems for different levels of management (Fombrun et al. 128). Finally, the compensation to employees affects the cost structure of the company. The salaries to employees traditionally constitute a large share of the company’s operating costs; hence, the thoughtful design of rewards and appraisals may save the company a considerable sum of money and help it allocate resources more productively.

HRM now plays an increasingly important role in building the business strategy and achieving the competitive advantage in the marketplace. With the emergence of the innovative approach to human resources as the strongest company asset, a variety of HRM approaches has been developed to assist the company in aligning people management with the business objectives and strategies. Therefore, it is totally possible to state that the modern organizational structure welcomes an integrated HRM system having equal opportunities and responsibilities with line management and operating in a wide range of areas to sustain the company’s consistence with its strategies.

The basis of the HRM processes is successful staffing, planning, management, identification of reward systems, identification of the company’s internal resources etc. All these activities are called to enhance the company’s competitive position and to reinforce its human capital potential. Strategic HRM is focused on the future perspectives pursued by the company, so it is directed at the macro-environment of the organization. The key processes and functions of strategic HRM constitute effective staffing (that is, proper allocation of employees according to their potential and skills), performance appraisal (both according to the behavioral patterns and outcome measures), and design of effective reward systems that would assist the company in accomplishing its business strategy.

Works Cited

Armstrong, Michael. A handbook of human resource management practice . 10 th ed. London: Kogan Page Publishers, 2006. Print.

Armstrong, Michael, and Angela Baron. Strategic HRM: the key to improved business performance . London: CIPD Publishing, 2002. Print.

Bratton, John, and Jeffrey Gold. Human Resource Management: Theory and Practice . 2 nd ed. New Jersey: Routledge, 2001. Print.

Fombrun, J. Charles, Tichy, M. Noel, and Mary Anne Devanna. Strategic human resource management. San Francisco: John Wiley and Sons, 1984. Print.

Mathis, L. Robert, and John H. Jackson. Human resource management . 12 th ed. Mason, OH: Cengage Learning, 2008. Print.

Wilczek, Tim. The “Classical Model” for Practising Human Resource Management: …or is There a Need for an Integrated Approach Including Specialised Human Resource Strategies? Norderstedt, Germany: GRIN Verlag, 2008. Print.

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Home — Essay Samples — Business — Human Resources — Importance and Challenges of Human Resource

Importance and Challenges of Human Resource

Categories: Human Resources

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Words: 738 |

Published: Jan 30, 2024

Words: 738 | Pages: 2 | 4 min read

Definition and functions of human resource, importance of effective hr practices, challenges and issues in human resource management, the future of human resource.

Gallup. (2017) Employee Engagement. Retrieved from https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx
Society for Human Resource Management (SHRM). (2016) Human Capital Benchmarking Study. Retrieved from https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Documents/2016-Human-Capital-Benchmarking-Study-Report.pdf
Deloitte. (2016) Organizational Culture Strategy. Retrieved from https://www2.deloitte.com/us/en/insights/topics/talent/defining-measuring-organizational-culture.html

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Essay on Human Resource Management (HRM): Top 6 Essays

In this essay we will discuss about ‘Human Resource Management’. Find paragraphs, long and short essays on ‘Human Resource Management’ especially written for school and college students.

Essay on Human Resource Management

Essay Contents:

Essay on the Functions of Human Resource Management

Essay # 1. Introduction to Human Resource Management :

Men, materials, machines and money are considered as the main factors of production. Out of all these factors, men are considered as an important factor. It is very difficult to handle the other factors of production without the efficient use of human resources.

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Several terms have been used by various management thinkers to represent human resources. These include ‘personnel’, ‘people at work’, ‘manpower’, ‘staff’ and ’employees. Whatever may be the term used, human resource of any organization consists of all individuals engaged in any of the organizational activities at all levels.

The importance of human factor can be judged from the point that some people consider management and personnel/human resource management as one and the same thing. Lawrence A. Appley observed that “Management and personnel administration are one and the same. They should never be separated. Management is personnel administration”. Of all the tasks of management, managing the human component is the central and most important task, because all else depends on how well it is done.

With the increase in number of employees in an organization, greater emphasis is being placed on personnel management and also on the adoption of standardized procedures and compensation plans. The personnel department helps management in using and developing appropriate manpower to achieve organizational goals.

Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise.

Essay # 2. Definition of Human Resource Management :

Human Resource Management (HRM) has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization.

Some of the definitions of human resource management as given by various persons are:

Human Resource Management is the function within an organization that focuses on recruitment, management, and providing direction for the people who work in the organization.

Human Resource Management is the understanding and application of the policy and procedures that directly affect the people working within the project team and working group. These policies include recruitment, retention, reward, personal development, training and career development.

Human Resource Management is the effective use of human resources in order to enhance organizational performance.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Essay # 3. Scope of Human Resource Management :

The scope of HRM is very wide.

It covers the following aspects:

(i) Personnel Aspect :

This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.

(ii) Welfare Aspect :

It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

(iii) Industrial Relations Aspect :

This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Essay # 4. Objectives of Human Resource Management :

Objectives are predetermined goals to which individual or group activity in an organization is directed. Objectives of human resource management are influenced by organizational objectives and individual goals.

Some of the objectives of HRM are:

a. To ensure effective utilization of human resources.

b. To ensure respect for human beings.

c. To identify and satisfy the needs of individuals.

d. To achieve and maintain high morale among employees.

e. To provide the organization with well-trained and well-motivated employees.

f. To increase to the fullest the employee’s job satisfaction and self-actualization.

g. To develop and maintain a quality of work life.

h. To provide better conditions of employment.

i. To develop overall personality of each employee in its multidimensional aspect.

j. To enhance employee’s capabilities to perform the present job.

k. To provide fair wages to employees.

l. To inculcate the sense of team spirit, team work and inter-team collaboration.

Essay # 5. Nature of Human Resource Management :

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met.

The various features of HRM include:

a. It is pervasive in nature as it is present in all enterprises.

b. Its focus is on results rather than on rules.

c. It tries to help employees develop their potential fully.

d. It encourages employees to give their best to the organization.

e. It is all about people at work, both as individuals and groups.

f. It tries to put people on assigned jobs in order to produce good results.

g. It helps an organization meet its goals in the future by providing for competent and well- motivated employees.

h. It tries to build and maintain cordial relations between people working at various levels in the organization.

i. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Essay # 6. Functions of Human Resource Management:

Every manager in an organization has to perform the personal functions in one form or the other in order to get the things done through others.

The functions of human resource management can be classified as:

(i) Managerial Functions.

(ii) Operative Functions.

(i) Managerial Functions :

The managerial functions are mainly concerned with planning, organizing, directing and controlling the various activities of personnel management.

These functions are explained below:

(a) Planning:

Planning is deciding in advance what to do; how to do; where to do; and who is to do it. For personnel manager, planning means the determination in advance of personnel programme. Planning is concerned about present manpower positions, what number and kind of people are required for the organization.

(b) Organization:

After the establishment of organizational goals and objectives, human resource manager must design and develop organization structure to carry out the various operations. Organization involves identification and grouping the activities to be performed and dividing them among the individuals and creating authority and responsibility relationships among them.

Directing as a managerial function involves building sound industrial and human relations among people working in the organization. The direction function of the personnel manager is meant to motivate and guide the people to achieve organization goals. The employees can be motivated through salary administration, career planning, provision of health and safety requirements etc.

(d) Controlling:

Controlling function is concerned with regulation of activities in accordance with the personnel plans. It includes checking, verifying and comparing actual with the plans, identifying deviations if any and correcting them. Auditing, training programmers, analysing, labor turnover records, conducting separate interviews are some of the means for controlling the personnel management function.

(ii) Operative Functions :

Operative functions are those functions which are usually delegated to the human resource department as these require specialized skills and knowledge in their performance. All these operative functions are interacted by managerial functions. Further these functions are to be performed in conjunction with management functions.

Some of the operative functions of human resource management are:

(a) Employment :

It is the first operative function of HRM. Employment is concerned with securing and employing the people possessing required kind and level of human resources necessary to achieve the organizational objectives. It covers the functions such as job analysis, human resources planning, recruitment, selection, placement and induction.

(i) Job Analysis:

It is the process of study and collection of information relating to the operations and responsibilities of a specific job.

It includes:

i. Collection of data, information, facts and ideas relating to various aspects of jobs including men, machines and materials.

ii. Preparation of job description, job specification, job requirements and employee specification which help in identifying the nature, levels and quantum of human resources.

(ii) Human Resources Planning:

Human resource planning involves forecasting the human resource requirements of an organization and the future supply of human resources. It is a process for determination and assuring that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which would meet the needs of the organization.

(iii) Recruitment:

It is the process of seeking and attracting prospective candidates against a vacancy in an organization.

After having determined the number of persons required for different jobs and requirements of different jobs, the recruitment process will begin.

The term recruitment may be defined as the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. In other words, the term ‘recruitment’ stands for discovering the sources from where potential employees will be selected.

(iv) Selection:

Selection is the process of identifying and establishing the credentials of a candidate for a job to ensure success.

Recruitment vs. Selection :

Both recruitment and selection are the two phases of the employment process. Recruitment comes first and is followed by Selection.

(v) Induction and Orientation:

Induction and orientation are the techniques by which a new employee is rehabilitated in the changed surroundings and introduced to the practices, policies, purposes and people etc., of the organization.

(b) Training and Development :

This process aims to train and develop employees to improve and update their knowledge and skills, so as to help them perform their jobs better. The process also includes developing the attitudes, beliefs and values of the employees to match the organizational needs. This comprises of performance appraisal, training, management/executive development, career planning and development.

(i) Performance Appraisal:

It is the process of evaluating the performance of an employee on the job and developing a plan for improvement.

(ii) Training:

Training is the systematic development of the knowledge, skills and attitudes required to perform a job.

