The Impact of Human Resource Management and Work Climate on Organizational Performance

There are many businesses and organizations across the world that relies on their employees. The employees make up the workforce that keeps the nation functioning and producing. It is not uncommon for employees to get burnout with their job or feel that they are not appreciated. Workers find it difficult to find the motivation to come to work and ready to complete the tasks that are required of them. When workers are bored with their position it can be hard to put their best efforts into their job and be successful. Many employees feel that they are not being rewarded for the hard work they have been doing and often slack off because of it. Businesses understand that the employees are the faucet of the company and they are relied on for everyday production. An employee may feel like they are not getting the respect that they deserve for the work that is being completed each day. It can be hard for business owners to find the comfortable line between employee satisfaction and high-quality performance. There are several things that many businesses have begun doing to help their employees not only succeed but enjoy what they are coming to work each day to do. There are several trends that business is trying, that will help to motivate employees to have superior performance in the workplace.

The area of human resource management has transformed passing through a long path which started as personnel management initially. Personnel management involves recruitment and to keep the record of payrolls, dealing with retirements, promotions and various other similar issues. With the passage of time, gradually, the personnel manager is supposed to have an important duty beyond the boundaries of HR sector of an organisation and within the organisational process of decision-making process. This particular area forms a link between practices of HRM and organisational performance (OP). It has been proposed that HR resources efficiently contribute towards profitability of organisation by enhancing or by maintaining company’s competitive advantage. This claim can be considered plausible because the human resources convert the physical investment in to productivity (Singh et al., 2012). Scholars have

Research by Newman & Nollen (1996) indicated that organization performance is better in the companies which there is congruency between national culture and human resources practices. If the human resources management practices are not in line with the basic tenets shared by employees, it will lead to dissatisfaction, lack of commitment and discomfort among the employees (Early, 1994).

First, taking a look at how HRM influences organizational performances. According to authors Phillips, J and Gully, S., “human resource management policies and practices add value to organization and influences organizational performances by either improving efficiencies or contributing to revenue growth.” This is to say that the effectiveness of human resource management in an organization has the ability to bring about change, meet the organizations goals, and be able to expand workers commitment, energy and accomplishments. Another way HRM can influence an organization is through its talent philosophy.

Human Resource Management (HRM) is comprised of many different components. The way an organization chooses to use their resources for all their different departments is all part of HRM. Since every organization is different, having different requirements and expectations, not every HRM process is going to be the same. The areas in which this paper will focus on are Equal Employment Opportunity (EEO) and the Commission (EEOC) which governs the EEO regulation, human resource planning, recruitment and selection, compensation and benefits, safety and health, employee labor relations, and human

(1). critically evaluate the role and importance of human resource management in operational and strategic contexts.

Human Resource Management’s (HRM) organizational systems are considered to be the source of sustaining the competitive advantage; this means employees start to represent and to be considered as an important source of competitive advantage (Barney, 1991; Pfeffer, 1994). According to Fey et al. (2008), the choice of HRM’s practices is very significant since firm’s HR have the ability to create high benefits but also it represent the highest cost for the organization which can be controlled.

1. Purpose: The purpose of this memorandum is to outline and defend the benefits of having a Human Resources Management (HRM) in Green’s Hospitals. Green’s Hospital is a leading medical facility that is facing some human capital challenges. A Human Resources Department will help the stake holders and the board of direct

Human resource activities are claimed to be related to the performance of a firm. Appelbam et al. (2000) investigated the link between high performance work systems (implemented through HRM) and company performance. The results showed that HRM helped employees in three vital areas; ability, motivation and opportunity.

In today 's largely competitive world, since most major project failures are related to social issues, managing people effectively will have a significant impact on the outcome of a project [1].

Human Resource Management is the management of an organization’s employees. When a company designates a Human Resource (HR) department, those in HR are the ones responsible for overseeing the well-being of personnel in the workplace, and focus on how to attract, hire, train, motivate, and maintain employees of the organization. (DeCenzo, Robbins, & Verhulst, 2013, p4). According to David S. Bright from the Raj Soin College of Business at Wright State University, “HR activities include recruitment, selection, training and development, compensation, benefits, performance appraisal, employee relations, health and safety, and strategic HR planning.”

The issue of how the human resource management affects organizations performance has always presented in academic world. Many scholars have done a lot of theoretical and field work, trying to prove that the contribution and impact of human resource management on organizational performance. Human resource management provides direction and enhances competitiveness in organization, and becoming a strategic partner in helping companies improves its performance (Ajit Kumar Kar, 2012). However, when it comes to particular issue, evidence suggesting a possible universal consensus are apparently the division of opinions is nowhere in sight.

Human resource management (HRM) concepts are strongly tied to management effectiveness as well as an organizations overall success. In this report the author will examine the importance of a strong human resource department and how that influences the day-to-day running of the business. “Increasingly, what makes organizations effectiveness is how they organize staff and manage their human capital. It’s important for organizations to have the right amount of financial capital and hard assets, but it is the soft assets that are progressively the difference makers between successful and unsuccessful firms.”(Forbes, 2014) HRM is growing in use, especially since the mid 90’s, expanding its potential to be use as a vital resource to the organization.

Working conditions have changed over the past few hundred years, mainly due to the development of the most essential part of an organisation. The Human Resource Department. The human resource department ensures that high morale of employees is kept constant to make sure that high output is produced. A happy workforce means a high output rate studies have shown. Within this report the main aim is to delve into the historical development of human resources and personnel management. In addition, the report will look at how the workplace and employee and employer relations have changed of the past two hundred years. Lastly, this report will include the definitions and functions of Human resource management and Personnel management.

The nexus between human resource management and organisational performance represents an issue of strategic importance to organisations. Hence, many HRM practices were regarded as being more important than others in contributing to organisations’ competitive advantage. ( Delery and Doty ,1996 ; Tzafrir, 2006 ). Several HRM practitioners and academics tried to integrate such useful practices into a ‘set’ that can be universally applicable to all organisations. ( MacDuffie 1995 ; Pffefer 1998 ; Wood 1995 ) . However, that last two decades witnessed increasing studies that acknowledged the significance of context and strategy when identifying HRM practices that are vital to success. ( Boxall and Purcell 2011 ; Clinton and Guest