Human Resource Management ( Hrm )

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,

Critically compare and contrast the ‘best fit’, BP and RBV models of HRM strategy – explain how EACH approach is argued to contribute to improve organizational performance.

I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.

In every business or corporations, the human resource department has a minimum 3 step course requirement to fulfil; planning of staffing needs, recruitment and evaluation, and balance in training, performance and demand (Lorrette, 2015). The goal of the HR management is to achieve the highest level of job satisfaction and dedication among employees which helps retain the employees who can perform the job (Louis E. Boone, 2013). Thanks to technology

This way of analysis will find out the real view of the customers’ needs and will guide the HR professional to balance several perspective and determining which get priority. “For instance, managers may value high levels of production and long work hours whereas employees may value more time off and a focus on work/life needs. Effective HR customer service will work with both groups to find the right balance” Leigh Richards (2012), eHow Contributor.

Managers want an HR function which understands the workforce and can help balance the organisations employee and business needs. They want a proactive HR function which identifies issues before they happen and works with managers to address them. They would like HR to help them with their most challenging people issues including motivation, change and skills development. An HR function which does not understand the business and the workforce completely loses its value.

The current function of HR can be defined as supporting “the delivery of the organisation’s strategy and objectives through the effective management of people and performance” (Taylor & Woodhams, 2012; 22). This definition is furthered by a CIPD survey (2007; 2-3), which indicated that the key functions of HR are: recruiting and retaining staff, progressing performance management to maximise the value of employees and increasing employee engagement.

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.’

Managers rely on HR to provide effective staff capable of accomplishing the goals of the organization. HR is valuable in ensuring

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.

According to Armstrong (2006) Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valuable assets-the people working there who individually and collectively contributes on the achievement of its objectives.

Their various HRM practices allow them to attract and retain the best staff and deliver on their service mandate. At a functional level they have implemented HRM practices to align the leadership, skills, induction and socialisation, training, development, rewards and recognition, remuneration, career progression as well as transformation with the strategy of the company.

Given the volatility of business environment in which an organization operates HR should broaden the parameters of their function and must clearly understand business and other functional area to add value and contribute to overall success of the

There is no perfect organization. Perfection is an illusion. The ultimate aim of an organization

In recent times HR has been perceived as ineffective, incompetent and costly. A need has been felt for creating a new role and agenda to focus on the outcomes and deliverables enrichinhg the organisations value to customers, investors and employees. The four ways which should be adopted by the HR are