After the employee is selected, the most important part of human resource program is to impart training to the employee. Training plays a significant role in human resource development. Human resources are the life-blood of any organization. Only through trained and efficient employees, the organization can achieve its objectives.

Training is defined as “the art of increasing the knowledge and skill of an employee for doing a particular job”.

Since training involves time, effort and money by an organization, so an organization should carefully design its training program. The objectives and need for training should be clearly identified and the method or type of training should be chosen according to the needs and objectives established.

Need of Training:

Training is necessary both for existing and new employees. It increases the skill of the employees.

The need of training arises because of the following factors:

(a) Rapid Changes in Technology:

As the technology is changing at as fast pace, so employees must learn new techniques to make use of advanced technology.

(b) Frequent Accidents:

Due to increase in number of industrial accidents, an effective training program should be made for the safety of the employees.

As the customers have become quality conscious, so there is need of training to employees for improving the quality of products.

(d) Increase in Productivity:

Effective training helps in increasing productivity and reduction in production costs of an organization.

(e) Supply of Trained Personnel:

Training ensures an efficient supply of trained employees at all levels of organization.

Benefits of Training :

Some of the benefits of training are:

a. Better performance of employees both in terms of quantity and quality of output.

b. Elimination of wastages which leads to reduction in cost of production.

c. Reduction in needs of supervision.

d. It helps in developing and improving the organizational culture.

e. Increase in morale of the employees.

f. Reduction in number of accidents.

g. Improvement in quality of work.

h. Reduction in machine breakdown and maintenance cost.

i. Increase in productivity which results in enhanced earnings for employees.

j. Increase in self-confidence.

k. More opportunity for growth/promotions.

(iii) Development:

It is the concept of developing the employees in an organization to meet future changes and challenges.

(iv) Career Planning and Development:

It refers to identifying one’s career goals and formulating plans of reaching them. It attempts to harmonize an individual’s career aspiration with organizational needs.

Compensation function is concerned with securing adequate and equitable remuneration to persons for their contribution. Fixation of compensation or wage rates for different categories of employees is an important task of management. Function related to job evaluation, wage and salary administration, incentives, bonus and fringe benefits falls under this category.

Compensation is what employees receive in exchange for their contribution to the organization.

Generally, employees offer their service for three types of rewards:

b. Incentives.

c. Benefits.

Pay refers to the base wages and salaries employees normally receive. Incentives in the form of bonuses, commissions and profit sharing plans are incentives designed to encourage employees to produce results beyond normal expectations.

Benefits such as insurance, medical, recreational, retirement etc. represent a more indirect type of compensation.

So, the term compensation is a comprehensive one including pay, incentives, and benefits offered by employers for hiring the services of employees. In addition to these, managers have to observe legal formalities for offering physical as well as financial security to employees. All these play an important role in any HR department efforts to obtain, maintain and retain an effective workforce.

(i) Job Evaluation:

It is the systematic determination of the value of each job in relation to other jobs in the organization.

(ii) Wage and Salary Administration:

The process of formulating and operating a suitable wage and salary program is known as wage and salary administration.

(iii) Incentives:

Incentives are the rewards an employee earns in addition to regular salary based on his performance or of the collective performance.

(iv) Bonus:

Bonus is primarily a share in the surpluses and is often directly related to the organization performance.

(v) Fringe Benefits:

Fringe benefits are monetary and non-monetary benefits including disablement benefits, housing facilities, canteen facilities, conveyance facilities, educational facilities, recreational facilities, medical and welfare facilities, post-retirement benefits, etc.

(d) Integration :

The basic objective of human resource management is to secure maximum performance from the employees in order to accomplish the objectives of an organization. This is possible through better integration between the organization and its employees. The integration between the two can be achieved through three things-motivation, leadership and communication.

(e) Maintenance :

Maintenance function is basically concerned with the working conditions and welfare facilities provided to the employees. Morale and motivation of the employees is greatly influenced by these conditions. Working conditions include measures taken for health, safety and comfort of the employees. Welfare facilities include provisions of rest rooms, cafeteria, safe drinking water, education for children of employees etc.

(f) Industrial Relations :

It is the responsibility of human resource manager to maintain industrial peace in the organization. This can be done through collective bargaining, joint consultation and settlement of disputes, whenever they arise.

(g) Personnel Records :

Another function of human resource manager is to maintain the records of the employees. This is helpful in taking decisions relating to transfers and promotions, performance appraisal etc. These also help in identifying the weaknesses in the employees and the areas in which they need training.

Essay on Human Resource Management | HRM
Essay on Merit Rating: Top 5 Essays | Human Resource Management
Notes on Human Resource Management (HRM): Meaning and Nature

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The Importance of HR Management

Reviewed by Jacob Imm

Jun 04, 2021

Why Human Resource Management Is Important

Employees are the foundation of every successful business. This is why human resource (HR) management is so important.

The HR department performs a wide variety of duties and is responsible for helping employees feel safe, valued and properly supported. Exceptional human resource management ensures that the HR department runs smoothly and continues to evolve over time.

If this sounds interesting to you and you’re curious about a career inhuman resource management, read on to learn why it’s so valuable in the professional world.

What is Human Resource Management?

The simplest human resource description would be to say it’s the department of a company or organization that handles the relationship between employees and leadership.

Human resource management (HRM) is the sector of HR that oversees these departments.

HR covers a number of positions, responsibilities, and aspects of company efficiency and staff well-being—and each area of human resources requires strong leadership from an experienced manager.

Some of the most important responsibilities within the HRM department include:

Hiring and Training New Employees

An HR professional holding a management position is often in charge of recruiting, hiring, and training new employees. This means the HR team is responsible for finding candidates who meet the necessary qualifications for specified positions and fully vetting a company’s hires.

Human resource managers are also expected to embrace and promote diversity among staff, orient team members to their new work environment, and ensure healthy interactions between employees and organizational leadership.

But what does a human resource manager do exactly when it comes to hiring and training? Some of the most common tasks for this type of HR manager may include:

Conducting interviews and reading resumes
Performing background checks on applicants
Overseeing or leading training procedures
Implementing new training techniques
Writing job descriptions, posting job listings, and recruiting potential candidates
Making a good impression on behalf of the company (HR is usually the first department candidates will meet)

The bottom line –An HR professional is often the face of the company for potential new employees. Recruitment, hiring, and training policies are supervised and improved upon with the help of HR managers.

Keeping Employees Safe and Happy

A human resource department is also in charge of keeping employees safe, healthy, and satisfied. With proper HR management, workplace policies keep up with necessary protective measures and implementation and provide solutions to issues between team members, avoiding risk for the company and its employees.

Daily duties for an HR manager who specializes in employee relations may include:

Creating workplace safety policies
Ensuring the organization follows federal and state occupational laws
Addressing employee concerns and complaints
Preventing and dismantling harassment or discrimination in the workplace
Managing employee relationships
Facilitating communication between leadership and employees

The bottom line – HR managers are in charge of many duties, but employee well-being should always remain a top priority. As a human resource manager, you’ll spend a lot of time speaking to employees, listening to concerns, and managing workplace relationships. The main goal of a successful, strategic HRM should be to ensure the staff feels safe, respected, and heard at all times.

Managing Company Risk

The HR department works with organizational leadership to help manage risk and compliance. Human resource managers should be well-versed in business law, ethics, statistics, and problem-solving in order to help manage their company’s risk.

As an HR manager, you may be put in charge of the following risk management responsibilities:

Analyzing statistical risk using company data
Addressing and preventing potential lawsuits
Supervising firing practices
Properly training other managers
Implementing diversity and Title IX training
Protecting the organization's data and upholding privacy for sensitive information
Vetting new hires and improving hiring procedures

The bottom line – Human resource management is intended to protect the company and its employees. As a risk management specialist, you’ll help manage your company’s risk in a manner that involves statistical analysis, knowledge of business law, and overall improvement of company policies and practices.

Find out more about North Central College

Paying Employees and Negotiating Benefits

Even employees who love their jobs wouldn’t do them if they weren't getting paid. One of HR’s primary roles is managing payment and benefits for an organization’s staff. Proper management of compensation, time off, and insurance is what keeps employee satisfaction high.

As a human resource manager, you’ll be in charge of distributing, communicating, and improving compensation and benefits packages. Responsibilities within this department may include:

Negotiating insurance packages with vendors
Communicating benefits to new hires
Keeping track of payroll
Organizing employee paperwork (for payment and taxes)
Creating 401k and pension plans
Managing vacation time, paid time off, and sick days
Sorting out raises and bonuses for staff

This is perhaps one of the most vital parts of HR management, since many candidates choose their place of employment based on salary and benefits. As a manager, you’ll have the opportunity to develop these packages and improve employee benefits as the company grows.

The bottom line – Human resource managers are often put in charge of employee compensation and benefits. Proper leadership within the HR department will involve negotiating insurance plans, making sure payments go out on time, and improving and developing employee benefits packages.

Why Human Resource Management is a Growing Industry

HR management is not what it used to be. Technology, workplace policies, and a changing market are some of the biggest factors influencing the growth and evolution of human resources. Some examples of these new and improved practices include:

Modern ways of recruiting – HR uses tools such as online job boards and social media to make recruiting faster, more efficient, and better at reaching diverse candidates. Human resource managers will need to learn how these programs and websites work in order to be successful recruiters in today’s environment.
Inclusive practices – Many companies, with the help of their HR departments, have placed a stronger emphasis on the value of diversity, equity and inclusion in the workplace which helps to create a safer and more inclusive work environment for employees, along with better hiring, training and reporting practices.
New forms of training – Training has become more reliant on technology, which makes staying up-to-date vital for HR management. Advancements in this field include digital training modules and streamlined communication through online messaging. Many employees can even be trained from the comfort of their homes with remote work becoming increasingly popular.
Growing industries – The digital business realm keeps growing, and companies are quickly gaining traction and expanding their staff. These developments are leading to larger human resource departments for industries that used to be small. As time goes on, you may begin to see high demand for HRM positions that have never existed before.
Social media – Online presence and digital marketing are becoming increasingly important to companies’ reputation and image. Some HR departments are branching out into social media management, thus creating an entirely new sector of the field.

