Human Resource Management, Industrial Relations and Achieving Management Objectives

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

To begin evaluating strategic human resource management approaches, one must first understand the concept of human resource management and how it came to be. Human resource management stemmed from what use to be called personnel management in the early 1940’s. The term human resource management (HRM) was first used in the United States and it suggests to some that “employees were an asset or resource-like machines, but at the same time HR also appeared to emphasize employee commitment and motivation” (CPID, 2016).

Human Resource Management (HRM) are activities managers perform to plan for attracting, develop, and retain a productive workforce (Kinicki & Williams, 2016). The role of human resource management is to prepare, develop, and administer policies and program designed to make expeditious use of an organization human resources. Part of control which is concerned with the people at work and with their relationship within an enterprise. HRM have their hands full; they have to face employees daily with a complaint, write-ups and sadly terminating of the worker. All areas of HRM such as, staffing, orientation, training, development, pay wages benefits are all significant parts that are dealt with daily. Human resource management presents itself as

Human resources management was defined as ‘a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations’ by Boxall and Purcell (2003). Noon, 1992 (as cited in Armstrong, 2014 a, p6) drew ‘doubts of whether HRM was a map, a model or a theory. But it is evident that the original concept could be seen as a philosophy’. The human

Gunnigle, P., Kelly, J. and Morley, M. (2002). Human resource management, employee relations and the labour market. Bradford, England: Emerald Group Pub.

First of all, our special thanks offer to our HRM Strategy and Policy module lecturer Dr. Eva Lee. As our unit co - ordinator, Dr. Eva Lee provided proper guidance & support to success this group assignment. As well as, I would like to thank NSBM programme office staff & University College Dublin Ireland providing correct details on time. As well as, all group members provided very good support to success this group assignment.

In an era of increasing competitiveness, globalization, economic rationalization, deregulation, technological revolution and changing workforce there is an ever-increasing need for human resource management to be able to capitalize on the special challenges that this changing environment brings. For a company to be able to successfully keep ahead of the competition, human resource management is seen to be a significant contributor.

Abstract: Human Resource Management is fast gaining popularity and its importance is becoming unavoidable, this is due to the fact that Human Resource Management plays a huge role in the growth of any company irrespective of its size. Unfortunately it is yet to achieve global standards or strategy of operation; this can be attributed to the various differences between environmental factors, employment attitudes, cultural

The internal labour market refers to that which exists within a single organisation and represents its internal supply or stock of labour. In its broadest sense,

It makes it realistic by motivating the workforce, developing commitment in them and improving communication.(Armstrong M,2003) Traditional Personnel management deals with short term planning and controlled externally. With employee relations’ perspective, it has low trust and less communication. It has lot to do with labour management.(limited to the people and not deals with strategy) On the other hand, HRM emphasizes that employees are critical to achieving sustainable competitive advantage and is central to organisational strategic performance.(Bratton and Gold,1999).HRM plays great role with organisation’s corporate strategy. But to do this, all HR strategies must be integrated and must be in line with overall business strategies.(Lecture Notes,2004 Topic 1)

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

In the past decade, globalization and rapid technology advancement have change the way organisation do business from international conference calls to the hiring of employees. This has also transform how Human Resources Management (HRM) operates.

Human Resource Management has changed over the past 40 years, taking us from the past traditional view of HRM to the present 21st-century view of HRM.

Critically evaluate the contributions Human Resource Management can make to the achievement of an organization’s strategic aims and objectives. Illustrate you answer with examples.

Over the years, human resource management has attracted a vast amount of interest over different disciplines due to the effect and contribution it had on the fundamental issues within the organisation (Singh, Darwish, Coster & Anderson 2012). Arthur states, HRM practices essentially contribute to the organisations competitive advantage and the achievement of organisational performance (Arthur 1997, cited in Singh, Darwish, Coster & Anderson 2012). This not only emphasizes on the significance of human capital in achieving organisational performance and attaining competitive advantage but also recognizes the importance of developing the best human resource competencies in order to compete in the global economy (Slavic, Berber & Lekovic, 2014)