Introduction
Human resource management (HRM) changes its definition time to time with the change of the nature of the workplaces. Pereira and Gomes (2012 p.?) have stated that the “HR system can be defined as a complex set of communication mechanisms between the organisation and its employees”. The main purpose of HRM is to avoid workplace conflicts or reduce them to a certain limit by manag-ing the relations between the employers and employees. Various research also shows that HRM has bought many legislations which are fairly new in terms regulating work, especially in relation to equality, training and participation (Lucio & Stuart 2011, p.?). This report, through thorough research focuses on providing a clear understanding of the
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Lucio & Stuart (2011, p.?) states that “HRM itself is more concerned with the relationship between firm-level strategy and the policy and practice of HRM and the differential contributions of levers of HRM to company perfor-mance”. Human resource management basically focuses on managing the rela-tionships between the employer and the employees by providing team-based job designs, flexible workforces, employee empowerment and implementation of competitive strategy for achieving operational goals (Huselid et al,1997, p.?).
Benefits of HRM
Productivity benefits
HRM provides an increase in the firms productivity. Higher levels of human capi-tal helps in increasing the productivity of the firm (Wright et al, 1994, p.?). The key aspect of increasing a firms productivity is the cognitive ability i.e. the ability to perform any given task demonstrated by its employees which increases the ability to do any task which thus increases productivity of the firm making it more advantageous.
Time and cost Efficiency
Human Resource management is a system which strengthens the collaboration in a workforce by hiring individuals that give the best performance to the firms. The strategies and the design plans that are made by the HR managers are in a way that they hire
Human resource management refers to the process of dealing with people or controlling them. It plays an important role in effective utilization of human resources and bringing effective people in an organization (Attridge, 2009). With the following research at DaVita, one shall come to know about the standard model of HRM and how it is employed in the strategic planning of an organizational structure.
Human resource management (HRM) can broadly be defined as a strategic and coherent approach to the management of an organization's most value asset - the people work there, who
The HR manager is expected to understand the business as well as any line manager, and to be their equal in contributing to the organisation’s competitive success. They must develop and implement HR strategies that support the organisation’s business objectives, improve productivity, and enhance employee wellbeing. It is criticised for marginalizing employee-focused HRM responsibilities and downgrading ethical considerations. Also, it is too management focused, it creates role conflict, damaged HR credibility and challenged HR’s role as an employee advocate. HRM has become more business oriented and strategically focused.
In the face of increasing competitive environment organisation needs to focus on the value of investing human resources as a major competitive advantage. It is important to set a HRM to meet those advantages to meet company’s objectives with the flexible environment. Schuler (1992) defines strategic human resource management as “the integration and adaption to ensure (1) human resource management is fully with the strategy and the strategic needs of the firm (2) HR polices cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted and used by the line managers and employees as part of their every day work”
HRM basically concentrates on taking care of workers inside the company. It can be acknowledged that HR is an integral part of every organisation. The achievement of goals and objectives of the organisation relies on upon how well this part is overseen so that the organizations objectives and strategies are accomplished, if the personnel policies and techniques are will connected and mainly contribute in that particular direction. The organization excels other competitors, if the organization climate managerial behaviour and corporate culture have an impact on the organization activities. The culture and organization values have to be reinforced and for that the continuous efforts on the part of human component of the organization
Human Resource Management is the process of acquiring, training, appraising and compensating employees, and of attending to their labor relations, health and safety and fairness concern. “Human Resource Management 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 personal techniques” Storey (1995)
Therefore, the actions of the HRM staff must meet the needs of the changing organization or environment. It should be modeled to become more adaptable, employee centered and customer-related. Within the organization, the HRM must learn to professionally manage employees through organizing controlling and co-ordination through which an organization will “be successful amid emerging trends and increasing competitions” (Mitchell Holt). Indeed employees are an organization’s most valuable asset and they must be satisfied, motivated and developed to deliver their organizational obligations. Therefore human resources management should enable employees to contribute effectively and productively to the overall company vision and accomplishment of organizations goal and objectives, affirming why HRM is a critical component of the success of any
Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.
To define what HRM is, it is important to understand what management is. Based on ‘Essentials of management’ written by DuBrin, A.J and Cengage Learning (2010) they describe management as a process in which organisational uses resource’s to achieve objectives . This can be achieve through planning, organizing and staffing as well as leading, motivating and controlling. So if management is to manage resource to achieve objectives then HRM is a “distinctive approach to employment management which seeks to achieve competitive advantage” (Storey 2001).
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 (HRM or simply HR) is a function in an organization that is designed to maximize an employee’s performance in accordance with an employer's strategic objectives, policies, and system. HR departments and units typically undertake a number of activities such as recruiting manpower, training and development of employees, performance appraisal, and rewarding - managing pay and benefit systems. Additionally, the department deals with industrial relations such as balancing organizational practices that require collective bargaining and government laws.
Human Resource Management (HRM) can be regards as the activities undertaken by an organization to operate its human resource. It is regarding how to manage the employees in organization. The activities of HRM covers the planning of human resource (HR), the staffing of the employee which include- the selection; recruitment; placement, training and development, the compensation and benefits strategy of the organization and the industrial relations.
Many experts tried to determine the scope and meaning of HRM through explaining various models and tried to differentiate between HRM and traditional personnel management in the recent past (Bratton & Gold, 2012). There are various models of HRM explained by various experts. According to the HRM model by Guest (1987), Personnel management focuses on rules and regulations and follows centralised approach. Whereas HRM is flexible and decentralized approach focusing on the business strategy (Marchington & Wilkinson, 2008). When HRM strategy is applied in an organisation people policies and strategies are linked
The human resource manager, as well as any manager, is expected to play a crucial role in improving the skills of employees and the firm’s profitability. In essence, HRM is now viewed as a “profit center” and not simply a “cost center”.
Human resource management (HRM) can be described as a process of managing people in a company with a structured and thorough manner (MSG.com). 'This covers the fields of staffing (hiring people), retention of people; pay and perks setting and management, performance management, change management and taking care of exits from the company to round off the activities ' (MSG). These functions relate to what used to be called personnel management, which theorists see HRM as the modern version of personnel management. As Aswathappa (2005) explains HRM can be challenging and stressful, also describing the function as being no comfier than when personnel management was in place. All these elements of HRM mentioned previously are jobs that Christine Williamson is responsible for managing in the human resource (HR) department. Mitchell (no date) states that Williamson believes the department still performs in a primarily personnel function with a limited strategic perspective. Armstrong (2006) explains personnel management includes being concerned with obtaining, organising and motivating the human resources that are used in the enterprise. These elements are a reflection of the jobs Williamson undertakes.