The bottom line – As the professional world changes, it’s crucial that human resource managers stay current and keep up. Technological advancements and streamlinedstaffing practices will play a crucial role in the HR field as time goes on.

Now that you’re familiar with the details of HR management, let’s get back to the big question: Why is human resource management important?

HR is a key aspect of any organization—from improving employee well-being to risk management. Without proper management, this complex field of work would lack structure and struggle to evolve over time. Having a strong HR department backed by solid leadership is one of the best ways for a company to ensure employee satisfaction, productivity, and future growth.

A satisfied staff is the foundation of a thriving company, and HR management is the cement that holds it together. It’s why every company needs an experienced,empathetic manager to lead their human resources department.

Start Your HR Management Career

HR management is crucial to any company, and the skills needed to reach this position are equally valuable. The first steps to any successful career in human resource management Are finding the right school and earning the right degree.

What degree is needed to be a human resource manager? In most cases, companies will be looking for at least a bachelor’s degree. For higher level positions, a master’s may be required. So if you’re going into this field, look for a school like North Central College, where students gain a full understanding of HRM, including the business and leadership skills needed to run an HR department. Through North Central’s in-depth human resource management program taught by dedicated, experienced faculty, you’ll earn the degree you need and graduate fully prepared to begin working in the field.

Start your journey to a career in human resource management today by learning more about the human resource program at North Central College.

Jacob Imm is a communications specialist in the North Central College Office of Marketing and Communications. He has 10 years of collegiate communications experience and has worked with hundreds of college students. He has a bachelor’s degree from the University of Notre Dame and a master’s degree from Northern Illinois University.

Brenner, L. (2016, July 14). Role of Human Resource Managers . Woman - The Nest. https://woman.thenest.com/role-human-resource-managers-1940.html

Watkins, H. (2020, April 7). The Complete Guide to HR Risk Management Every Manager Needs . Solvo Global. https://solvoglobal.com/hr-risk-management/

Five Ways the Field of Human Resources is Changing - Best Value Schools . (2021, March 24). BestValueSchools. https://www.bestvalueschools.com/lists/five-ways-the-field-of-human-resources-is-changing/

More North Central News & Stories

11.1 An Introduction to Human Resource Management

What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

Human resources compliance
Employee selection, hiring, and onboarding
Performance management
Compensation rewards and benefits
Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

How has the function of human resource management evolved over the years?
In what way do you usually interact with human resources?

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Essay on human resource management (hrm).

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Read this essay to learn about Human Resource Management (HRM). After reading this essay you will learn about: 1. Definition of Human Resource Management 2. Objectives of Human Resource Management 3. Scope 4. Need 5. Importance 6. Limitations.

Essay on the Limitations of Human Resource Management

Essay # Definition of Human Resource Management :

Human resource management may be defined as a set of policies, practices and programmes designed to maximise both personal and organisational goals. It is a process by which the people and organisations are bound together in such a way that both of them are able to achieve their objectives.

According to Flippo, “Human resource management is the planning, organising, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organisational and societal objectives are accomplished.”

This definition reveals that human resource management is that aspect of management which deals with the planning, organising, directing and controlling the personnel functions of an enterprise. The purpose of these functions is to assist in the achievement of basic organisational, individual and societal goals.

According to Institute of Personnel Management (U.K.):

“Personnel Management is an integral but distinctive part of management concerned with people at work and their relationships within the enterprise. It seeks to bring together into an effective organisation the men and women who staff the enterprise enabling each to make his/her best contribute to its success, both as a member of a working group and as an individual. It seeks to provide relationships within the enterprise that are conducive both to effective work and human satisfaction.”

Essay # Objectives of HRM :

The primary objective of HRM is to ensure a satisfactory accomplishment of the objectives of an organisation and of its employees. While framing the HR objectives of the organisation, care is taken to consider the interests and needs of the employees and of employee goals. This is done by integrating the employee interests and the management interests with a view to achieve the objectives of the entire organisation.

The objectives of the HRM are, basically, four fold as shown in the diagram above:

The objectives are discussed in detail as follows:

(i) Societal Objectives:

The basic objective of HRM towards the society should be to ensure that their organisation manages human resources in an ethical and socially responsible manner through ensuring compliance with legal and ethical standards.

Thus, this objective includes:

i. To manage human resources in an ethical and socially responsible manner.

ii. To ensure compliance with legal and ethical standards.

iii. To minimise the negative impact of societal demands upon the organisation.

(ii) Organisational Objectives:

The organisational objectives of HR include the following:

i. HR department, like any other department in an organisation, should focus on achieving the goals of the organisation first. If it does not meet this purpose, the HR department cannot exist in the long run.

ii. HR department should recognise its role in bringing about organisational effectiveness.

iii. HRM is not an end in itself. It is only a means to assist the organisation with its primary objectives. In simple words, the HR department should aim at serving rest of the organisation.

(iii) Functional Objectives:

The functional objectives of HRM include the following:

i. To maintain the HRM department’s contribution at a level appropriate to the organisation’s needs. Resources are wasted when HRM is either more or less sophisticated to suit the organisation’s demands.

ii. The department’s level of service must be tailored to fit the organisation it serves.

iii. HRM should employ the skills and abilities of the workforce efficiently. It should aim at making the people’s strengths more productive and beneficial to the organisation.

iv. HRM should aim at providing the organisation with well trained and well-motivated employees.

(iv) Personnel Objectives:

Personnel objectives or personal objectives of the employees must be met if employees are to be maintained, retained and motivated. Otherwise employee performance and satisfaction may decline and they may leave the organisation.

The objectives of HRM in this context are:

i. HRM should increase employees job satisfaction to the fullest extent.

ii. HRM should also meet the self actualisation needs of the employees’. It should stimulate every employee to achieve his potential.

iii. HRM should assist the employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organisation.

iv. HRM should develop and maintain a quality of work life (QWL). It makes employment in the organisation a desirable, personal and social situation. Organisational performance can never be improved without improving the quality of work life.

v. The HRM should also communicate HR policies to all employees. It will help the HRM in tapping the ideas, opinions, feelings, and the views of the employees.

Essay # Scope of Human Resource Management:

According to Dale Yoder, the scope of human resource management is very wide.

It consists of the following activities:

(i) Setting general and specific management policy for organisational relationships and establishing and maintaining a suitable organisation for leadership and cooperation.

(ii) Collective bargaining, contract negotiation, contract administration and grievance handling.

(iii) Staffing the organisation, finding, getting and holding the prescribed types and number of workers.

(iv) Aiding in the self-development of employees it all levels providing opportunities for personal development and growth as well as for acquiring requisite skill and experience.

(v) Developing and maintaining motivation for workers by providing incentives.

(vi) Reviewing and auditing manpower management in the organisation.

(vii) Industrial relations research-carrying out studies designed to explain employee behaviour and thereby effecting improvement in manpower management.

The Indian Institute of Personnel Management:

Personnel Management in India, has described the scope of human resource management into the following aspects:

1. The Personnel Aspect:

This aspect of human resource management is concerned with the manpower planning, recruitment, selection, placement, induction, transfer, promotion, demotion, termination, training and development, layoff and retrenchment, wage and salary administration, incentives, productivity etc.

2. The Welfare Aspect:

The welfare aspect is concerned with working conditions and amenities such as canteens, creches, rest rooms, lunch rooms, housing, transport, education, medical help, health and safety, washing facilities, recreation and cultural activities etc.

3. The Industrial Relations Aspect:

This aspect is concerned with the company’s relations with the employees. It includes union management relations, joint consultation, negotiating, collective bargaining, grievance handling, disciplinary actions, settlement of industrial disputes etc.

All the above aspects are concerned with human element in industry as distinct from the mechanical element.

HRM has a crucial role to play in the organisation, so following scopes can be associated with HRM:

1. Identifying and Developing Persons:

The success of every organisation depends upon the quality of persons it employs. HRM helps in spotting right person for the right jobs. Persons are prepared for taking up different jobs.

Every person may not be suitable for every job. Persons are assigned jobs as per their aptitudes. Persons are given right type of training so that they are able to develop their potentialities to the maximum. They are also motivated to give their maximum to the organisation.

2. Retaining Suitable Persons:

The rapid development of technology is throwing up new challenges every day. Modernisation of various techniques, computerisation and data processing, introduction of microprocessor controlled machines and revolution in communication techniques have resulted in a demand for trained and highly skilled persons.

HRM not only helps in procuring suitable persons but is also useful in retaining them. There may be a redundant workforce because of various developments, efforts be made to offer golden handshake to them.

3. Creating Work Culture:

HRM approach emphasises the development of employees’ potentialities and using them for achieving organisations goals. The aims and priorities of individual workers are given due weight-age in the schemes of the organisation. Human resource policy is backed by human values, understanding and concern for the welfare of people.

Persons in the organisation will reciprocate by improving their efficiency, motivation, self-co-ordination and greater co-operation. The work culture in the organisation improves; people feel satisfied and enjoy their work.

4. Educating Managerial Personnel:

HRM approach will succeed only when managerial personnel change their attitude towards the workforce. There is a need to educate executives, managers and top management regarding various aspects of the human resources approach adopted by the organisation.

5. Conducting Research:

HRM will be successful only if we know the aspirations and expectations of various persons working in the organisation. The framing of human resource policies, strategies and approaches depends upon the information collected through research.

6. Developing a Communication System:

There is a need to develop downward, upward and lateral communication in the organisation. HRM develops a system of communication where policies of the management are properly communicated to the lowest level of hierarchy and feedback from lower levels is conveyed to the top management. Communication system helps in understanding the viewpoints of each other and taking up remedial steps, if needed.

