essay on hr management

Essay on Human Resource Management (HRM): Top 6 Essays

In this essay we will discuss about ‘Human Resource Management’. Find paragraphs, long and short essays on ‘Human Resource Management’ especially written for school and college students.

• Essay on Human Resource Management

Essay Contents:

• Essay on the Functions of Human Resource Management

Essay # 1. Introduction to Human Resource Management :

Men, materials, machines and money are considered as the main factors of production. Out of all these factors, men are considered as an important factor. It is very difficult to handle the other factors of production with­out the efficient use of human resources.

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Several terms have been used by various management thinkers to represent human re­sources. These include ‘personnel’, ‘people at work’, ‘manpower’, ‘staff’ and ’employ­ees. Whatever may be the term used, human resource of any organization consists of all individuals engaged in any of the organiza­tional activities at all levels.

The importance of human factor can be judged from the point that some people consider management and personnel/human resource management as one and the same thing. Lawrence A. Appley observed that “Management and personnel administration are one and the same. They should never be separated. Management is personnel administration”. Of all the tasks of management, managing the human component is the central and most important task, because all else depends on how well it is done.

With the increase in number of employees in an organization, greater emphasis is being placed on personnel management and also on the adoption of standardized procedures and compensation plans. The personnel department helps management in using and developing appropriate manpower to achieve organizational goals.

Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise.

Essay # 2. Definition of Human Resource Management :

Human Resource Management (HRM) has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization.

Some of the definitions of human resource management as given by various persons are:

Human Resource Management is the function within an organization that focuses on recruitment, management, and providing direction for the people who work in the organization.

Human Resource Management is the understanding and application of the policy and procedures that directly affect the people working within the project team and working group. These policies include recruitment, retention, reward, personal development, training and career development.

Human Resource Management is the effective use of human resources in order to enhance organizational performance.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Essay # 3. Scope of Human Resource Management :

The scope of HRM is very wide.

It covers the following aspects:

(i) Personnel Aspect :

This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.

(ii) Welfare Aspect :

It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

(iii) Industrial Relations Aspect :

This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Essay # 4. Objectives of Human Resource Management :

Objectives are predetermined goals to which individual or group activity in an organization is directed. Objectives of human resource management are influ­enced by organizational objectives and individual goals.

Some of the objectives of HRM are:

a. To ensure effective utilization of human resources.

b. To ensure respect for human beings.

c. To identify and satisfy the needs of individuals.

d. To achieve and maintain high morale among employees.

e. To provide the organization with well-trained and well-motivated em­ployees.

f. To increase to the fullest the employee’s job satisfaction and self-actual­ization.

g. To develop and maintain a quality of work life.

h. To provide better conditions of employment.

i. To develop overall personality of each employee in its multidimensional aspect.

j. To enhance employee’s capabilities to perform the present job.

k. To provide fair wages to employees.

l. To inculcate the sense of team spirit, team work and inter-team collabo­ration.

Essay # 5. Nature of Human Resource Management :

Human Resource Management is a process of bringing people and organiza­tions together so that the goals of each are met.

The various features of HRM include:

a. It is pervasive in nature as it is present in all enterprises.

b. Its focus is on results rather than on rules.

c. It tries to help employees develop their potential fully.

d. It encourages employees to give their best to the organization.

e. It is all about people at work, both as individuals and groups.

f. It tries to put people on assigned jobs in order to produce good results.

g. It helps an organization meet its goals in the future by providing for competent and well- motivated employees.

h. It tries to build and maintain cordial relations between people working at various levels in the organization.

i. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Essay # 6. Functions of Human Resource Management:

Every manager in an organization has to perform the personal functions in one form or the other in order to get the things done through others.

The functions of human resource management can be classified as:

(i) Managerial Functions.

(ii) Operative Functions.

(i) Managerial Functions :

The managerial functions are mainly concerned with planning, organizing, directing and controlling the various activities of personnel management.

These functions are explained below:

(a) Planning:

Planning is deciding in advance what to do; how to do; where to do; and who is to do it. For personnel manager, planning means the determination in advance of personnel programme. Planning is concerned about present manpower positions, what number and kind of people are required for the organization.

(b) Organization:

After the establishment of organizational goals and objectives, human resource manager must design and develop organization structure to carry out the various operations. Organization involves identification and grouping the activities to be performed and dividing them among the individuals and creating authority and responsibility relationships among them.

(c) Directing:

Directing as a managerial function involves building sound industrial and human relations among people working in the organization. The direction function of the personnel manager is meant to motivate and guide the people to achieve organization goals. The employees can be motivated through salary administration, career planning, provision of health and safety requirements etc.

(d) Controlling:

Controlling function is concerned with regulation of activities in accordance with the personnel plans. It includes checking, verifying and comparing actual with the plans, identifying deviations if any and correcting them. Auditing, training programmers, analysing, labor turnover records, conducting separate interviews are some of the means for controlling the personnel management function.

(ii) Operative Functions :

Operative functions are those functions which are usually delegated to the human resource department as these require specialized skills and knowledge in their performance. All these operative functions are interacted by managerial functions. Further these functions are to be performed in conjunction with management functions.

