High Commitment Hrm Based On His Research

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.

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

particularly in the UK, who viewed the emergence of HRM in general and of a normative high

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

Most organizations view human resources departments as less valuable than other departments because it’s not a revenue- generating department. However, it is quite the opposite because HR brings the organization its most valuable assets, which are its people.

Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,

The role of the human resources (HR) department can play a significant role in the success and achievements of an organization. The department, which has evolved from the

The aim of this report is to present overview of the methodology used gather my data and to produce a management report on my findings of the “Best practice/ High commitment” model of HRM. In this report I choose the Young’s Pub “The Waterfront” which is located in the Wandsworth. I choose this pub, because I am working there and I have good relationship with all staff so I can avoid any conflict about questions and it gives me opportunity to involve all “The Waterfront” staff.

In the past it was noted by Snell, Youngy and Wright (1996:62) that organisations would purposely 'take human resource out of the strategic equation'. Today it is widely accepted that linking HR to strategy because of a shift in ideas concerning competition and firm advantage (Snell, Shauder and Wright (2001:3)). This shift was identified by Quin (1992:241) "with rare exceptions, the economic and producing power of the firm lies more in its intellectual and service capabilities than in its hard assets"

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic

Valuable Assets is a term used to describe the current HR Function due to the added responsibility and power the function now has in addition to the ‘Resources’ term of the HR Function. This is based partly on the advancement of technology and globalisation. The current HR Function also specialise in fostering a culture in organisations and shaping strategies to assist organisations in reaching their ‘mission’ and ‘vision’ statements.

Toward the end of the 1980’s as more and more academics continued to produce a wealth of literature on the subject of HRM, it became clear that there was a recurring theme for those companies that appeared to perform extremely well in these market conditions. It became obvious in these increasingly dynamic markets that companies that were proactive to market change were able to do so as a result of motivated workforce. The question that was begging to be asked was ‘how they were able to this so well’? The answer was through involved management styles that were instilling a culture in the workforce that was proactive rather than reactive. This is one of the key differences that will be referred back to later. It was suggested that these had been brought on by the intense competition and pressure, which meant a competent PM was more necessary than ever.

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).