Essay # Need for Human Resource Management:

Human resource management helps in creating a better understanding between employees and management. It helps workers in accomplishing individual and organisational goals. This approach has been attracting the attention of management professionals in the last decade or so.

HRM is considered essential due to the following reasons:

1. Better Industrial Relations:

There is widespread unrest, strained worker-management relations, lack of confidence in each other, rising expectations of workers, emergence of militancy in trade unions etc. These factors have created a gap among workers and managements. Both sides are talking of exploitation by the either side. In the absence of cordiality in an organisation the performance of workers is adversely affected.

HRM approach is required to create proper understanding among workers and management. The workers are developed to meet their individual and organisational objectives. The workers are convinced that various managerial actions will help them in accomplishing their motives besides helping the organisation.

2. Develop Organisational Commitment:

There is a humanisation of work environment in industrialised countries like Japan, U.S.A., Germany etc. and other countries. Globalisation of economy has exposed Indian industries to international competition. An improvement in efficiency and quality of work can come only when workers develop organisational commitment. HRM approach helps in creating a sense of pride for the organisation among the workforce.

3. Coping With Changing Environment:

The business environment is rapidly changing. Technological improvements have revolutionised production procedures. Automation has been introduced in office operations.

Better communication channels have revolutionised vital areas of business. There is a need to cope with new and changing situation. The operational efficiency of employees must improve to face the new situation. There is a need for new approach to manpower.

4. Change in Political Philosophy:

Political Philosophy has undergone a change all over the world. The new approach is to develop human resource properly for making its better use. In India, Central Government has named a Ministry as Human Resource Development and put it under the charge of a Cabinet Minister. This development shows the importance given to human resource. So there is a need for human approach towards the workforce.

5. Increased Pressure on Employees:

The technological changes have necessitated the use of sophisticated machines. The installation, monitoring of machines, maintenance and controlling of operations need trained and skillful people.

There is a regular need for training and development of people for coping with the emerging situations. Human resource development has become essential for every organisation. Research and fresh initiatives in industry require new policy of human resource development.

Essay # Importance of Human Resource Management (HRM):

Human Resource Management is important to the organisation in a number of ways, as follows:

1. Importance for the Organisation:

Human resource management is important for the organisation due to the following:

i. Good human resource practices help in attracting and retaining the best people in the organisation.

ii. In order to make use of latest technology the appointment of right type of persons is essential. The right people can be fitted into new jobs properly only if the management performs its HR function satisfactorily.

iii. Globalisation has increased the size of the organisations, who employ thousands of employees in different countries. The performance of the company depends upon the qualities of the people employed. This has further increased the importance of HRM.

iv. Human resource planning alerts the organisation to the types of people it will need in the short, medium and long run.

v. Human resource development is essential for meeting the challenges of future. The importance of HRM has increased because of the shortage of really good managerial talent in the country.

2. Importance for the Employees:

The human aspect of organisations has become very important over the years. HRM stresses on the motivation of employees by providing them various financial and non-financial incentives. Right organisational climate is also stressed upon so that the employees can contribute their maximum to the achievement of the organisational objectives.

Effective management of human resources promotes team work and team spirit among employees. It offers excellent growth opportunities to people who have the potential to rise. It also encourages people to work with diligence and commitment.

3. Importance for the Society:

Society as a whole is the main beneficiary of good human resource practices. Good HR efforts lead to productivity gains (ratio of output to input) to the society, since it enables the managers to reduce costs, save scarce resources, enhance profits and offer better pay, benefits and working conditions to employees.

The importance of HR is very intelligently explained by Herbert E. Meyer in following words:

“The name of the game in business today is HR. You can’t hope to show a good financial or operating report unless your human relations are in order and it is immaterial what kind of company you are running. A chief executive is nothing without his people. You got to have the right ones in the right jobs for them and you got to be sure that employees at every level are being paid fairly and being given opportunities for promotion. You can’t fool them and any chief executive who tries is going to hurt himself and his company.”

Essay # Limitations of Human Resource Management :

HRM approach is very useful in creating work culture in the organisation but still it suffers from certain limitations:

1. Recent Origin:

HRM is of recent origin, so it lacks universally approved academic base. Different people try to define the term differently. Some thinkers consider it as a new name of personnel management. Some organisations have named their traditional personnel management department as human resource management department. With the passage of time an acceptable approach will be developed.

2. Lack of Top Management Support:

HRM must have the support of top level management. The change in attitude at the top can bring good results while implementing HRM. Because of passive attitude at the top, this work is handled by personnel management people. Unless otherwise there is a change in approach and attitude nothing spectacular is going to happen.

3. Improper Implementation:

Human resource management should be implemented by assessing the training and development needs of employees. The needs and aspirations of people should be taken into account while framing human resource policies.

HRM is implemented half-heartedly. The organising of some training programmes is considered as the implementation of HRM. Management’s productivity and profitability approach remains undisturbed in many organisations.

4. Inadequate Development Programmes:

Human resource management requires implementation of programmes such as career planning, on the job training, development programmes, counselling etc. There is a need to create an atmosphere of learning in the organisation. In reality HRM programmes are confined to class room lectures and expected results are not coming out from this approach.

5. Inadequate Information:

Some organisations do not have requisite information about their employees. In the absence of adequate information and database this system cannot be properly implemented. There is a need to collect, store and retrieve of information before implementing human resource management.

The liberalisation of economy, entry of multinationals in Indian markets, raising of quality standards of Indian goods, growing competition will put pressure on human resources of every organisation.

Managements will be required to constantly assess and reassess competence levels of their employees. Training and development programmes will be needed to motivate personnel to cope with the new requirements. Human resource management will have a pivotal role in managing the business in near future.

HRM: Human Resource Management: it’s Meaning and Essentials
Human Resource Management: it’s Meaning, Definition and Nature

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What I Learned in Human Resource Management – Essay

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As a source of information (ensure proper referencing)
As a template for you assignment

Below, you will find a reflection paper about human resource management. It states that to keep competitive advantage, companies must ensure that training and development of the human resources is given high priority.

Introduction

Human Resource is a term used to describe all the people working in an organization. Human resource management is the function within an organization that emphasizes on hiring and recruitment of employees, managing employees and giving them direction. Human resource management can also be preformed by various sectional/departmental heads also known as line managers.

Therefore, the human resources manager oversees numerous issues touching on the employees and their welfare. Other issues handled by human resource department include compensation; performance management and appraisal; organizational development; motivation of employees; staff development; grievance and disciplinary; and communication among others (Banfield and Kay, 2008, p. 3; Gronn 2002, p. 425; Cappelli 2000, p.104).

Human resource management is also a tactical and all-inclusive approach to managing individuals and the organization culture and environment. Effective human resource management makes it possible for workers to contribute effectively and efficiently to the overall wellbeing of the organization and to the achievement of goals. Human resource management is currently moving away from the traditional methods of personnel management.

It is now integrating changes in the global business environment and the increased competition for human capital. Therefore, Human resource management is currently expected to add value to the employees to enable them cope with the present challenges and improve the competitive advantage of the company (Gilmore and Williams, 2009, p. 5). This essay aims at exploring a portfolio of subjects related to human resource management and reflecting them with the seminar activities.

Developing the practitioner

In order to maintain a competitive advantage and retention of high quality staff, companies must ensure that training and development of the human resources is given high priority. Investing in professional training guarantees stability and productivity in organization.

Training and development is the main instrument for breaking new ground; hence, bringing changes in an organization. One of the most significant aspects of human resource development is helping employees to become more effective in their work and to be able to adapt to other jobs within the company (Wexley & Latham 2002, p.12; Miller, 2010, p. 55).

In order to achieve individual and organizational objectives, human resource practitioners require principal skills. These skills and teamwork create a sense of shared responsibility and commitment to the objective. Organization development and employee relations are strong communication skills and high level of emotional intelligence, which enable the HR to ensure that employees always work together as a team and cross train on each other’s responsibilities (Torrington, Hall and Taylor, 2008, p. 7).

The seminar gave me the opportunity to strategize myself and to identify the personal goals I wanted to develop. My dream is to maintain high level of individual motivation and to focus my energy towards achieving my individual and organizational goals. I discovered how to manage time in a better way by planning everything in advance and improving my management, communication and decision making skills.

Therefore, I would like to further develop my skills and understand the importance of human resource management to help me pursue a career in this field once my studies are over. Human resources management is a challenging and exciting area of study in the corporate and business world today. The seminar helped me to understand the significance of managing human resources and its role in organizations.

Communication and meeting skills

The active participation and loyalty of the labor force is one of the major components that enable an organization to attain world class status and implement operations management strategies for instance Kaizen or just-in-time. This participation can only be achieved and maintained through effective communication.

The ability to relay information, for example the goals and objectives of the organization is viewed as the first step in achieving this commitment. When these goals and objective are effectively communicated to all employees within the organization, operational management strategies must be initiated to permit workers to play an active role in attaining these goals. Effective communication thus motivates employees to own the goals of the company and relate with each other productively (Business Studies, 2008, p. 4).

In the seminar, I had first hand experience of team work and exercised communication and meeting skills. Each team was divided into two groups with each doing the meeting, taking notes and giving feedback alternatively. I learned more about the communication skills in meeting.

The leader of the meeting was very confident. He engaged each member in the meeting by listening to all the opinions and discussed the ideas with others before making the final decision. We also got the feedback from the meeting of other groups which was very interesting and active. This will help me to sharpen my communication and meeting skills.

Presentation Skills

There are number of significant elements that make an effective presentation. First and foremost, effective presentation requires adequate preparation and planning.

Preparation and planning involve setting up goals and objectives for the presentation, studying the audience, constructing the main points and assessing the presentation. Secondly, formulating the presentation structure; one must understand what he/she wants to present and how to present it and provide the information in a well structured format (Claudyne and Rotondo, 2002, p. 3).

