Essentials of Human Resource Management

Management is a planning and controlling process for reaching organizational goals by working with peoples and other organizational resources.

Organisational behaviour is described as 'A field of study that investigates the impact that individuals, groups, and structure have on behaviour within organisations, for the purpose of applying such knowledge towards improving an organisations effectiveness.'

Organisational commitment can also be contrasted with additional work-related attitudes, such as job satisfaction, distinct as an employee 's approach about their job, and organisational identification. Meyer and Allen defines Organisational commitment is viewed as a psychological connection that individuals have with their organisation, characterised by strong identification with the organisation and a desire to contribute to the accomplishment of organisational goals (Meyer & Allen 1997).

Armstrong (2009) defines Human Resource Management (HRM) as a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations. Similarly, Legge (1989) defines Human resource management as 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 integrated array of cultural, structural and personnel techniques.

A company always requires a good management to succeed in the long run. Management is the way toward achieving hierarchical objectives by working with and through individuals and other authoritative assets. It is a procedure or arrangement of proceeding and related exercises.

Human Resource Management (HRM) is a relatively new approach to managing people in any organization. It is concerned with the people dimension in management of an organization since people are considered the key resource in this approach. An organization is a body of people, their development of skills, their motivation for higher levels of attainment, their levels of commitment are all relevant activities.

Human Resource Management (HRM) is the terminology used to illustrate formal systems devised for the management of people within an organization. It is the method of managing an organization or company that is directly related to the employees of that particular organization. The success of a business often rely heavily on the performance of managing human resource. Maximizing the desires and benefits of an organization and helping a business grow by rewarding employees to help motivate and push them in their performance is one of the main aim of HRM. By doing this, it will have a positive impact on both the company and it’s entire organization.

However, everyone learns differently and they process information differently. In order to be successful in any workplace, one has to understand how he/she learn and process information. Some people learning styles are different and the way that he/she learns may be slower or faster than others. Also one has to be able to adapt to change. Organizational behavior is about change and how this scientific method could work to promote a more effective work environment for the coaches and the employees.

HRM is an organization that undergoes the process of managing people in a structure and manner. It is also a process of making the efficient and effective use of human resource so that the goals are achieve. Superior human resources are an important source of competitive advantage. And any factors that allow an organization to characterize its product or service from competitors to increase the market share are called competitive advantage. Competitive advantages can best be achieved by seeking improvement in the managing people, through better utilization of HRM. And also by translating strategy into HR policy and practice to produce the employee competencies and behavior that the company requires.

Human Resource Management is one of the most impornant issue in the company. This is the integration of all processes and systems which ensure staff are developed within an organization. HRM includes training, providing benefits, resolving disputes, communicating with all employees in an organization. Human Resources Management is the process of tof example planning, assessment of employees, motivating, attracting. It covers area like workforce planning, performance management, development, recruitment and selection. In this essay I focus on those two processes – recruitment and selection and also attracting employees. Recruitment and selection processes are the core functions of HRM because here decisions are made who will be hired to the company and it is so important to choose the best people.

HRM is typically seen as comprising a range of practices, spanning the acquisition of employees, employee development, and employee retention (Stone & Meltz, 1993). Quresh, et al (2010) quoted that human resource management is linked with all the managerial functions involved in planning for recruiting, selecting, developing, utilising, rewarding, and maximising the potential of the human resources in an organisation. Job satisfaction, morale, optimism, and turnover are key drivers of organisational performance (Becker & Gerhart, 1996).

Human resource management (HRM) is that crucial part of the management process that makes, nurtures, manages and builds the human element of the organisation measuring their resourcefulness. This could be in terms of talent, abilities, total skills, creative skills, knowledge, and contributions to the organizational objectives. Human resources are precious and a major source of competitive advantage.

Bratton,J. and Gold, J. (2012) Human resource management: theory & practice, 7th ed., Palgrave Macmillan, Basingstoke

Extensive research within Human Resource Management (HRM) has been in linking HRM with Business strategy, in order to achieve better organisational performance. This is partly because of the increasing economy of knowledge, making human capital more of a base for competitive advantage. It all stems from the focus of management and analysis of organisations such as The Hawthorne Studies in the 1920’s and then the success of Total Quality Management in Japan during the late 1960’s. Beginning in the 1980’s academics such as Miles & Snow started to link HR with strategy, the organisational perspective grew and a move away from bureaucracy and control systems started to be seen. This was in contrast to the Industrial Relations perspective but still we saw the emergence of semi – prescriptive frameworks of HRM that were analytical and associated with performance. In the 1990’s the first main models of HR strategy formulation began to materialize.

It is easy to discuss the different theories pertaining to motivation such as Maslow’s hierarchy of needs, theory X and theory Y, the two-factor theory, and McClelland’s theory of needs (Robbins & Judge, 2014). However, there is more to motivation such as the job characteristics model, work motivation, and rewards used to inspire employees.