Some of the operative functions of human resource management are:

(a) Employment :

It is the first operative function of HRM. Employment is concerned with securing and employing the people possessing required kind and level of human resources necessary to achieve the organizational objectives. It covers the functions such as job analysis, human resources planning, recruitment, selection, placement and induction.

(i) Job Analysis:

It is the process of study and collection of information relating to the operations and responsibilities of a specific job.

It includes:

i. Collection of data, information, facts and ideas relating to various aspects of jobs including men, machines and materials.

ii. Preparation of job description, job specification, job requirements and employee specification which help in identifying the nature, levels and quantum of human resources.

(ii) Human Resources Planning:

Human resource planning involves fore­casting the human resource requirements of an organization and the fu­ture supply of human resources. It is a process for determination and assuring that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which would meet the needs of the organization.

(iii) Recruitment:

It is the process of seeking and attracting prospective candidates against a vacancy in an organization.

After having determined the number of persons required for different jobs and requirements of different jobs, the recruitment process will begin.

The term recruitment may be defined as the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. In other words, the term ‘recruitment’ stands for discovering the sources from where potential employees will be selected.

(iv) Selection:

Selection is the process of identifying and establishing the credentials of a candidate for a job to ensure success.

Recruitment vs. Selection :

Both recruitment and selection are the two phases of the employment process. Recruitment comes first and is followed by Selection.

(v) Induction and Orientation:

Induction and orientation are the tech­niques by which a new employee is rehabilitated in the changed sur­roundings and introduced to the practices, policies, purposes and people etc., of the organization.

(b) Training and Development :

This process aims to train and develop employees to improve and update their knowledge and skills, so as to help them perform their jobs better. The process also includes developing the attitudes, beliefs and values of the employees to match the organizational needs. This comprises of performance appraisal, training, management/executive development, career planning and development.

(i) Performance Appraisal:

It is the process of evaluating the performance of an employee on the job and developing a plan for improvement.

(ii) Training:

Training is the systematic development of the knowledge, skills and attitudes required to perform a job.

After the employee is selected, the most important part of human resource program is to impart training to the employee. Training plays a significant role in human resource development. Human resources are the life-blood of any organization. Only through trained and efficient employees, the organization can achieve its objectives.

Training is defined as “the art of increasing the knowledge and skill of an employee for doing a particular job”.

Since training involves time, effort and money by an organization, so an organization should carefully design its training program. The objectives and need for training should be clearly identified and the method or type of training should be chosen according to the needs and objectives established.

Need of Training:

Training is necessary both for existing and new employees. It increases the skill of the employees.

The need of training arises because of the following factors:

(a) Rapid Changes in Technology:

As the technology is changing at as fast pace, so employees must learn new techniques to make use of advanced technology.

(b) Frequent Accidents:

Due to increase in number of industrial accidents, an effective training program should be made for the safety of the employees.

(c) Quality Conscious Customers:

As the customers have become quality conscious, so there is need of training to employees for improving the quality of products.

(d) Increase in Productivity:

Effective training helps in increasing productivity and reduction in production costs of an organization.

(e) Supply of Trained Personnel:

Training ensures an efficient supply of trained employees at all levels of organization.

Benefits of Training :

Some of the benefits of training are:

a. Better performance of employees both in terms of quantity and quality of output.

b. Elimination of wastages which leads to reduction in cost of production.

c. Reduction in needs of supervision.

d. It helps in developing and improving the organizational culture.

e. Increase in morale of the employees.

f. Reduction in number of accidents.

g. Improvement in quality of work.

h. Reduction in machine breakdown and maintenance cost.

i. Increase in productivity which results in enhanced earnings for employees.

j. Increase in self-confidence.

k. More opportunity for growth/promotions.

(iii) Development:

It is the concept of developing the employees in an organization to meet future changes and challenges.

(iv) Career Planning and Development:

It refers to identifying one’s career goals and formulating plans of reaching them. It attempts to harmonize an individual’s career aspiration with organizational needs.

(c) Compensation :

Compensation function is concerned with securing adequate and equitable remuneration to persons for their contribution. Fixation of compensation or wage rates for different categories of employees is an important task of management. Function related to job evaluation, wage and salary administration, incentives, bonus and fringe benefits falls under this category.

Compensation is what employees receive in exchange for their contribution to the organization.

Generally, employees offer their service for three types of rewards:

b. Incentives.

c. Benefits.

Pay refers to the base wages and salaries employees normally receive. Incentives in the form of bonuses, commissions and profit sharing plans are incentives designed to encourage employees to produce results beyond normal expectations.

Benefits such as insurance, medical, recreational, retirement etc. represent a more indirect type of compensation.

So, the term compensation is a comprehensive one including pay, incentives, and benefits offered by employers for hiring the services of employees. In addi­tion to these, managers have to observe legal formalities for offering physical as well as financial security to employees. All these play an important role in any HR department efforts to obtain, maintain and retain an effective workforce.

(i) Job Evaluation:

It is the systematic determination of the value of each job in relation to other jobs in the organization.

