Human Resource Management ( Hrm )

The purpose of this reflective paper is to show my understanding along with what I have learned about HRM (human resources management) and the different way HRM impacts the success behind every business, along with the rules and regulations that go with it. Over the last five weeks I have learned quite a bit about HRM and will reflect on that throughout this paper. “Human resource management is the managing of human skills and talents to make sure they are used effectively and in alignment with an organizations goals.” (Youssef, 2012). I will be including the things I learned throughout the last five weeks in this

Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed

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.

Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’

The model emphasize on the vertical integration between the business strategy and HRM function. It promotes “Unitarism approach” i.e. managers and employees cannot have conflicting views as they are working to achieve the same goal and effective management of people will vary from organisation to organisation depending on organisation culture.

Schuler and Jackson (1987) propose the model of Human Resource Management as the business strategic policies and practices of the organization. This framework is to achieving competitive advantage in different industry condition. They argue for fit in different industry condition and business strategic. It includes innovation, quality enhancement and cost reduction. This business strategic associated with particular employee role behaviors and HRM policies and practices.

Turning toward the human resources management (HRM) perspective, companies now include HRM as a strategic partner in accomplishing the goals of the organization. The human resources professional does not operate in isolation, but is an integral part of any organization’s strategic planning team. The human resources director “is first a business partner of the organization and then an human resources (HR) professional” (Purushotham, 2009, p. 177). The scope of the HR professional is to interpret the strategic goals of the organization, and create total compensation packages that will attract and recruit high-value targets for candidacy while being mutually beneficial for both the organization and the prospective employee.

Schuler and Jackson (1987) propose the model of Human Resource Management as the business strategic policies and practices of the organization. This framework is to achieving competitive advantage in different industry condition. They argue for fit in different industry condition and business strategic. It includes innovation, quality enhancement and cost reduction. This business strategic associated with particular employee role behaviors and HRM policies and practices.

Furthermore, business strategy can be defined as the implementation of courses of action and the allocation of resources necessary for achieving these long-term aims (Johnson et al 2011). Therefore, HRM plays an important role in allocating human resources, which can assist in achieving

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.

‘Human Resource Management is a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities and commitment is critical to achieving sustainable competitive advantage or superior public services.’ (Bratton and Gold, 2012, p.7). Therefore, it is important to understand the concept of human resource management model and how does it work and influence organization. While many model of HRM emerged, soft and hard model are both most widely adopted (Truss, et al., 1997). Both soft and hard HRM model are emphasizing to integrate the HR policies with business strategic, but the main distinction is how organization sees individual, which is as resource in hard model or as human in soft

More firms’ business strategy can be better realized using the integrative model of HRM. Both employees and firms’ aspirations can be met if the right strategy is used. . HR professionals must be well trained to implement this strategy.

As mentioned above some human resources analysts argue that the ‘best fit’ approach to strategic HRM is the most appropriate approach to managing employees at the workplace. To support their arguments, they reiterate that in order for an organization to remain strategic with respect to managing its employees, it needs to integrate its HR strategy with the organization’s internal and external environment. For example, in a startup environment, an organization will need employees who are innovative while in a mature environment, the organization’s focus is to deploy HR practices that promote

Human resource is one of the important factors to be utilised for achieving organisational goals. Human Resource management (HRM) is a premeditated methodology to manage the human resource of the organization with the help of functions like recruitment, training and development, utilizing and retaining this asset etc. (Simons, 2011). The nature of workforce in every organization demographically and psychologically vary. Therefore, every organization has its own tailor made HRM policy and the procedures.

The HRM policies are so designed that it should align with the overall business strategies of the organizations. In short, the focus is shifted from the traditional HRM pattern to the Strategic Human Resources Management (SHRM) irrespective of the industrial segments.