Human Resource Management And Best Practice

In any organization it is important for HR to touch all levels of the organization and to understand the organization’s environment. An organization who values their employees cannot afford having a human resources department that does not function in a strategic partner role. Human resources professionals, in organizations are equipped with the knowledge, skills and abilities to work with talented senior leaders in an organization. They have the ability to successfully partner with each department within an organization to understand the overall business. HR professional can assist in designing strategic plans to balance the needs of the organization, the employees and the stakeholders. HR can help align efforts of the various functions within the organization with the established goals. They can support the organization’s functions by recruiting, developing and retaining company team members who are crucial. HR should be the driver of the organization’s values. They must not only focus on internal tasks but must step outside the box and fully understand the organization as a whole, how it operates, the competition and what could influence the organization's progress. They must be able to handle change, perform environmental scanning, understand outsourcing and processes

1. Good Practice in Human Resource Management (HRM) Based on an interview with Graham Walton, Library Service Development Manager at Loughborough University ExFiles FOLIO Course – January 2007

The human resources department has numerous responsibilities. The success of a company is depended upon the adequate functionality of the human resources department because it serves as the source of workforce. There are 10 top best practices recommended for the human resources.

The report below sets out the importance of the HR function, explains how HR activities support the organisation’s strategy and ways HR support line managers and their staff.

The "best-fit" approach questions the universality assumption of the best-practice perspective. It emphasizes contingency fit between HR activities and the organization's stage of development, an organization's internal structures and its external environment like clients, suppliers, competition and labour markets (Redman and Wilkinson 2009). HR policy should be minted by the appropriate context of individual employees and therefore support the overall competitive strategy. Aligning HRM practices to strategies can enable companies to create potential competitive advantages (Schuler and Jackson 1987 in Redman and Wilkinson 2009).

What can be done to minimise and resolve conflict within the workplace? What factors create alienation amongst employees? When people hear the word conflict, automatically adjectives that come to mind are controversy, clash, to come into collision, quarrel. However, these findings are not always likely to be the only cause. It was always so easy for theorists to automatically assume that every aspect of conflict should be negative.

Bringing new people into an organisation is an important function, especially now, when the main focus is on people as organisation's main means of achieving competitive advantage There are many different factors that affect an organisations approach to attracting talent and are both internal and external factors. Some examples of internal factors are

Certain combinations of human resource management practices lead to superior outcomes for organizations. The HR combination department is at the heart of organizational performance, productivity, turnover, profits, and market value outcomes. Employees are considered a source of non-duplicable and sustainable competitive advantage. By using the combinations in capabilities, resources, relationships and decisions presented by employees, organizations strategically position themselves thus avoiding threats and maximizing opportunities. Organizations and HR combinations managers aim to generate strategic capacity by ensuring that an organization acquires a skilled, committed and motivated workforce. Integration of HR combinations issues, organization performance and HR management systems in organizational strategic processes serve as a solution to business problems. The need to create and manage capabilities and skills and align such capabilities to organizational performance and future needs drives Human Resource Management. As such, the HR department plays a greater role in planning and implementing a coherent approach in designing and managing personnel systems and matching HR activities and policies to the overall business goals.

There has been much discussion about the issue of whether Human Resource (HR) roles can be integrated into the new position by the HR function in companies. Human Resource Management (HRM) can be defined as “a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations” (Armstrong, 2014, p.5). HR professionals’ works are regarded as employee training, recruitment, personnel administrative, reward management, service delivery, and organizational performance. It is typically believed that HR practitioners must not only be responsible for multiple activities, but also communicate with other constituencies, ranging from employees to managers. However, it is also argued that although HR practitioners play an important role, their position seems unclear in organizations. In addition, HR professionals are expected to reconcile their roles from administrators to strategic partners in order to make corporations more competitive because of globalization and improvements in technology (Jamrog and Overholt, 2004). This suggests that new and clear position benefits HR functions for sustainable development and increases competition of companies in a globalized market, but the reinvention of HR roles face some obstacles. Therefore, this essay will attempt to show that it is difficult for the HR function to reconcile its different roles, because the HR position is affected by companies’ policies.

Human resources development lies at the heart of economic, social and environmental development. It is also a vital component for achieving internationally agreed sustainable development goals, including the Millennium Development Goals, and for expanding opportunities to all people, particularly the most vulnerable groups and individuals in society as noted by Department of Economic and Social Affairs 2012.

| 1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices in the above context.

Section A: (Take around 15 minutes to answer each question, 1 or max 1.5 pages for each question)

(Human resource management is more important in a changing environment than before. There are some challenges and changes, which have great impacts on organizations respective to human resource (HR) function behaviors. These impacts know as globalization, increasing customer’s expectations, transparent market, and human resource management (HRM) provides possibilities to make organizations more healthy and competitive. Where the firm may focus on cost for employee compensation and make conclusions on share services or outsourcings.

“Stay Hungry, Stay Foolish.” A quote that was made famous by the late Steve Jobs, an individual who has impacted the way we lead our everyday lives.

The mechanistic approach to human resources management (HRM) focuses on the simplest way to structure work so that it can be done most quickly and effective. The particular work of each employee must be so