(ii) Wage and Salary Administration:

The process of formulating and operating a suitable wage and salary program is known as wage and salary administration.

(iii) Incentives:

Incentives are the rewards an employee earns in addition to regular salary based on his performance or of the collective performance.

(iv) Bonus:

Bonus is primarily a share in the surpluses and is often directly related to the organization performance.

(v) Fringe Benefits:

Fringe benefits are monetary and non-monetary benefits including disablement benefits, housing facilities, canteen facilities, conveyance facilities, educational facilities, recreational facilities, medical and welfare facilities, post-retirement benefits, etc.

(d) Integration :

The basic objective of human resource management is to secure maximum performance from the employees in order to accomplish the objectives of an organization. This is possible through better integration between the organi­zation and its employees. The integration between the two can be achieved through three things-motivation, leadership and communication.

(e) Maintenance :

Maintenance function is basically concerned with the working conditions and welfare facilities provided to the employees. Morale and motivation of the employees is greatly influenced by these conditions. Working conditions include measures taken for health, safety and comfort of the employees. Welfare facilities include provisions of rest rooms, cafeteria, safe drinking water, education for children of employees etc.

(f) Industrial Relations :

It is the responsibility of human resource manager to maintain industrial peace in the organization. This can be done through collective bargaining, joint consultation and settlement of disputes, whenever they arise.

(g) Personnel Records :

Another function of human resource manager is to maintain the records of the employees. This is helpful in taking decisions relating to transfers and promotions, performance appraisal etc. These also help in identifying the weaknesses in the employees and the areas in which they need training.

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11.1 An Introduction to Human Resource Management

• What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

• What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
• At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

• Human resources compliance
• Employee selection, hiring, and onboarding
• Performance management
• Compensation rewards and benefits
• Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

• How has the function of human resource management evolved over the years?
• In what way do you usually interact with human resources?

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Strategic Human Resource Management (SHRM) Essay

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

Stakeholders in SHRM

How stakeholders evaluate effectiveness of shrm practice.

Modern business environment dictates that organizations need to employ effective strategies in their operations for assurance of success, survival, and growth. There are many changes taking place in the environment in which organizations operate. Therefore, organizations need to take adapt to those changes and equip themselves well with adequate ‘tools’ to help such organizations win and realize growth.

Strategic human resource management (SHRM) is a concept that has evolved to define modern organizations within perspectives of strategic planning. This research paper constitutes the goal of defining the concept, exploring it with regard to key stakeholders, and subsequently, assessing how SHRM goals can be evaluated effectively. Such information will be important especially to organizations in the process of working out their SHRM policies.

There are increasing levels of uncertainty coupled with intensification of competition that have combined to force organizations to put more emphasis on developing key core competencies (Yuksel, 2011). The development of these key competencies is seen to aim at increasing the competitive advantage of organizations in the dynamic environments.

Prahalad and Hamel (1994) observed that those organizations that possess unique and non-substitutable resources and competencies competitor organizations do not have, exhibit high chances of realizing sustainable advantage (cited in Yuksel, 2011). An organization’s competitive core competences and capabilities can be obtained from numerous sources.

Such sources include possessing effective technology, enhancing organizational learning, and encouraging strategic flexibility and innovative capacity found among the human resources (Yuksel, 2011). As a result, it can be deduced that effective creation, organization, and leverage of knowledge throughout the organizations are becoming increasingly the main sources of competitive advantage in fast changing, information-driven economy.

Boxall and Purcell (2003) contend that almost all organizations have strategies since it is the duty of organizations’ managers and employees to design and implement strategic choices for their organization to function on in achieving goals (Ojo, 2011). Known as strategic choices, organizations are forced to create and implement sustaining strategic choices that become vital in dealing with strategic problems and challenges within the organization.

In this way, a strategy may be developed and implemented by a particular company either to maintain viability of the organization or to produce sustained advantaged within the organization in dealing with the external environment (Ojo, 2011). In creating these strategies, the aspect of human resource has become important and research indicates that human resource practices play and influence the direction and shape of any particular strategy of an organization (Ojo, 2011).

Strategies represent an organization’s capacity to compete with other organizations successfully in the dynamic environment of business world. The aim of such strategy is to see an organization succeed and realize its goals while at the same time being able to survive and realize meaningful growth (Mathis and Jackson, 2010). Realizing and accepting this to be important and vital to the organization, modern-day organizations are characterized by formation of strategic plans.

In simple view, strategic plans are designed on the aim of utilizing the organization’s available resources in such a way that the organization is able to outperform its main competitors in the industry (Mathis and Jackson, 2010). Wheelen and Hunger (1995) provides a definition of strategic planning/management as “that set of managerial decisions and actions that determines the long-run performance of a corporation” (Bratton and Gold, 2001, p.39).

Given that in strategic planning there is long-term consideration, the concept can be taken to constitute all activities that have ‘vision of the future’ and at same time are updated constantly on both internal and the external environment (Bratton and Gold, 2001).