In addition, presentation also calls for identification of key points that keep the audience engaged and interested. This involves the use of body language, great eye contact with the audience that helps in getting better view point, use of visual in a presentation, creating interest and establishing a rapport with the audience, use of rhetoric questions, and tonal variation and pronunciation among others.

Information must also be summarized to allow for enough time for the audience to ask questions. Responding to questions from the audience indicates confidence in the material presented (Comfort and Derek, 1996, p. 5).

In the seminar we were asked to provide a group presentation. Each member of the group was asked to present what they leaned from the communication skills exercise. Group presentation was a great experience for me since it made me discover my strong and weak points.

I learned that I had difficulty in communicating my ideas to the group than to individuals. I was shy and terrified of speaking in front of the group. I was also afraid of forgetting what I was going to say or that my mind would go blank. After the presentation I got the feedback from the tutor and other students which helped me to improve my presentation skills.

Training and Learning

Education is the act or method of passing on or acquiring knowledge, judgment or skills and a degree of intellectual development. On the other hand, learning is the act or process of acquiring these knowledge or skills. Personnel’s training is the improvement of the staff to enhance their performance.

Most organizations employ systematic approach to training. This is a technique for managing training programs and entails coherent approach is determining the type of knowledge required for a specific job or profession. Its starts by establishing staff’s work related requirements and delivering training properly. This approach employs constant assessment of the training program and it ensures that it meets the demand of the specific job or profession (Scully 2005, p. 10).

Systematic approach to training follows a specific training cycle. These stages include identification of the training requirements, designing training solutions, delivering the solutions, application of training in the court surrounding, and lastly assessing the training solutions. Strategic approach used in professional training and developments are more targeted, quantifiable and effective.

Increased flexibility in terms of delivery of training accommodates participant’s different styles of learning as well as their lifestyles. Training professional assesses the reaction, learning, behavioral change and valued added to the organization. Evaluation of the training interventions helps organization to establish the strength weaknesses of the training development approach used in an organization (Wexley & Latham 2002, p.12; Miller, 2010, p. 55).

Kolb et al., 1985 defined learning as a process of creating knowledge by changing experience. Learning process is classified into four phases which are re-entered as the cycle progresses.

Each cycle has different implications on training and learning. The four phases are experience, reflective observation, generalization (thinking), and active experimentation (action). This type of learning process is very useful in training although sometimes in can rather seem abstract particularly if the concepts are new to the learners (Kolb et al., 1985, p.10).

Constructive feedback offers information that contributes to the enhancement and creation of better outcomes. In a workplace scenario, it strengthens communication between the staff and the management, enhances performance, increase staff motivation and commitment, offer support and maintain confidence in employees.

In the seminar each member of the group was asked to come up with different extracts relating to effective training and development and the definition of learning styles. This gave me an opportunity to listen to different experience in training and success stories from students working in different professions. I also learned how to come up with good results using credible sources.

Equality and Diversity

Most organizations employ people of different gender, cultural background, nationality, and religion. Therefore, organizations must ensure that these employees maximize their potential without any form of prejudice or discrimination. They should employ strategies that accommodate diversity and ensure equality in the workplace.

Some organizations have developed diversity and equality units to facilitate cultural transformation throughout the organization with the objective of entrenching a culture of indulgence, consciousness, and progressive development in diversity and equality. Support from the top management is very important in setting up and resourcing the structures that promote diversity and equality but individual commitment also plays a major role (Blackburn and Hart, 2003, p. 60).

International Labor Organization chapter on Equality and diversity discourages discrimination of any form and this has been incorporated by most countries. In the U.S, there is a threshold set for companies with regard to hiring the vulnerable people in the society.

According to ISCO-68 (International Standard Classification of Occupation), the share of women working is a high ranking occupational group is established by the ratio of the total number of women employed in those positions. There must be at least one third of the total number of the top occupational employees. In addition, most governments have enacted laws that protect against all forms of discrimination (Cox, 2001, p. 7).

In the seminar we had a group presentation on equality and diversity of employees in Northumbria University. Our group made the pest presentation using slides and gave elaborate explanation on the subject. The presentation also included interesting videos related to the subject matter and question-answer moment. In this presentation I discovered that I had not only improved my presentation skills but also mastered the subject in question.

Recruitment and Selection

Recruitment and selection is a very important factor in human resource management. Those charged with the responsibility of recruiting new staff in a work organization act as the caretakers, thus ensures that only the chosen are fronted, managed and trained. Hence in the most elemental sense the decision to hire underscores the whole subject of human resource management.

Subjects related with exclusion from the workplace also underline the need for professionalism, equality and moral conduct on the part of those engaged in recruitment and selection.

Recruitment and selection plays a significant role in ensuring excellent staff performance and positive results in the organization. Selection of workforce is not only aimed at replacing the outgoing employees or adding new employees but also putting in place employees who can carry out there duties at a high level and show commitment (Gilmore and Williams, 2009, p. 55).

Recruitment and selection is normally presented as planned logical activity, encompassing certain serially-linked stages within a process of staff resourcing, which itself may be traced within the broader human resources management strategy. Recruitment involves generating a group of competent people to apply for the relevant job while selection entails the use of different types of instruments to choose the most suitable persons from the pool of applicants (French and Rees, 2010, p. 189).

During the selection process, making decisions based on the individual characteristics and appropriateness for the job at hand may prove to be a difficult task and normal selection techniques have some flaws. The effectiveness of a recruitment and selection technique is based on two elements; reliability and validity.

Reliability refers to the consistency of the results and validity touches on acceptability of the measures used, adequacy of the tool used and predictability of the results (French and Rees, 2010, p. 190).In the seminar we were told to bring three copies of job description, person specification and a job advert that is relevant.

I leaned how to evaluate and classify jobs, planning the recruitment process, attracting the relevant talents, assessing, selecting and appointing/ choosing the right person for the job. In short, I learned how to carry out a fair and effective recruitment and selection.

Performance Management and appraisal

According to Gusdorf (2009, pp. 13) performance management is the process of assessing the performance and evaluating the relative worth of employees within an organization. Performance appraisal focuses on the employee’s latest accomplishments and letdowns, individual strength and weaknesses, and appropriateness for promotion or additional training. Performance appraisal also encompasses performance based on consideration besides productivity.

The most common approach of performance evaluation is 360-degree appraisal which entails the use of numerical or scale by senior personnel to score an individual’s performance against the company’s objectives. In this case the senior officials of an organization collectively identify the common goals, define individual responsibility and expectation and use these measures to direct operations of different entities and assess employee’s contribution (Gusdorf, 2009, p. 12).

Every manager knows that employee’s performance is very critical to the overall wellbeing of the organization. Therefore, most organizations have moved beyond the traditional performance management approaches and are eliminating barriers to outstanding employee performance that exist in the work environment. To achieve outstanding employee performance, first you have to understand that this does not take place in vacuum.

Companies should discuss job description with their employees so as to reach an agreement on the expected performance and responsibilities. The discussion should include the critical aspect of the job and milestones/ deadlines. After that they should set up goal (s) for each job and for the process of improvement. The organization should also set up corporate culture and human resource policies that exhibit tolerance and promote human resource development (Dean, 1999, p. 7).

In the seminar we explored different aspect of performance management and appraisal. Each student was asked to do a thorough research on the subject and each came up with excellent explanations. The discussion also included first hand experience from those who were already employed or were employed earlier. Therefore, I learned about performance management and appraisal in the work place and proper ways of managing the organization, evaluating employees and supporting them to perform better.

Absence Management

Every employer expects employees to attend work on a regular basis without any form of disruption. Employees are also expected to create workplace conditions that are favorable to regular attendance. Despite of these expectations, employees may experience sickness or injury that can stop her/him from performing the assigned duties on a regular basis. These falls under non-culpable absenteeism since it is beyond the employee’s control.

On the other hand, culpable absenteeism is the form of absenteeism that is within the employee’s control and he/she should be held accountable for them. Examples of culpable absenteeism include lateness for work or leaving work early, failure to notify the company of absence, absence without leave, and abuse of leave (Otter, 2009, p. 3).

Too much absenteeism is very costly to the organization. By cutting just a third of impromptu absenteeism the company will be saved one percent of the payroll cost. It also inconveniences other members of the staff who are subjected to additional work/responsibilities (Suff, Mizon and Reid, 2006, p. 2).

Innocent absenteeism is addressed in a supportive and non-disciplinary manner. Counseling interview is usually done to bring to the workers attention to the impact of absenteeism on the organization and to other members of the staff. This is also done to motivate workers to enhance and sustain their level of attendance at work.

Counseling interview should targets employees with two successive quarters exceeding average absenteeism. This should be undertaken regularly after review of attendance summaries. Regular absenteeism just like other actions requires disciplinary actions. Disciplinary actions are undertaken after several warnings and it may even involve termination of contract (Otter, 2009, p. 4-5).

In the seminar we were taught about successful strategies for managing sickness absence in the workplace in organizations that we are familiar with. Some students also came up with strategies used in a number of multinational companies such as Mark Spencer, Unilever among others. In the second half of the seminar student’s role played different positions in the company including the manager, general employees and the observer.

The role-playing was aimed at finding different ways in which absenteeism can be handled by these categories of employees in an organization. I learned about the causes and value of absenteeism and its impact in the workplace. I also leaned about the appropriate ways that managers should undertake to minimize absenteeism in the organization and how they can motivate workers at the same time.

Counseling/mediation-developing skills for the workplace

At the workplace employees normally have individuals who require support and this necessitates effective counseling skills. This normally arises when a fellow employee requires help and support as a result of severe stress, personal and work grievances or bereavement that can affect his/her performance.

In many cases organizations do employ counseling officers to assist this category of employees. Workplace counseling requires a great deal of learning active and effective listening and responding skills. Workplace counseling also demands excellent interpersonal and communication skills.

