Human Resource Management’s Importance in Business Companies

Human Resource Management’s Importance in Business Organizations

To compete in today’s competitive and dynamic environment, corporate organizations require performance-oriented staff. Every corporation’s human resource department is in charge of administrative and strategic services that allow it to manage employees’ performance in order to meet the company’s goals. Its overarching goal of performance management is to foster a culture of hard effort among employees, whether as teams or individuals, in which they accept responsibility for the continuous improvement of the firm. Managing people’s performance requires personal motivation to coincide with the organization’s purpose. this calls for accountabilities and expressing expectations to ensure that an employee is in line with an employer’s requirements. As a result, human resource representatives should work towards an adaptive and highly motivated work force and to accomplish this; companies must navigate through the complexities and uncertainties that might affect their success. The aspects of human resource management and how they collectively work together will be discussed in the paper.

How Human Resource Areas Are All Incorporated to Perform One Function

Human resource is not only crucial to an organization’s success but also on the entire staff. Notably, most companies today depend on their employees’ determination to obtain profits; therefore, the department should integrate all its functions to guarantee that the workers are motivated (Bamberger, Biron, & Meshoulam, 2014). All roles in the human resource are executed within the considered strategy for the organization; staffing involves the development of a plan to know the number of workers needed to implement the strategy. Based on the requirements required to perform, human resource managers select the skilled people to form a team that will deliver results; these employees should receive equal employment opportunities free from any discrimination due to their origin (Bamberger, Biron, & Meshoulam, 2014). Organizations should further provide affirmative action plans to define an organization’s standard for hiring and promoting the female gender and people with disabilities; this action is viewed as a social and moral obligation to amend historical oppressions.

Planning, Recruitment, and Selection Function

Planning, recruitment and selection function in the department should appreciate diversity. Recruiters should embrace cultural differences in the office. Diversity value is attained through awareness and positive acceptance to recognize that people come from different backgrounds; diversity is manageable if people agree to use their variations on lives to work towards a similar goal (Bamberger, Biron, & Meshoulam, 2014). In fact, different ideologies are the best for business development because people think broadly hence achieve a lot as long as they encourage everyone to participate and respect each other’s opinions. Ethnic or religious comments are intolerable because they might trigger discrimination and disagreements thus straining teamwork morale needed to make an organization prosper (Bamberger, Biron, & Meshoulam, 2014). In regards to this issue, Managers should spend time training their staff on the significance of oneness and them to invest their energy in developing their skills and gaining more experience.

Human Resource Development

Human resource development mainly aims to improve staff abilities in the areas where they seem weak. The function further entails assisting new workforces in fitting in the core business of a company; this is done through training aimed to advance existing skills and impart new knowledge (Bamberger, Biron, & Meshoulam, 2014). Besides, the management can use seminars if employees have adopted a negative attitude towards their work. While training comprises of information to help a person execute a particular role, developmental sessions prepare one for future responsibilities through growing their interest in their duties making them perform better presently and even better afterward (Bamberger, Biron, & Meshoulam, 2014). Training also plays a vital role in career development where each worker gets to progress in their particular field and gain unique to solve business problems that were a mystery before. Counseling sessions, on the other hand, manage one’s career focusing on the plans of employers to foster career growth for their staff.

Employee Compensation, Benefits, and Reward Schemes

Employee compensation, benefits, and reward schemes are one of the most vital functions in human resource because it contributes a lot to staff motivation. Sadly, most people do not love their jobs; they do it for the salary and other incentives expected if they deliver (Bamberger, Biron, & Meshoulam, 2014). Markedly, the remuneration and compensation packages should be distributed according to one’s contribution towards the achievement of their organization’s agenda. Most corporations offer benefits such as commissions, company cars, medical insurance and profit sharing among others to motivate their efforts and reduce their worries in case of emergencies (Bamberger, Biron, & Meshoulam, 2014). Some organizations extend these services to the employees’ families to reduce external interferences that would negatively affect their performance and make them feel valued. Apart from benefiting the existing staff, rewards attract new individuals who often come inspired to offer their finest to attract the best compensation.