As a long as the operations and activities of an organization have to continue with an indefinite time, strategic management should constitute a continuous activity that an organization’s management team undertake. Moreover, as the process takes place, the management should encourage some forms of adjustments but all ingrained within the aspects of: management, environment, and the available resources (Bratton and Gold, 2001).

Strategic planning depends and gets enormous input from possessing the right human resource in the organization. The right human resource to be utilized in the strategic planning process may be present or the organization may need to outsource them from outside.

This entire process has resulted to what is known as strategic human resource (SHRM) in many organizations. SHRM has being described as the process that “entails providing input into organizational strategic planning and developing specific human resource initiatives to help achieve the organizational goals” (Mathis and Jackson, 2010, p.38).

Michael Armstrong, writing in a book titled ‘Strategic Human Resource Management: Guide to Action’ defines SHRM in the perspectives of organization’s strategic planning (Armstrong, 2008). According to the author, SHRM entails “an approach to the development and implementation of human resource strategies that are integrated with business strategies and enable the organization to achieve its goals” (Armstrong, 2008, p.1).

According to this definition, SHRM is a long-term process that largely succeeds on evaluating organization’s strategies and human resource strategies and how well the two categories of strategies can be merged to achieve organization goals.

SHRM as a concept cannot be divorced from the overall strategy that an organization envisions to undertake. In this way, SHRM is seen to be intertwined to the strategic objectives of an organization. Due to this, strategic human resource management has to emphasize the need for human resource plans and strategies to be formulated within the context of overall organizational strategies and objectives that are further, responsive to the changing nature of the organization’s external environment (Ojo, 2011).

This line of understanding leads to Wright and McMahan (1992) define SHRM as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals” (Ojo, 2011).

As such, the role of SHRM is seen to constitute all aspects that contribute to organizational performance in achieving organizational goals and objectives. The themes of SHRM have been categorized into three: process of integration all human resource key practices into a comprehensive and functional unit; an aspect of incorporating and utilizing broad organizational goals; and lastly, responding to the external environment in the most strategic and effective way (Ojo, 2011).

In this way, SHRM can be described as a comprehensive framework of human resource that constitute process of evaluating the impacts of external and internal environments and instituting the appropriate human resource measures in terms of strategy to enable sustainable adaptation of the organization.

Organization functions and carries out its activities dependent on goodwill of its stakeholders. Multiple stakeholders of an organization exist and their role in the organization defines the success, growth, and sustainability of the organization. Some of notable organizational stakeholders include the investors, organization itself, in terms of management team, employees, customers and suppliers (Schuler and Jackson, 2007).

Each of these stakeholders affects and influences an organization in one way or the other. Human resource practices have been identified to affect all these stakeholders either directly or indirectly (Schuler and Jackson, 2007). As a result, strategic planning in the organization has the ability to impact the stakeholders differently. In turn, the stakeholder may undertake initiatives of evaluating the different human resource practices in accordance to their outcome.

SHRM builds on the need to create human resource strategies that exhibit capacity to satisfy multiple stakeholders of the organization. In this way, there is always need to create SHRM practices and strategies that address the concerns of key stakeholders in the organization (Schuler and Jackson, 2007).

Investors constitute the first category of organizational stakeholders. Investors constitute all groups of people who have channeled their resources into the organization with intend of realizing positive returns on those resources. Positive returns generally come in form of profits and dividends that investors enjoy.

As a result, introduction of SHRM practices in an organization usually has the blessing of investors since it is viewed to change the current operations in the organization and improve financial performance of the organization. Organization’s employees constitute another category of stakeholders of an organization (Deckop and Deckop, 2006).

Numerous researches have been carried out on the implication of various human resource practices on employees in different organizations (Deckop and Deckop, 2006). Human resource practices that may impact employees include recruitment and selection, training and development and performance management (Deckop and Deckop, 2006).

The aim of the research on these practices has been to evaluate the impact of the practices on individual outcomes. At the same time, more research has been done on the impact of practices on employee outcome such as on job satisfaction, motivation, socialization and career success (Deckop and Deckop, 2006).

Therefore, introduction of strategies of human resource management in most cases impact employees to great length. The third type of organizational stakeholder is the consumer, usually known as product-market stakeholder (Deckop and Deckop, 2006). Activities of any organization always aim at achieving customer satisfaction with regard to organization’s products or services (Deckop and Deckop, 2006).

As a result, customer satisfaction is seen as a mediating variable between human resource practices and business performance. In introducing SHRM practices an organization aims at changing the dimension of work climate that in turn lead to customer satisfaction through customer orientation, quality emphasis, teamwork, cooperation, and involvement of customers in product designs (Deckop and Deckop, 2006).

Evaluation of SHRM practices in an organization has to consider the impact of the SHRM system on all of the organization’s multiple stakeholders (Schuler and Jackson, 2007). Creating SHRM practices aims at introducing changes in the manner activities are performed in the organization. As a result effectiveness of such practices and systems are measured on objectives such as improvement in productivity, improvement in profitability, and the ability of the organization to sustain in the future (Schuler and Jackson, 2007).