The counselors should apply empathic and non-judgmental approaches when dealing with people under stress. Workplace counseling requires one to built trust and rapport in a limited but authentic manner. Its also involve development of self awareness and reflective interpersonal skills to enhance professionalism (Doherty, 2004, p. 4).

Many countries have enacted bills to encourage organizations and their workforce to employ constructive dialogue in resolving disputes and complaints. However, some organizations have set up internal dispute resolution mechanism and this may include mediation. Mediation is still new to most people and a number of organizations are still not sure of what it is all about or what it involves. Organizations normally use counseling and welfare services to provide mediation and counseling to its employees (Kidd, 1996, p. 10).

In the seminar we were asked to differentiate between counseling and mediation. At the beginning most students were confused about the two phrases since they are synonymous. However, after discussions and presentations, their definitions became clearer to us. Later on we were asked the role played by the human resource manager who is trying to assist and support an employee facing trouble in the workplace.

Therefore, from the seminar I came to understand the difference between mediation and counseling and how the human resource manager can listen and support employees who are facing numerous challenges which can affect their performance at work (Doherty, 2004, p. 5-6).

Grievance and Discipline

Since 2004 the law regarding disciplinary and grievance procedures have significantly changed. The new law set up the minimum procedure that must be followed prior to disciplinary action and by which employers and employees must adhere to when dealing with grievances. Failure to follow the minimum procedure can affect the admissibility of the claim or any form of compensation to be awarded.

The standard disciplinary procedures include investigation of the misconduct, issue of disciplinary letter inviting the culprit to the meeting to discuss the matter, an appeal after seven days of receiving the disciplinary letter, and lastly the disciplinary action. Disciplinary action also follows a distinct path; it starts with verbal warning, first written warning, final written warning and lastly dismissal with notice (Department of Trade and Industry, 2001, p. 6).

The main objective of grievance procedures is to promote acceptable dispute resolution. There are formal and informal grievance procedures. Informal procedures are normally sought so as to maintain a good working relations among the parties. Formal procedures are normally sought after the informal procedure fail to work.

Formal procedure involves writing/ recording grievance and providing the copy to the employer. After the employer has had sufficient evenhanded opportunity to respond to the query, a meeting is set between the two parties to discuss the matter. The meeting must be held within 14days after receiving the letter of grievance. Union representative may accompany an employee to the meeting. An employer can appeal or accept to take responsibility (Department of Trade and Industry, 2001, p. 8-9).

Skills needed to facilitate grievance and discipline in the workplace are the same as mediation skills and include listening skills, communication skills, interpersonal skills and conflict resolution skills among others. Those dealing with grievance and disciplinary procedures must be fair, give each party enough time to explain themselves, non-judgmental and should not victimize a party and should be able to handle the outcome confidently (Torrington, Hall and Taylor, 2008, p.41).

In the seminar we were taught about the main issues that cause grievances at work and they include: poor working condition, poor remuneration, work pressure, discrimination, personal conflicts, sickness attendance, and transfers among others. In the seminar we also learned of the common reasons why managers revoke discipline proceedings against employees.

Developing practitioner

Globalization and the increased operational and labor market challenges have made the human resource a major player in finding solutions to organizational problems. Human resources managers are in intense pressure to deliver business results while taking care of the functional costs.

They always try to unlock the main drivers that enhance the effectiveness of the human resource function at the same time having a huge impact on the organization. Research studies have shown that successful management of talent has a huge impact on the performance of the businesses. Companies that excel in attracting, engaging and retaining talents normally have the competitive advantage over its rivals in terms of sales, revenue and return on investment (Wexley & Latham 2002, p.14).

The only big challenge for the HR manager is establishing what drives effectiveness and efficiency. Studies have found out that despite of the organizational model, the HR business partner time and again explains the difference in effectiveness of the HR line support. HR business partners are those members of the staff who work with the departmental/sectional heads on talents and business and are mostly known as HR generalists.

This does not mean that other HR functions are useless. They are very important since they can be used for cost or expertise reason. However, the studies have also shown that if the organization has professional staff and shared service, even if the HR business partners underperform, it is still possible to build an effective partnership with line. As a matter of fact, the strategic partner’s role of HR business basically relies on the effectiveness of the HR support to line management (Wexley & Latham 2002, p.15).

In the seminar we were told to research and give a presentation on the role of HR business partner and how significant it is in the organization. The presentations covered numerous literatures on the subject and this gave me the opportunity to gain wider knowledge on the same. I learned that HR business partner plays a very significant role in the development and the overall success of the business. We also had chance to hear from the students who had worked in the HR department.

The tough challenges faced by managers in times of economic recession

During such a hard time leadership assessment becomes very significant. Most organizations normally use proven psychometric tests to establish the strength and weaknesses of their key employees during less stressful periods. This can also be done during tough times to check on the resilience of the employees.

Recession also offers the HR professionals with great opportunity to focus on the essentials of human capital management. This is the time for the managers to remind their employees of the significance of offering quality services to clients and creating greater effectiveness and efficiency to help the company through the difficult period (Keogh, J., 2006, p. 6).

This period calls for honesty and trust among the HR professionals to help in retention of employees and enhancement of efficiency. The success of any organization during the difficult time depends on the team spirit within the organization and the environment of trust among the employees. Lack of trust is linked to increased stress, low satisfaction and commitment, and low performance.

Therefore, it is the responsibility of the leaders to guide their organization towards recognizing and improving trust deficiencies. Their main concern should be fostering integrity on employees to increase flow of communication, efficiency and overall performance (Keogh, J., 2008, p. 3).

In the seminar we were also asked to research about the tough challenges facing the managers in the current economic recession. The findings were discussed in group and were also presented. One of the challenges facing managers is redundancy. I learned the skills required to tackle redundancy and change strategies that can be utilized in the workplace.

The ever changing global economy calls for new innovations and strategies in organizations in order to maintain competitive advantage. These include training and development of the human resource to enhance productivity and overall business performance. Organizations are taking huge risks by investing heavily on human resource training and development.

Business executives view innovation as one of their top most challenges. Many studies have found out that training and development is the main instrument for breaking new ground bringing changes in an organization.

High performing organizations nowadays are acknowledging the significance of using best training and development systems to improve their competitive advantage in the industry. Training and development of the human resource is a critical factor in any organization if the value and potential of the human resources are to be harnessed and grown. Many studies have underscored the apparent correlation between a soundly designed and strategic training and the overall success of the organization.

The general image of the industry and workers is also influenced by the level and quality of training and development. In our contemporary business climate most companies are faced with stiff competition for their quality staffs. Human resource experts asserts that companies which invests heavily on training and development benefits from enriched working environment with low level of staff exodus as well as enhanced productivity and organizational performance.

A change in the business environment is not a new thing. Since the 19 th century and industrial revolution, companies have been tackling changes at an increasingly rapid level. The most respected professional are those that have been able to take advantage of the changes in the global business environment and the economy.

To avoid redundancy among the employees resulting from these changes, HR department have adopted training and development to meet the current demand. Some employees are also reassigned to other departments/unit where they are useful. Employees are also given support and motivation and are made to understand that they are not redundant but the job.

Communication skills are important in all aspects of the organization and most importantly in the organizational meetings. Effective means of communication coupled with excellent communication skills ensures that everyone is involved in deliberations and that they understand the agenda or purpose of the meeting. According to Edward Wertheim, majority of employees expend about 76% of their time in private communication with their colleges at the workplace. Thus, efficient communication- whether at personal, intergroup, intragroup, or external level- is a vital factor needed by an organization to drive and achieve its goals.

Effective communication enables vital information to be relayed in a manner and form that is easily deciphered by the person receiving it within an organization. Also workers are highly motivated to be productive when an organization adopts effective communication skills. A good presentation requires adequate preparation and research; this increases confidence.

Therefore, presentation requires clear and well organized structure. The seminar gave me the opportunity to enhance my interpersonal skills, communication skills and how to make excellent presentation. These skills are very important in life and in the work place.

Discriminations are common in the workplace especially those related to gender, disability, ethnicity/minority groups/ race, and recently HIV and Aids.

The first global report on discrimination, Time for Equality at Work, emphasized that the workplace is a strategic spot for freeing the society from social prejudice and discrimination. Therefore, discrimination can be easily and effectively dealt with in the workplace than any other social arena. Discrimination generates social and economic shortcomings that can result into inefficiency and disparate results.

Recruitment and selection plays an imperative role in shaping the performance and effectiveness of an organization, especially if the organization is able to acquire employees who already have appropriate knowledge, skills and ability and are able to accurately forecast their future capacity. Most selection and recruitment are based on the CV, telephone screening, recommendations, graphology, biographical data, psychometric tests and interviews.

Performance management is a holistic process which aims at organizing different facets including appraisal. Therefore, performance management is a more strategic process that is intended to attain high level of performance in the organization.

On the contrary, performance appraisal is more operationally focuses, with emphasis put on workers short term to medium term performance and development. Performance management is all about obtaining better outcomes from the organization, team and individuals as a result of understanding and managing performance with a given structure, standard and challenging demands.

Absenteeism can account to up to three percent of the company’s direct payroll costs. However, most organizations have failed to manage absenteeism effectively. Failure to track absenteeism means an organization is wasting funds/ resources.

Some organizations have deployed absence self services that monitors and analyzes impromptu absenteeism and provides reports on the same and therefore promotes productive working environment. Some organizations possess these technologies, but are yet to deploy it. Innocent absenteeism is addressed in a supportive and non-disciplinary manner while culpable absenteeism is addressed through a disciplinary/legal channel.

Counseling and mediation in the workplace are highly structured and is focused on finding solution to disputes based on the set principles and skills. Counselors’ experience and skills such as listening, communication, handling of emotions among others are necessary but mediation also requires conflict resolution skills which most counselors do not have. Nonetheless, mediators must be unbiased and should not take sides at all cost.