Employee and Labor Relations Responsibility

Employee and labor relations responsibility is linked to issues like counseling, disciplinary actions, and investigations. However, the primary mission in this function is to bridge the disagreement gap in case a conflict among co-workers; this issue is solved through different forms of involvement including labor relations offers, mediation, and problem-solving options to protect employees’ interests and enhance a conducive working environment (Boxall & Purcell, 2011). Most managers prefer communication strategies to maintain relationships, process grievances, and performance management. Also, labor relations deals with negotiations and administration of collective bargaining among employees with unresolved problems (Boxall & Purcell, 2011). Evidently, all human resource functions are fueled towards the achievement of a similar objective through one primary purpose which is to increase effectiveness and contribution of workers in the attainment of the organizational drive.

Class Activities to Facilitate Learning

Relevant class activities to facilitate comprehension of how this topic operates are to organize questionnaires and fill them in a human resource management perspective. Answering the questions will ensure they understand how to monitor business growth trends and analyze whether it is necessary to recruit new staff or not (Schuler, 2010). Moreover, they will learn to analyze the job responsibilities, advertise the vacancy, and follow the equal employment opportunity commission (EEOC) laws during the recruitment process if a need for more personnel arises. They will further be equipped with the knowledge to select a suitable candidate with the essential qualifications, experience, and interests to match the job description (Schuler, 2010). Another way to ensure that students under human resource management learn is through class discussions on how they would handle new and existing staff members, help them perform better, increase their motivation and compensation in case of accidents or sickness. Another option is organizing interactions from practicing managers who will educate them on the experience one undergoes in managing adults with strong views which they need to be considered (Schuler, 2010). With interactions from the actual practitioners, they are bound to take lessons received more seriously and appreciate the responsibilities of this department and its significance in the success of growing business organizations. If students can answer the questionnaires correctly, agree with one another after class discussions and share similar information with human resource representatives, this implies that learning has occurred.

Current and Future Applications Relevant In Human Resource

With the current rise in technology, the human resource field has evolved its functionalities from personal practice management to impacting workers live and making them more skillful. Initially, this department was only concern with containing employees in the organization and developing systems for employment framework, but now it has advanced to creating opportunities for employees to become creative and prompt development in their particular jurisdiction (Bratton, & Gold, 2012). Impressively, a role such as paper work which consumed a lot of time in the past has been reduced to allow people concentrate on the primary responsibilities that will increase their income now and into the future. Employee commitment, competitive compensation, and talent retention are some of the new applications invented presently to ensure an organization operates as a team regardless of in differences (Bratton, & Gold, 2012). The new roles are more important compared to recruitment because even if one chooses the most qualified applicants for an individual position and does not engage them in their culture, there is a high possibility that they will underperform despite because they are not exposed to the company’s norm. Employers should share their visions and make their expectations known to all shareholders to ensure that they improve efficiency and strategize on how to work towards that vision.

Another emerging application is the internet of things.

Businesses have started using cloud computing, and human resource practitioners already find cloud solutions competent to increase productivity and gain competitive value over other companies (Bratton, & Gold, 2012). The innovation comes with a privilege to divide HR roles among other leaders while the practitioners concentrate on business execution and performance. Roles such keeping track records of employees’ work patterns and preferences have been automated to give space to more critical responsibilities including aligning workers with the leader’s vision and challenges that might hinder cohesion (Bratton, & Gold, 2012). HR managers need to exert more emphasis on boardroom discussions aimed to grow ideas into action to generate profits and move from revenue and cost centers. This means that as much as organizing payrolls is mandated for the HR department, it is not as essential as first focusing on strategies intended to increase productivity. In future, communication will be more streamlined to intensify proficiency of workers through access to any data in real time and the existing internet of things utilized for transparency among colleagues.

Next application is wearables relevant to human resource department.

In the oncoming years, more companies will probably take part in the wearable sector as consumer market turns to these devices to make their lives easier (Jiang, Lepak & Baer, 2012). These technological devices are already in use mainly in the health and fitness industry; with the current demand, their enterprise is estimated to rise to 18 billion in by 2020 visibly impacted the HR department. While following the workplace through wearables likely the up-front method to use, applications vary in the usage; one can opt to choose stress and depression management because these are some of the common problems leaders face in regards to performance (Jiang, Lepak & Baer, 2012). The devices enhance performance consistency areas where skills retention is vital to maintain work stands and move closer to the intended vision. Besides health matters, wearable devices have potential to improve productivity in other and employee administration. For instance, virtual reality technologies affect staff collaboration and communication because managers in charge of them can create notifications sequences based on a person’s work patterns. The notifications alert the boss when one is idle and when he/ she does not reach his/ her outcome in their dominion (Jiang, Lepak & Baer, 2012). Indisputably, smartwatches are the best option since they have a feature where employees can get notifications of actions required of them according to real-time requests.