On the part of employees, effectiveness of SHRM practices normally depends on total quality of the practices on the work within the organization, the innovativeness of the practices in contributing to realization of goals in the organization, ability of the practices to contribute to job satisfaction, enhancement, and enrichment (Schuler and Jackson, 2007). At the same time, employees have been regard as key resources of an organization in ensuring the success of any SHRM system.

In this way, the effectiveness of SHRM can be evaluated on the level of commitment and engagement by employees and overall satisfaction of employees (Schuler and Jackson, 2007). On the part of customers, evaluation of SHRM system put into consideration aspects such as quality and variety of products introduced in the market, the prices at which the products are being sold and overall services that accompany the products (Schuler and Jackson, 2007).

Human resource being one of the core components of an organization has to be re-organized and re-aligned to the new developments taking place. Re-organization and re-alignment in the modern world cannot take place within traditional and usual frameworks of human resource management.

Today there is need for strategic planning solutions that can guarantee organizations success. As a result, strategic human resource management (SHRM) is a concept that defines modern organizations that aim to realize organizational goals and objectives through strategic planning of its human resource. Introduction of SHRM systems in an organization is a path that sees ability of an organization to effectively compete in the dynamic environment and sustainability while remaining focused to the goals and objectives of stakeholders.

Armstrong, M. (2008). Strategic Human Resource Management: A Guide to Action . PA: Kogan Page Publishers. Web.

Bratton, J. and Gold, J. (2001). Human resource management: theory and practice . NY: Routledge. Web.

Deckop, J. R. and Deckop, J. R. (2006). Human resource management ethics . NY: Information Age Publishing. Web.

Mathis, R. L. and Jackson, J. H. (2010). Human Resource Management . OH: Cengage Learning. Web.

Ojo, O. (2011). “Impact of strategic human resource practice on corporate performance in selected Nigerian banks.” Journal of Ege Akademik Bakis, Vol. 11, No. 3, p.339. Web.

Schuler, R. S. and Jackson, S. E. (2007). Strategic human resource management . MA: Wiley-Blackwell. Web.

Yuksel, M. (2011). “Core competencies of managers in an emerging market”. Journal of American Academy of Business, Vol. 17, No. 1, p.104. Web.

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Essay: The importance of human resources management (HRM)

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Introduction

Organizations are made of among others, human resources (HR) which is the most valuable asset in today’s dynamic world. Indeed, it is people and not organizations that constitute an organization. Achievement of organization’s objectives depends on the individually and collective efforts put in by its work force. Human resources management (HRM) may be defined as the coherent as well as strategic maximization of human resources capital in an organization towards making a return on that investment ( Gold & Bratton, 2001 ).

The practice, in its efforts, effectively attempts to maintain a ‘fit’ between the employees and the organization’s overall strategic direction. Unlike technology and processes, people have a soul, aspirations, feelings and emotions. As such, the concept of people as an asset, do not indicate perceiving them as commodities. In managing people, the manager must practice disciplines based on psychology, sociology, industrial relations as well as industrial engineering and economics. In achieving an organization’s objectives, it is possible to adjust the technology employed by increasing production speed as well as reducing the machines’ downtime. For a person, who has a soul, ability to reason and act in response, it is hard to alter the person’s working speed as well as the duration. Proper management of human resources leads to a motivated workforce, a development to loyalty and an assurance of survival and success of an organization.

This paper pays a close look at the practice management of human resources in an organization. This will encompass the importance of the practice, functions within this office and some of the motivation techniques that can be used as well as their role in achieving organizational objectives. Furthermore, the paper will focus an attention to a reputable organization in determining the applicability of incentives and compensation in HRM. Every organization has its strategic future which is broken down into objectives that are measurable and comprehensible, so that the workforce can implement ( Snell & Bohlander, 2009 ). The sensitivity and value placed on organizational strategic plan cannot be left in the hands its employees if they are incapable or not motivated. The organization has a responsibility not only to invest heavily in technology and detailed professional processes but also on its workforce and strategic management policies.

Importance of HRM

HRM as a practice significantly offers support and advice to the line management within an organization. Management of human resources must ensure an attraction, preservation, loyalty and development of highly profiled caliber of people/workforce in order to provide a competitive advantage necessary for the survival and success of the organization. The image of an organization, which develops the goodwill, is largely dependent on how well its human resources are managed (McCoy, 1999). The management of the human resources assumes the following roles. First, HRM manages the demand for human resources. Economies in which organizations are based are dynamic. There are economical shifts of growth and decline that require counteractive measures within an organizations workforce. The said measures demands both quantitative and qualitative procedures within the workforce. The practices of retrenchments, hiring, early retirements and the contract renews for the experienced are all structural adjustments that responds to economical changes affecting organizations.

Second, HRM is responsible in managing social pressure in provision of the desirable environment for the workforce. The hygiene and safety of the working environment must be always maintained as it is a motivation factor in employees’ performance. The provision of appropriate protective gear while working, pollution free environment and other working conditions is a paramount concern for the HRM office Berger, 2008). Third, HRM is important in managing political pressure usually generated by calls to hire from local labor market irrespective of the resultant factors of cost and knowledge/skills. Though it is ethical to hire from the contextual economy, political pressure should not compromise the quality and quantity of organization’s production and a resulting failure in achieving the organization objectives.