Mediation and counseling is used to solve disputes such as grievances, inequality, harassment/bullying, salary and wages among others. The new procedures on disciplinary and grievances have impacted on the way claim are defended or brought in the tribunal. The main purpose of amending these procedures was to reduce the number of cases finding there way into the tribunal.

Nonetheless, organizations and workers have struggled with the new laws and the governments are still consulting if these rules can be amended. Nevertheless, at this minute they remain in force and have to be abided. What normally prompts grievances and disciplinary actions in organizations include time keeping, absenteeism, violation of company policies, and crime. The seminar gave me an opportunity to gain more knowledge on the disciplinary and grievance procedures.

Studies have also shown that HR must effectively collaborate with business line management to attain talent results. Real strategic value does not originate from conformity, helps administration or operation efficiency.

These roles and duties are very significant, but for the HR to have a reasonable impact on the organization, it must collaborate with business line management to drive talent results. The studies established that effective HR line support can enhance workers performance by over 20% and workers retention by about 30%. In addition, HR line support can increase revenues and profits by 10 percent.

There is a common saying that reads “tough times calls for tough measures”. The world currently is experiencing tough economic times resulting from the global recession of 2007/2008. In such scenario it is vital for organizations to reflect on how they are going to retain and motivate their workers while at the same time staying on the budget.

Regardless of the speedy reaction of several businesses, human capital is not dispensable during a recession. Such challenging economic time normally calls for tough decisions. Therefore, human resource department usually find themselves in pressure to manage rapid changes in the organization which may involve cutting cost, staff training and development, selecting workers for redundancy, in addition to hiring new consultants to help the organization to survive the recession.

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Essay about The Importance Of Human Resources

In today's rapidly evolving business landscape, the importance of human resources cannot be overstated. Human resources (HR) plays a crucial role in the success and growth of an organization. It encompasses a wide range of responsibilities, from recruitment and talent management to employee development and engagement. In this essay, we will explore the significance of human resources and its impact on organizational success.

First and foremost, human resources is responsible for attracting and selecting the right talent for an organization. Hiring the right people can make all the difference in achieving business objectives. HR professionals utilize their expertise to identify the skills and competencies required for various roles within the organization. They design effective recruitment strategies to attract top talent and ensure a diverse and inclusive workforce. By employing individuals who possess the right skills and fit the company culture, HR helps to build a strong foundation for success.

Once the right talent is on board, human resources focuses on employee development and engagement. HR professionals understand that investing in employees' growth and well-being is crucial for organizational success. They design and implement training and development programs that enhance employees' skills and knowledge, enabling them to perform at their best. Moreover, HR professionals play a pivotal role in fostering a positive work culture and employee engagement. They create initiatives that promote teamwork, recognition, and work-life balance, leading to higher employee satisfaction and productivity.

Human resources also plays a critical role in ensuring compliance with labor laws and regulations. HR professionals stay up-to-date with changing labor laws and ensure that the organization's practices and policies align with legal requirements. By doing so, they protect both the organization and its employees from potential legal issues and liabilities. HR professionals also handle sensitive employee information and maintain confidentiality, fostering trust and professionalism within the workplace.

Furthermore, human resources acts as a bridge between employees and management. HR professionals serve as advocates for employees, addressing their concerns and grievances in a fair and impartial manner. They facilitate effective communication between employees and management, creating a harmonious work environment. By fostering open lines of communication, HR helps to prevent misunderstandings and conflicts, promoting a collaborative and productive workplace.

In conclusion, human resources is of utmost importance in today's organizations. It plays a critical role in attracting and selecting the right talent, developing and engaging employees, ensuring compliance with labor laws, and fostering effective communication within the workplace. By prioritizing the well-being and growth of employees, HR contributes to the overall success and sustainability of an organization. Therefore, organizations must recognize and invest in their human resources to achieve long-term success and maintain a competitive edge in the ever-changing business landscape.

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Safety And Health Of Human Resource Management Essay

Safety and health in human resource management are crucial aspects that organizations must prioritize to ensure the well-being of their employees. By implementing effective safety and health measures, companies can create a positive work environment, reduce the risk of accidents and injuries, and improve overall productivity. In this essay, we will explore the importance of safety and health in human resource management and discuss some strategies that organizations can use to promote a safe and healthy workplace. One of the primary reasons why safety and health are essential in human resource management is to protect the well-being of employees. Employees are the most valuable asset of any organization, and their safety should be a top priority. By implementing safety protocols, providing proper training, and ensuring a healthy work environment, companies can reduce the risk of workplace accidents and injuries. This not only protects employees from harm but also helps to build trust and loyalty within the organization. In addition to protecting employees, promoting safety and health in human resource management can also have a positive impact on productivity. When employees feel safe and supported in their work environment, they are more likely to be engaged, motivated, and productive. By investing in safety measures, companies can reduce absenteeism, turnover, and healthcare costs, while also improving overall job satisfaction and morale. This, in turn, can lead to increased efficiency, higher quality work, and better business outcomes. To promote safety and health in human resource management, organizations can implement a variety of strategies. This may include conducting regular safety training, providing personal protective equipment, creating a culture of safety, and establishing clear policies and procedures. Companies can also conduct regular safety audits, involve employees in safety planning, and provide resources for mental health and well-being. By taking a proactive approach to safety and health, organizations can create a positive work environment where employees feel valued, supported, and motivated to do their best work. Ultimately, prioritizing safety and health in human resource management is not only a legal and ethical responsibility but also a smart business decision that can lead to long-term success and sustainability....

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Why is Human Resource Planning important in an organisation?

Why is Human Resource Planning important in an organization? Human Resource Planning is a crucial aspect of any organization as it helps in ensuring that the right people are in the right place at the right time. It involves forecasting the future workforce needs of the organization and developing strategies to meet those needs. By engaging in Human Resource Planning, organizations can effectively manage their human capital and align it with their overall business goals and objectives. One of the key reasons why Human Resource Planning is important in an organization is that it helps in identifying and addressing any potential skill gaps within the workforce. By analyzing the current skills and competencies of employees, HR professionals can determine what skills will be needed in the future and develop training programs to bridge any gaps. This ensures that the organization has a skilled and competent workforce that is capable of meeting the demands of the business. Furthermore, Human Resource Planning is essential for succession planning within an organization. By identifying high-potential employees and developing them for future leadership roles, organizations can ensure a smooth transition of leadership and prevent any disruptions in operations. Succession planning is critical for the long-term sustainability of the organization and helps in building a pipeline of talent that can drive the business forward. In addition, Human Resource Planning plays a crucial role in workforce diversity and inclusion. By analyzing the demographics of the workforce and identifying any underrepresented groups, organizations can develop strategies to promote diversity and create an inclusive work environment. This not only helps in attracting top talent from diverse backgrounds but also fosters innovation and creativity within the organization. In conclusion, Human Resource Planning is a vital function in any organization as it helps in ensuring that the workforce is aligned with the strategic goals of the business. By forecasting future workforce needs, addressing skill gaps, and promoting diversity and inclusion, HR professionals can contribute to the overall success of the organization. Therefore, organizations that invest in Human Resource Planning are better positioned to navigate the challenges of a dynamic business environment and achieve sustainable growth....

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Comprehensive Plan to Improve Human Resources Essay

Human resources are the backbone of any organization, playing a crucial role in its success and growth. Therefore, implementing a comprehensive plan to improve human resources is essential for enhancing productivity, employee satisfaction, and overall organizational performance. This plan encompasses various strategies aimed at recruiting, training, retaining, and developing employees to ensure a skilled and motivated workforce. Recruitment is the first step in building a strong human resource pool. A comprehensive plan should involve refining recruitment processes to attract top talent that aligns with the organization's values, culture, and goals. This may include leveraging diverse recruitment channels, implementing targeted advertising campaigns, and refining selection criteria to identify candidates with the right skills and qualifications. Once recruited, employees need adequate training and development opportunities to perform their roles effectively. A comprehensive plan should prioritize continuous learning and skill enhancement through various training programs, workshops, and mentorship initiatives. Investing in employee development not only improves individual performance but also fosters a culture of innovation, adaptability, and growth within the organization. Employee retention is another critical aspect of human resource management. A comprehensive plan should address factors contributing to employee turnover and implement strategies to enhance job satisfaction and employee engagement. This may involve conducting regular feedback sessions, providing opportunities for career advancement, offering competitive compensation and benefits packages, and promoting work-life balance initiatives. Furthermore, fostering a positive work environment is essential for maximizing employee productivity and well-being. A comprehensive plan should prioritize creating a culture of inclusivity, respect, and collaboration where employees feel valued, empowered, and supported. This may involve promoting open communication channels, recognizing and rewarding employee achievements, and fostering strong team dynamics. In conclusion, a comprehensive plan to improve human resources is essential for optimizing organizational performance and fostering a positive workplace culture. By implementing strategies focused on recruitment, training, retention, and employee engagement, organizations can build a skilled, motivated, and resilient workforce capable of driving success and achieving long-term growth....

Southwest Airlines Human Resources Essay

Southwest Airlines is known for its unique company culture and employee-centric approach to business. The airline industry is highly competitive, but Southwest has managed to stand out by prioritizing its employees and creating a positive work environment. This focus on human resources has been a key factor in the company's success and has helped to differentiate it from its competitors. One of the ways Southwest Airlines has excelled in human resources is through its hiring and training practices. The company looks for employees who embody its core values of a warrior spirit, a servant's heart, and a fun-loving attitude. By hiring individuals who align with these values, Southwest is able to create a cohesive and motivated workforce. Additionally, the airline invests heavily in training and development programs to ensure that employees have the skills and knowledge they need to succeed in their roles. Another aspect of Southwest's human resources strategy is its emphasis on employee engagement and satisfaction. The company understands that happy employees are more productive and provide better customer service. To foster a positive work environment, Southwest offers competitive benefits, opportunities for career advancement, and a supportive company culture. This focus on employee well-being has helped to reduce turnover rates and improve overall job satisfaction among Southwest employees. In addition to hiring and retaining top talent, Southwest Airlines also prioritizes diversity and inclusion in its human resources practices. The company believes that a diverse workforce leads to better decision-making and innovation. To promote diversity, Southwest actively recruits candidates from a variety of backgrounds and experiences. The airline also provides training on unconscious bias and cultural competency to ensure that all employees feel valued and respected in the workplace. Overall, Southwest Airlines' human resources strategy has been a key driver of its success in the airline industry. By prioritizing employee well-being, fostering a positive work environment, and promoting diversity and inclusion, Southwest has been able to attract and retain top talent. This focus on human resources has not only benefited employees but has also contributed to the company's strong financial performance and reputation as a customer-centric airline....

