A Critique Metric Measurements Tools

In analyzing the concepts discussed in Human Resource Management, I have found an interesting mix of education and forethought into the role of a human resource manager. Many of the aspect of human resource management such as HR planning, recruitment and selection, as well as, human resources development and labor relations all play a significant role in the success of any organization. There are many benefits to the learning that has taken place in this course that has helped me better understand HRM and its roll that will shape not only my position in business now but for future

Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

Which results in better performance, greater efficiency, improved customer satisfaction, and lower costs, turnover, and absenteeism. In the current business and organization literature, employee satisfaction, respect, loyalty, and an atmosphere of feeling valued is imperative to the success of a business. The feeling that an employer sincerely cares for its employees is remarkable. In line with Gupta & Agarwal (2012), it is imperative that employees understand the worth of their lives in the workplace. Companies that express a genuine mutual care towards its employees gets better results. They are motivated to work harder and smarter. Many employers are only interested in the bottom line and performance, not their employees’ well-being and their

It is important to view measurements as a way of improvement. Without knowing areas of weakness how can we better our position? The author notes the importance of transformational measurements as making a difference, (Spitzer, 2007). As the organization improves upon their progress, performance measurements are an effective method of capturing progress, when performance improves so does the environment, (Spitzer, 2007). People feel good when they see positive results, (Spitzer, 2007). Measurements are very effective for establishing a steady rate of progression in reaching individual and organizational goals, (Spitzer, 2007). Measurement is life; it is something that occurs in just about everything we do, (Spitzer, 2007). Measurement is more than just numbers it also pertains to how we feel, how we interact socially and our overall health. Organizations need measurement to remain competitive, they measure productivity and marketing skills to improve their position within society, (Spitzer, 2007). In order for management to be effective, their method of measurement must be in line with the objective. The author explains that rewards are great for continued progress and motivation, but when not measured effectively it can be very disastrous, (Spitzer, 2007). Employees are rewarded for the wrong thing, which in turn sends the wrong message, (Spitzer, 2007). An

One may arguably say "customers first" but the truth is employees are just as important as customers. Having a happy, productive workforce provides a better output and is a win-win to all parties. In fact, the image of happy workforce is a favourable brand that attracts talent. In order to accomplish this it is important that the business strategy identified should be alignment with all facet of the business which includes recruiting, selection of resources and compensation.

It is for these reasons that organisations are focusing on human resources as “Companies everywhere are changing the way they manage in order to be competitive” (Walker, 1993: p1). These firms need to find a new competitive advantage, and the implementation of a HRS that is beneficial and supportive in achieving the overall strategic plan is a means of doing so, or put differently, achieving a desirable outcome through a set of processes and activities.

An organization is only as good as the people who work within it. People are the single most valuable commodity in a business and without its workforce; a business would simply be a structure and an idea. Human Resource Management is the heart of the organization. It handles providing that valuable resource by recruiting people, training them, providing them with compensation, developing policies that affect them, motivating them, and developing strategies to keep them and much more. This paper will outline the Human Resource Specialist careers, the difference between a specialist and generalist. It will also discuss how organizations develop and implement a strategic Human Resource Management plan to ensure an organization can achieve its goals.

In today’s competitive business environment, human resource management (HRM) has shifted from being a business function to a strategic tool as organizations increasingly recognize its contribution to organizational performance.

Dynamic change in the business environment, technology advances, and increased worldwide competition have dramatically changed the role of human resources (HR). Recruiting and retaining talent has become a key initiative as human capital and knowledge have become recognized as an organization’s top asset and avenue for creating a competitive advantage. More than ever before, chief executives officers (CEOs) and other organizational leaders are relying on HR to play an integral role in the strategic planning process. For this reason, successful HR professionals must have a thorough understanding of all stages of the strategic planning process, engage and contribute at every opportunity, ensure that HR strategic planning is in alignment, and have a strong understanding of the factors impacting workforce motivation.

For nearly two decades, calls have been made for Human Resources (HR) to transform into strategic partner. Scholars and practitioners, alike, have embraced this idea, yet this field of study seems to be at a bit of a crossroads. The business community no longer needs to be convinced why strategic human resources management (SHRM) is important, instead many are grappling with how is SHRM implemented and measured (Becker & Huselid, 2006). While the literature has been rich in providing arguments to support of SHRM, there is little empirical evidence of what it takes to be a strategic partner and whether HR offices are actually making the changes needed to take on this role (Lawler & Mohrmann, 2003).

Many senior leaders do not understand the potential value that HR departments can contribute to their organizations. It is vital for these senior leaders to view the human resource departments in their organizations as a strategic partner. In as much as many human resources functions have in the recent past started to play a strategic part in the

The role of the Human Resource Professional is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources.

Organizations’ are making decisions by relying to human resources and seeking whether it enhances the firm’s competitive advantage by adding real, measurable plans among their competitors. The HR function and its processes now must become a strategic player (Beatty and Schneier, 1997).

Human resource management has been an evolving discipline since its creation. Societal influences, organizational demands, and technological advances have all affected the role human resource managers play in an organization. This case study will recount the history and evolution of human resources from performing purely administrative tasks to becoming a strategic leadership partner, examine the main objectives of human resource management, the current trends influencing the discipline, and the tools and resources human resource managers can utilize to improve performance. Finally, I will discuss how strategic human resource management can create competitive advantage for the organization and the challenge and importance of creating support and buy-in for the expanding role of strategic human resource management from line managers.

Human Resource Management (HRM) has effectively been an integral part of organizations’ since the end of the 19th century. There has been continuous shift in name change, focus and responsibilities of HRM, with the role progressively evolving since the days of the industrial revolution, reflected in the change of terms from Welfare Officers, Personnel Management, Human Resource Management (HRM) and most recently Strategic Human Resource Management (SHRM).