HRM also manages the technology by hiring the right workforce or alternatively developing/training the existing workforce in response to technological change. Changes in technology can contribute to obsolescence of the working force which would spill over to the organization not achieving its objectives (Jackson, 2007). HRM office must always find the most appropriate method of counteracting a technological shift by either hiring people with the needed expertise or by training the existing one. In developing an organization culture the later would be more appropriate. If the earlier alternative is adopted, the competition pressure in compensation must be properly dealt with. HRM is also important in designing and management of strategic HR planning. Strategic HR planning is the informed projection of the organizations needs for the appropriate employees, both in quantity and quality, and balancing off this with the organizations ability to sustainably meet the demands of those employees for a substantial period of time in the future. As such, the budgetary constraints associated with right hiring are checked. HRM needs to make these projections in agreement with the line/functional management’s assumptions.

It is also the responsibility of HRM to initiate, alter and manage job design. Job design is the arrangement/rearrangement of work that is aimed at checking or overcoming employee’s job dissatisfaction and alienation resulting from repetitive tasks. In curbing this state, the HRM office should conduct job enrichment, job rotation, job enlargement and job simplification exercises. All these procedures are aimed at raising productivity levels which is the ultimate goal of the HRM’s office. In cases of mergers and acquisitions, it is the sole responsibility of the HRM’s office to rationalize, orient and harmonize the human resources in the involved organizations. The fundamental issues behind mergers and acquisitions are, more often than not, undesirable and unwelcome by employees ( Bilsberry, 2005 ). The task of making an otherwise unpleasant issue acceptable lies squarely at the HRM’s office. Moreover, since work environments are different across organizations, the HRM must orient the various workforces involved to the new objectives and/ or organizational culture.

Finally, the HRM is responsible in managing implementation of change. Change may be in terms of process, organizational structure, systems and culture among others. Changes are the inevitable twists that affect the normal and known paths through which an organization operates. Some of the aforementioned twists arise internally from the organization’s need to achieve new status. Others are externally experienced due to the shifts in the business environment. The issues aforementioned under the discussion are achieved through the functions of the HRM office.

Functions of HRM

Generally, HRM management can be subdivided into three interlinked phases. The practice functions include recruiting qualified human resources, managing the employees in the working environment as well as preparing and enforcing exit of the employees from the organization. The process of recruiting employees arises from the organization’s need to properly position itself in the economy. Ideally, recruitment should follow an order closest to; vacancy advertisement, selection of potential candidates, interviewing and contracting the successful candidate(s). Once in the organization, new employees are inducted and trained. It is during work performance that issues such as motivation, compensation development, disciplinary actions, performance appraisals, career planning / development, counseling, talent management , safety management and staff communication are conducted (Gold & Bratton, 2001).

The employees continuously offer their service to the organization under the existing HRM measures until they exit. Exit may result from retrenchment, obsolescence, retiring, resignation or termination of employment. The HRM at this phase has a responsibility to counsel and prepare the exiting employee for the challenges and opportunities awaiting the employee in the future. The office should ethically hand over all the legal documents and benefits to the exiting employee for positive development of the organization’s goodwill/reputation in the corporate world. If need be, the HRM should have a succession plan for implementation at this phase. Motivation as a HRM activity can completely change the perception of employees while in the work environment. Different people in the workforce are motivated differently across and longitudinally with time. Compensation and incentive is a major motivation element that is easily applicable in many organizations since, almost every employee joins an organization with a sole/major purpose of earning.

Compensation and incentives HRM

An incentive can be defined as any factor, that can be financial or non financial that accounts for preference or stimulates/enables a specific course of action. It can as well be said to be the bonus paid on successful achievement of performance objectives. Compensation is the art of offering/giving money or something else, which can easily convert to money, for purposes of paying for work done. In general, compensation and incentive can be referred to a compensation package. A compensation package is the value placed on an employee as presented to that employee. Compensation can be categorized into three categories. First, there is non monetary compensation. This is the benefit received by an employee which cannot be tangibly valued. Such can include social and career rewards. Job security, recognition, opportunity for growth, flexible working hours, subsidized housing, magazine subscription, laundry services, elder care, are some of the non-monetary compensations (Berger, 2008). Second, compensation can be direct which is the employee’s base wage/salary expressed as salary or hourly wage as profit sharing bonuses paid based on performance. Finally, compensation can be indirect. The later includes facilities like health insurance, paid leave, moving expenses and child care being provided by the employer.

There is a corporate general consensus insisting on relating pay with performance for effectiveness. This may not necessarily be applicable in sectors such as agriculture where many performance results are dependent on factors beyond organization and employee control. Whichever the compensation used, it should also be fair with the market and not discriminating against some employees (Campbell, 2006). A job evaluation should be conducted in placing a value on employee. In such an evaluation, compensable factors such as experience, education level and job responsibility should be considered. Moreover, employees should be involved when considering their indirect compensation needs such as paid vacation, retirement planning, childcare among others. The HRM officer should regularly review the compensation package from time to time to maintain its fairness, equitability and competitiveness.

