Human Resource Management: The Reason Behind Organizations Success
Human Resource management (HRM) has gained rapid and widespread acceptance as a new term for managing employment. It is more explicit in both areas; its analysis of business strategy, an associated employment strategy, and exposition of an underlying philosophy. [1] Human Resource Management (or newer ones, like International Human Resource Management) obviously does not emerge by accident. [2] There is no universal agreement on the meaning of Human Resource Management. In fact, there are varying and contradictory models; yet they embody common elements that distinguish them from previous approaches to managing people – specifically, personnel management. [3]
HRM is relevant to managers in every unit, project, or team. Managers are constantly faced with HRM issues, problems, and decision-making, and the texts primary goal is to show how each manager must be a Human Resource problem solver and diagnostician. [4] When HR professionals demonstrate competencies in business knowledge, delivery of HR, and management of change, then HR professionals are perceived by their associates as more effective. [5] Human Resource Management practices foster a climate for service and provide customers the role clarity, ability, and motivation they require to contribute to service production and delivery. [6]
HRM is an essential function of both private and public sector organizations. Their decisions are likely to have an important and unique influence on organizational performance. [7] Employees are important, because it is through their efforts that company’s goals are achieved.
HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural, and personnel techniques. [8]
Human Resource Management policies and practices need to cope with the dual responsibilities of providing a firm with the best employees to deliver improved financial performance, and a moral duty to these employees to provide a working environment that is equitable and encourages personal development. [9] So, finding and keeping good employees is necessary for a company to move towards success.
So, how to recruit such employees for the effectiveness of HRM? In order to increase efficiency and ensure consistency and compliance in the recruitment and selection process, it is recommended when we call up for recruitment, before finding (something) out for certain conditions, to perceive what type of human being will assist you on the expedition after then ensure their job. Likewise, never permit cowards to assist you, because they will apprehensive you in imposing your decisions and will terrify you from manipulating prime affairs intrepidly.
Make sure to appoint those who possess state of uprightness, are genuine and dedicated as your associate. When you discover such persons, then it’s your responsibility to keep an eye over them and watch each step they make for your organization, as parents watch their children, so that you may find out if there appears any change in their behavior.
Further, employees who really want to do the job for which they are unsuited need to be managed carefully. They will need a manager who is an empathetic and skilled performance manager if the goal is to achieve a satisfactory conclusion. [8]
This entire conclusion will demonstrate that each perspective can be used to structure a strong Human Resource Management and increase the level of performance towards the organization. Providing the organization with the right members is Human Resource Management’ responsibility.
References:
- [1] Hendry, Chris. Human Resource Management. Routledge, 2012.
- [2] Laurent, Andre. "The cross‐cultural puzzle of international human resource management." Human resource management 25.1 (1986): 91-102.
- [3] Price, Alan. Human resource management. Cengage Learning, 2011.
- [4] Ivancevich, John M. "Human resource management." Boston: Irwin (1992).
- [5] Ulrich, Dave, et al. "Human resource competencies: An empirical assessment." Human Resource Management 34.4 (1995): 473-495.
- [6] Bowen, David E. "Managing customers as human resources in service organizations." Human resource management 25.3 (1986): 371-383.
- [7] Becker, Brian, and Barry Gerhart. "The impact of human resource management on organizational performance: Progress and prospects." Academy of management journal 39.4 (1996): 779-801.
- [8] Storey, John. Human resource management: A critical text. Cengage Learning EMEA, 2007.
- [9] Paauwe, Jaap. HRM and performance: Achieving long-term viability. Oxford University Press on Demand, 2004.
- [10] Baldwin, Kieran. Managing Employee Performance in seven steps. Lulu. com, 2008.