Impacts to Future Career and Personal Plans

The impact of advancement on HR applies to both personal and career plan for its users. Particularly, the most evident change is technology which has improved people’s skills and standards because it carries a broad range of opportunities for self-growth (Jiang, Lepak & Baer, 2012). Sometimes an individual might not require an appraisal as one can access their performance through online career assessment tools; they allow a person to gauge their personalities, skills, values, and interests thus enabling them to organize personal goals. Furthermore, they track progress, develop career objectives, develop self-awareness, and help an individual to align personal vision with their employer’s agenda and the organization’s culture (Jiang, Lepak & Baer, 2012). Since technology is never limited, people are open to trying every possibility available. The nature of the global business is ever competitive and demands its contributors to have access to the trends in their profession; as a result, careerists measure their success on the knowledge of emerging issues in their field. If there are any developments, they research on the issue and analyze its importance in their line of work and implement if it offers growth opportunities for both their business and personal gain.

Evolving trends shape our plans especially for ambitious people whose long-term purpose venture entrepreneurship.

It is therefore crucial for workers to utilize modern developments to increase credibility in the duties; one’s performance today greatly determines how better their corporation will become in future (Purce, 2014). Also, performance at the workplace defines how personal issues like family responsibilities are handled. In case one feels underperformed, he/ she can frequently interact with colleagues and share views to improve their standards and realize their dreams. Apart from networking with workmates, one can conduct research online since the internet’s information is broad enough to facilitate learning; fortunately, it is even possible to manage projects independently without having to wait until employer schedule training sessions (Purce, 2014). With the rapid change in business and consumer preferences, it is much safer to educate oneself and work without any supervision or deadlines. Self-drive allows one to prosper when they are not under any authority, and if they become leaders, they will have the enthusiasm required to direct lead others. The degree of work performance an employee displays currently critically impacts his/ her future achievements because the quality of services one offers today will probably be similar years to come irrespective of the position one holds.

Optimization for Shaping Organizational Behavior

Employees’ present duties determine their behavior within the workplace and in other environments. Subsequently, human resource roles are focused on practices and theories meant to produce an all-rounded individual; all these functions under the department are optimized to shape employee and organization behavior (Purce, 2014). Staff members are trained to implement their assignments in a certain manner, that particular practice is adopted and later people become used to it naturally without supervision. There are many different ranks and units in every company meaning that people are managed differently; nonetheless, HR managers should ensure that all employees have a healthy relationship and treated with dignity to portray a positive image to the public (Purce, 2014). Since this department is considered a central unit, it measures its contributions and the value it imparts to people by setting a primary set of principles that incorporates all its duties. For HR experts to generate outcomes all parties present should be in agreement on matters concerning business; though their responsibilities differ, they efforts should be geared towards one goal to shape employee and organizational culture.

Conclusion

In conclusion, the six functions attached to human resource management are meant to work hand in hand to perform HRM’s prime function. Experts should ensure that their chosen workforce is properly organized to contribute to a similar achievement; all the qualifications needed to bring results are vital because they determine whether a company succeeds or fails. Skills gained in during employment not only assist people to become organized at work but also in every other aspect of their lives now and in the future. The approach to HRM role to shape organizational and staff behavior reveals that people should share the same beliefs and attitudes so as work on a similar purpose; also, active development and retaining of employees emerge as the most fundamental feature of human resource. The characteristic is closely linked to the analysis the steps that this department should put into place to guarantee that staff members are more productive while consumers are satisfied. Nevertheless, as the desires of an organization’s management change, so should the perception the department’s drive and the leadership vision because all stakeholders must be in agreement to alter decisions that will affect the nature of business both within and outside a corporation. Ultimately, HR practitioners must be action, people, globally and future driven to expand and guide structural productively and employee performance.

References

Bamberger, P. A., Biron, M., & Meshoulam, I. (2014). Human resource strategy: Formulation, implementation, and impact. Routledge.

Boxall, P., & Purcell, J. (2011). Strategy and human resource management. Palgrave Macmillan.

Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave Macmillan.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.

Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

Schuler, R. S. (2010). Strategic human resources management: Linking the people with the strategic needs of the business. Organizational dynamics, 21(1), 18-32.