Importance of compensation and incentives in HRM practice

Use of compensation and incentives is an importance practice in HRM as it has the following advantages. First, to many employees, the basic purpose for joining an organization is to secure a pay. The value placed in such a pay and not necessarily the amount/size motivates the employees more, and as result higher productivity levels are reported. Second, compensation facilitates hiring, retention, promotion and evaluation of the workforce. Without mentioning aspects of compensation, the HRM office might find it impossible to convince people to join the organization to work or even the existing employees to assume higher responsibilities (Armstrong, 2006). Third, compensation displays legality of a contract/employment. For a contract to be valid there has to be a consideration, which is partly what a pay or remuneration package serves. Compensation, especially bonuses, which practice sharing of profits with the employees, creates a sense of belonging to the employees. This is extremely important in securing employees’ loyalty during hard times in managerial practices.

In addition, compensation assists in valuing an organization as well as determining its future. Once the HRM office is capable of properly remunerating workforce, the employees are almost assured of their organization’s survival. Usually, when an organization is going under receivership, employees are the first victim as there is reduced employee compensation, which may in acute scenarios deny them their basic livelihood. Finally, compensation and incentives are the easiest motivational practices available for use by the HRM. This is because compensation is directly linked to employee’s welfare more than the improvement of working conditions (McCoy, 1999).

HRM at Coca Cola Company

Coca Cola Company is one of the leading beverage production companies. The firm that traces back its existence in 1886 ascribes to the philosophy that, it is people and not technology creates an effective organization. Employees are regarded as assets and as such their health and benefits are highly considered. Benefits compensations and benefits given at Coca cola company include a basic pay, medical facility, bonuses, picking and dropping of employees to and fro work station, gratuity fund as well as social security. The company has never performed downsizing exercise during its existence which displays a good relationship between the company and the employees (Berger, 2008). The company also practices an open door policy. Open door policy provides an opportunity for feedback from employees and vice versa. Compensation package review is objectively done from the annual performance evaluations. At the beginning of every year, HRM office communicates the objectives of the company and reviews their achievement at the end of the same period. The training policy for employees is well established to ensure that employees do not become obsolete. For example, new employees get a three month paid training while existing employees get a full free on new technology before they can use it. Training of employees is a non tangible compensation that assures employees of their job security.

As drawn from the evaluation above, effective management on human resources requires both scientific and a human relations approaches. The emphasis is both goal oriented as well as human welfare oriented. Any successful organization must invest sufficiently on HRM aspect failure to which the wrong organization culture will be developed. In order to effectively invest on the human resources modern firms ought to institute humane employee relations policies, reviews on package offered, appraise performance regularly, build motivation-oriented culture and possibly institute open channels to assist in participative management practices where employees are deliberately engaged during decision procedures. Conclusively, HR practices are crucial for organizational general performances levels and any move to drive the firms towards higher goals ought to be premised on attainable HR strategic goals. As evidenced, strategic policies crafts a decisive goals’ path for firm’s benefit whilst building effective workforce team.

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Essay on Human Resources

Students are often asked to write an essay on Human Resources in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

Let’s take a look…

100 Words Essay on Human Resources

Understanding human resources.

Human Resources (HR) is a department in organizations that manages people. They handle hiring, training, and employee benefits. HR plays a crucial role in building a positive workplace culture.

Roles of HR

The HR team recruits new employees and trains them. They also develop policies for a comfortable work environment. HR ensures employees are treated fairly and respectfully.

Importance of HR

HR is important because they help to maintain harmony in a company. They resolve conflicts and promote employee well-being. Therefore, HR is vital for a successful organization.

250 Words Essay on Human Resources

Introduction.

Human Resources (HR) is a multifaceted discipline that lies at the heart of any organization. It encompasses the management of people within an organization, focusing on policies, systems, and practices that influence employee behavior, attitudes, and performance.

The Evolution of HR

Key functions of hr.

HR is responsible for a wide range of functions. These include recruitment and selection, training and development, performance management, employee relations, and compensation and benefits. Each function plays a crucial role in managing the organization’s human capital.

HR and Organizational Performance

Effective HR management can significantly impact an organization’s performance. By ensuring that the right people are in the right jobs, providing opportunities for growth and development, and fostering a positive work environment, HR contributes to increased productivity and profitability.

In conclusion, HR is an indispensable part of any organization. Its role has evolved from a purely administrative function to a strategic one, influencing every aspect of an organization’s operations. As businesses continue to evolve in a rapidly changing world, the role of HR is likely to become even more critical.

500 Words Essay on Human Resources

The evolution and importance of human resources.

The concept of Human Resources (HR) has significantly evolved over the years. Initially, businesses viewed employees merely as tools for production, but today, they are recognized as the most valuable asset of an organization. The HR department plays a pivotal role in managing these assets, ensuring that both their welfare and the company’s strategic goals are harmoniously aligned.

The Role of Human Resources

The primary role of the HR department is to manage people, which includes tasks like hiring, training, evaluating, and retaining employees. They are also responsible for ensuring a safe and healthy work environment, addressing employee grievances, and fostering a positive work culture. Moreover, HR professionals work towards aligning the workforce with the company’s strategic goals, thereby driving organizational success.

HR and Organizational Strategy

The changing landscape of human resources.

The HR landscape is continuously evolving, driven by factors such as technological advancements, changing demographics, and globalization. For instance, the advent of HR technology has revolutionized HR practices. Tools like HRIS (Human Resource Information Systems) and ATS (Applicant Tracking Systems) have automated routine tasks, thereby allowing HR professionals to focus more on strategic activities. Moreover, the rise of remote work and diversity in the workforce has necessitated the development of new HR policies and practices.

Challenges Faced by HR Professionals

Despite the significant strides made in the HR field, HR professionals face numerous challenges. These include managing a diverse workforce, dealing with the changing nature of work, ensuring employee engagement and well-being, and navigating the legal and ethical issues related to HRM. Additionally, in an era of rapid technological change, HR professionals must continually update their skills and knowledge.

Future of Human Resources

In conclusion, the HR department plays a crucial role in managing the most valuable asset of an organization – its people. By aligning the workforce with the company’s strategic goals, fostering a positive work culture, and adapting to the changing business environment, HR professionals can drive organizational success.

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Employee Perception of HR Practices and Its Impact on Job Satisfaction

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• First Online: 01 August 2024
• Cite this conference paper

• D. Bindhu   ORCID: orcid.org/0000-0003-3714-3331 11 ,
• V. A. Namreen Asif   ORCID: orcid.org/0000-0001-8533-4488 12 ,
• Sanath Bhaskar Baikadi   ORCID: orcid.org/0009-0009-1390-5996 11 ,
• Chethanraj   ORCID: orcid.org/0009-0007-0069-4208 12 ,
• Nanditha Sunil   ORCID: orcid.org/0000-0003-1542-9881 11 ,
• Chandravathi   ORCID: orcid.org/0000-0003-1067-5389 13 &
• Neil Gladwin Dlima   ORCID: orcid.org/0009-0008-3597-1831 12  

Part of the book series: Lecture Notes in Networks and Systems ((LNNS,volume 1083))

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• International Conference on Business and Technology

In today’s business world, HR practices are crucial in shaping employee experiences and organizational success. This study focuses on understanding how employees perceive workplace regulations and how it impacts their overall job satisfaction. Job satisfaction is important because it directly influences the effort and concentration employees put into their work. Our findings indicate that factors like compensation and benefits policies, career growth and development opportunities, and health and well-being initiatives have a significant impact on job satisfaction. This study stands out in the field of HR practices literature as it aims to analyse how employee perception of HR practices impacts job satisfaction. The study focuses on employees in public sector companies. To examine the mediating effect of educational qualification on employee perception and job satisfaction, regression, and SOBEL tests were used. The findings reveal that various aspects of HR practices have a positive influence on job satisfaction. These findings emphasize the significance of HR practices in shaping employee perceptions and attitudes, ultimately impacting job satisfaction.

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Bindhu, D. et al. (2024). Employee Perception of HR Practices and Its Impact on Job Satisfaction. In: Alareeni, B., Hamdan, A. (eds) Navigating the Technological Tide: The Evolution and Challenges of Business Model Innovation. ICBT 2024. Lecture Notes in Networks and Systems, vol 1083. Springer, Cham. https://doi.org/10.1007/978-3-031-67431-0_15

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The ‘What, When, and How’ of Line Managers’ Involvement in HRM Implementation:A Systematic Literature Review

42 Pages Posted: 2 Aug 2024

Aneeqa Suhail

affiliation not provided to SSRN

Jeske van Beurden

Tilburg University

Anna Bos-Nehles

The significance of the line manager's role in implementing human resource management (HRM) practices within strategic HRM literature is widely acknowledged. However, ambiguity remains about what line managers' responsibilities in HRM implementation are, when they are involved in the implementation process, and how they participate in this regard. This systematic review, drawing from the analysis of 89 articles, shed light on these aspects. Findings delineate what line managers' involvement in executing HR-related tasks entails, highlighting their less pronounced participation in decision-making, financial authority, and knowledge transfer. When line managers are involved depends on the level of HR centrality, organizational needs, line managers’ personal attributes, and other supporting factors that facilitate HRM implementation. Finally, how they are involved depends on partnership with HR professionals, employing adaptive strategies, and the agency of line managers. Based on our comprehensive analysis, the study develops an integrative framework identifying research gaps and proposes future research inquiries to understand what, when, and how line managers are involved in HRM implementation, aiming to contribute to advancing this evolving research field.

Keywords: Line managers, Involvement, HRM Implementation, systematic review, Strategic HRM.

Suggested Citation: Suggested Citation

Aneeqa Suhail (Contact Author)

Affiliation not provided to ssrn ( email ).

No Address Available

Jeske Van Beurden

Tilburg university ( email ).

P.O. Box 90153 Tilburg, DC 5000 LE Netherlands

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