Managing Human Resources

A hard HR strategy treats employees as a resource, just like any other resource, to be monitored and used in an efficient manner in order to achieve the strategic objectives of the organisation; a soft HR strategy views employees as valuable assets, a major source of competitive advantage and of vital importance in achieving strategic objectives.

This model focuses on the development of HRM & business strategies by harmonizing & integrating the interests of the various stakeholders including employees in bringing organizational effectiveness. In doing so, the model emphasizes the style of employee management applicable to increase organizational performance.

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).

Figure 1 provides the detailed data behind each of these types and which of these provisions have been most and least frequently offered. The statistics behind each of these types (Figure 1) helped me to analyse which flexible working patterns have really been offered and then comparing such data with the uptake of such offerings by the employees (Figure 2Error: Reference source not found), provided a clear view on which provisions actually work.

Brief summary of information: Provides suggestions and options for employer on developing and managing equitable flexible work practices.

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

Today I am going to talk about why employers should provide a flexible working environment. It enables a business to tailor working patterns to suit a particular industry. It also gives employees an opportunity to balance work and important life commitments.

Different models have been introduced to describe the role of HRM, which categorises the “soft” or the “hard” approach

HRM’s purpose is to ensure that success is achieved through its people, to retain and expand the customer profile whilst increasing and maximising profit. Organisations need HRM who know the business, can influence the culture, and make positive change, within an organisation (Ulrich, 1997). Line managers have a partnership with HR, so a full analysis of the external environment can be assessed. It is likely that where employee involvement practises are pursued, line management are aware of corporate strategy, including mission statement and values.

In organizations, the line managers ' role is important in ensuring that the implementation of HRM strategy and policies are successfully implemented. The devolution of HRM activities to line managers is potentially a useful tool for achieving through the implementation of HRM policies and practices that are consistent with the desired strategic intent (Brewster and Larsen (1992), Budhwar (2000), Hall and Torrington (1998), Hope-Hailey et al., (2002)).

Human Resources Management (HRM) terms had widely replace personnel management (PM) as in the process of managing people in the organizations. What actually is human resources management? Well, it is said that human resources management is an organization’s most valuable asset. Organization thinks that human resources department plays a huge role in terms of staffing, training and assisting to manage people so that the employee and the organization are capable to maximize the resources in the organization. (McNamara, 1998). Besides, in the global business, human resources management had effectively replaced other management traditions like Industrial Relations (IR) and Personnel Management (PM) as a tool to reshape

To do this HRM has to have a good HRP. HR needs to forecast the requirements of the company to identify whether they have enough employees to do the work in order to achieve the objectives and do they have sufficient skills to work. HRM has to monitor employees’ performance through performance gap. Based on that gap they can measure the employees’ performance level. To achieve the objectives HRM has to have proper plan to keep the employees in the company. For that they can motivate employees by giving rewards and flexible working environment. Employees need to behave according to the rules and regulations of the company and if they are not behaving well then HRM responsibility is to control them and motivate them by giving punishments so that they can work hard to achieve the company objectives. HRM need to give proper training to the employees so that they can improve their knowledge and skills in the workforce. Motivation plays a big role in achieving objectives of the company. Motivation can be done by giving opportunities to the employees and participating employees in decision making if relevant to their working environment and helping them through their works. Health and safety is always important for the employees in every company. Legal factors are the most important factors in any workplace. Employees feel safe and equal among others in the working environment. This helps employees to work hard and achieve their target objectives.

Hard HRM, on the other hand, stresses 'the quantitative, calculative and business-strategic aspects of managing the "headcount resource" in as "rational" a way as for any other factor of production', as associated with a utilitarian-instrumentalist approach (Storey 1992: 29; see also Legge 1995 b). Hard HRM focuses on the importance of 'strategic fit', where human resource policies and practices are closely linked to the strategic objectives of the organization (external fit), and are coherent among

The line managers find implementing HRM practices hard because of several limitations they practice in implementing HRM. These limitations slow down the HRM implementation efficiency of line managers. (essay.utwente.nl)

HRM is a process of managing people in such a way so that there is a cohesion between the management and employees. This approach focuses on the aims and outcomes of the HR function. Hence, job design, recruitment, people empowering, people development, and even making the “employment relationship/association” satisfying for both the management and employees are all part of the HR function in an organization. (www.managementstudyguide.com/human-resource-management.htm) The HR practices may be influenced on the basis of the internal factor like organization’s culture or externally due to the country’s culture, economic, political, social and technological factors. Thus, the HRM differ from country to country. For example, let’s take recruitment. In the US, while recruiting they look for candidates with widespread experience whereas, at the same time in Japan loyalty is valued more than experience in various organizations.