Essay about Human Resource Management

Human resource management (HRM) is a vital function within organizations, responsible for overseeing the management of human capital to achieve organizational goals and objectives. It encompasses various activities, including recruitment, training, performance evaluation, compensation, and employee relations. Effective HRM practices are essential for fostering a productive and motivated workforce, which ultimately contributes to the overall success of an organization. Recruitment is a fundamental aspect of HRM, as it involves attracting and selecting the right candidates to fill vacant positions within the organization. A well-designed recruitment process ensures that the organization hires individuals who possess the necessary skills, qualifications, and cultural fit to thrive in their roles. This process often begins with identifying staffing needs, followed by sourcing candidates through job postings, referrals, and recruitment agencies. Subsequently, candidates undergo screening, interviews, and assessments to determine their suitability for the position. Once employees are hired, HRM plays a crucial role in their onboarding and training. Onboarding programs provide new hires with the necessary information, resources, and support to integrate into the organization smoothly. Effective training programs equip employees with the knowledge and skills required to perform their jobs competently and contribute to organizational success. By investing in employee development, organizations can enhance job satisfaction, retention, and overall performance. Performance evaluation is another key function of HRM, aimed at assessing employee performance and providing feedback for improvement. Performance appraisals typically involve setting performance goals, conducting regular assessments, and providing constructive feedback to employees. Performance evaluations not only help identify areas for improvement but also recognize and reward exceptional performance, thereby motivating employees to excel in their roles. Compensation and benefits management is an essential aspect of HRM, as it involves designing and administering competitive compensation packages to attract and retain top talent. This includes salary and wages, bonuses, benefits such as health insurance and retirement plans, and other perks and incentives. By offering competitive compensation and benefits packages, organizations can attract and retain skilled employees, reduce turnover, and enhance employee satisfaction and morale. Employee relations is another critical function of HRM, focusing on fostering positive relationships between employees and management. HRM professionals play a vital role in addressing employee concerns, resolving conflicts, and promoting a positive work environment. By fostering open communication, addressing grievances promptly, and promoting a culture of respect and fairness, HRM contributes to employee engagement, retention, and overall organizational effectiveness. In conclusion, human resource management is a multifaceted function that plays a crucial role in managing the organization's most valuable asset—its people. By effectively managing recruitment, training, performance evaluation, compensation, and employee relations, HRM contributes to the development of a motivated, skilled, and engaged workforce, which is essential for achieving organizational success in today's competitive business environment....

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Language Is Important For Human Existence Essay

Language is a fundamental aspect of human existence. It is through language that we are able to communicate with one another, express our thoughts and emotions, and share our experiences. Without language, human society as we know it would not be possible. Language allows us to form connections with others, build relationships, and collaborate on a wide range of activities. In essence, language is the glue that holds human society together. One of the key reasons why language is so important for human existence is its role in facilitating communication. Through language, we are able to convey our thoughts, ideas, and feelings to others. This allows us to share information, coordinate our actions, and work together towards common goals. Without language, it would be impossible for us to communicate effectively with one another, leading to misunderstandings, conflicts, and ultimately, the breakdown of social order. Language also plays a crucial role in shaping our identities and cultures. The words we use, the way we speak, and the stories we tell all contribute to our sense of self and our place in the world. Language allows us to express our unique perspectives and experiences, and to connect with others who share similar beliefs and values. In this way, language is not just a tool for communication, but a means of preserving and transmitting our cultural heritage from one generation to the next. In conclusion, language is a vital aspect of human existence. It enables us to communicate with one another, form connections, and express our identities and cultures. Without language, human society would not be able to function as it does today. It is through language that we are able to share our thoughts, emotions, and experiences, and to build the relationships that are essential for our well-being and survival. Language truly is the cornerstone of human existence....

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The Importance Of Human Resource Management Within The Business

Human resource management (HRM) plays a crucial role within organizations, serving as the bridge between management and employees. It encompasses various functions such as recruitment, training, performance evaluation, and employee relations. One of the key aspects of HRM is recruitment, where HR professionals are responsible for attracting and selecting the right candidates to fill job vacancies. This process is vital as it ensures that the organization has the right talent in place to achieve its goals and objectives. By recruiting and retaining top talent, HRM contributes to the overall success of the organization. Moreover, HRM is essential for fostering a positive work environment and promoting employee engagement. Employee engagement refers to the emotional commitment employees have towards their work and the organization. HRM plays a critical role in creating programs and initiatives that enhance employee engagement, such as training and development opportunities, recognition programs, and work-life balance initiatives. When employees are engaged and motivated, they are more likely to be productive, innovative, and committed to the organization's success. Furthermore, human resource management is instrumental in managing employee performance and development. Performance evaluation is a key function of HRM that involves assessing employee performance, providing feedback, and identifying areas for improvement. Through performance evaluations, HR professionals can help employees set goals, develop their skills, and enhance their performance. By investing in employee development, organizations can build a high-performing workforce that drives business success. In conclusion, human resource management is of utmost importance within organizations as it plays a vital role in recruitment, employee engagement, and performance management. By focusing on these areas, HRM contributes to building a motivated, skilled, and engaged workforce that is essential for achieving organizational objectives. Effective HRM practices not only benefit employees by creating a positive work environment but also contribute to the overall success and sustainability of the organization....

Globalization and Human Resource Management Essay

Globalization has profoundly impacted various aspects of business, including Human Resource Management (HRM). This essay explores the intricate relationship between globalization and HRM, shedding light on how globalization influences HRM practices, challenges faced by HR managers in a globalized world, and strategies to effectively manage human resources in a global context. Globalization has revolutionized the way businesses operate, leading to increased interconnectedness and integration of economies worldwide. As companies expand their operations across borders, HRM plays a pivotal role in managing a diverse workforce spanning different cultures, languages, and backgrounds. One of the key impacts of globalization on HRM is the need for cross-cultural understanding and sensitivity. HR managers must navigate cultural nuances to foster an inclusive work environment and mitigate conflicts arising from cultural differences. Moreover, globalization has intensified competition in the global marketplace, compelling organizations to seek talent from around the world. This trend has led to the emergence of virtual teams and remote work arrangements, posing new challenges for HR managers in terms of recruitment, training, and performance evaluation. In a globalized workforce, HRM practices must be flexible and adaptive to accommodate the needs and preferences of employees across different geographical locations. Despite the opportunities presented by globalization, HR managers face several challenges in managing human resources in a global context. One such challenge is the legal and regulatory complexity associated with international employment laws. HR managers must stay abreast of labor laws and regulations in multiple jurisdictions to ensure compliance and mitigate legal risks. Additionally, cultural differences and language barriers can impede effective communication and collaboration within multinational teams, requiring HR managers to implement strategies for cross-cultural training and communication. To effectively manage human resources in a globalized world, HR managers must adopt a strategic approach that aligns HRM practices with the organization's overall business objectives. This involves developing global talent management strategies, fostering a culture of diversity and inclusion, and leveraging technology to facilitate communication and collaboration across borders. Furthermore, HR managers must invest in continuous learning and development initiatives to equip employees with the skills and competencies needed to thrive in a rapidly changing global environment. In conclusion, globalization has significantly transformed the landscape of HRM, presenting both opportunities and challenges for HR managers. By understanding the implications of globalization on HRM practices and implementing strategic initiatives to address these challenges, organizations can effectively manage their human resources in a global context and gain a competitive edge in the global marketplace....

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Essay: The importance of human resources management (HRM)

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Introduction

Importance of HRM

Functions of HRM

Compensation and incentives HRM

Importance of compensation and incentives in HRM practice

HRM at Coca Cola Company

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Why Is Human Resources Important? 8 Top Reasons

What is HR?

What is Human Resources Management (HRM)?

8 reasons why HRM contributes to business effectiveness

3. Promoting business sustainability and growth

4. Ensuring legal compliance and risk mitigation

5. Enhancing employee relations and productivity

7. Attracting and retaining top talent

The changing role of HR and its ongoing importance

The cost of not having HR in the organization

How to pursue an HR career

2. Evaluate skills and qualifications needed and bridge any knowledge gaps

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Essay on Human Resources

Essay # 1. Meaning of Human Resources :

Essay # 2. Importance of Human Resources:

(ii) Increased Productivity:

(iii) Development of Skills:

(iv) Increased Volume of Output:

(v) Addition to Productive Capacity:

(vi) Raises Per capita Income:

(vii) Tool for Economic Change:

(viii) Improving Quality of Life:

Essay # 3. Role of Human Resource in Economic Development:

Human Resource Management: Theory and Practice, Essay Example

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Essay on Human Resource Management (HRM): Top 6 Essays

Essay # 1. Introduction to Human Resource Management :

Essay # 2. Definition of Human Resource Management :

Essay # 3. Scope of Human Resource Management :

(i) Personnel Aspect :

(ii) Welfare Aspect :

(iii) Industrial Relations Aspect :

Essay # 4. Objectives of Human Resource Management :

Essay # 5. Nature of Human Resource Management :

Essay # 6. Functions of Human Resource Management: