Human resource management’s role

Human resource management is the function of an organization that seeks to maximize employee performance in the pursuit of the company’s strategic goals. HRM is primarily concerned with how organizations manage individuals while focusing on systems and rules (Sparrow, & Brewster 2016, 222). Human resource management units and departments in firms are traditionally responsible for a wide range of tasks such as employee recruiting, development and training, performance review, and reward (Mick et al. 2016, 34). HRM is likewise apprehensive of industrial affairs, that is, harmonizing organizational rehearses with such regulations ascending from federal laws and collective bargaining. Using examples from discussions and organizations that I have come in contact with, I discuss human resource management’s role in an organization and analytically appraise the linkage between wider organizational strategy and such HRM in this paper.

Human resource management’s role

Policing and systematizing

Serving as the policing, systematizing arm of the executive administration has traditionally remained the main human resource management function in a majority of the organizations. In several companies, the early function of HRM emanates from finance or administration department due to employees hiring, payment, and distributing of benefits. Though often seen as the hunk by the rest of staff of an organization, the HRM professional competently offered executive schedules in such a role (Chowhan 2016, 5). Since every such manager cannot willingly implement and interpret the handbook for employee, benefits and payroll need expert management, even where such are currently electronically controlled.

Selection and recruitment

Recruitment is a process of screening, selecting, and captivating qualified and potential applicants founded on impartial criteria for the specific occupation. The objective of such process is attracting qualified candidates besides encouraging unqualified candidates to pick out themselves. Companies should execute appropriate plans of staffing as well as grade the employees’ numbers they need before initiating recruitment process (Dickmann 2016, 33). Employee forecasting must be dependent on organization’s yearly budget and the long and short term objectives of this organization. The process of selection and recruitment is actually important to all organizations since it decreases mistake costs like hiring workers that are under-qualified, incompetent, and unmotivated (Ibrahim 2016, 39). Similarly, dismissal of the incompetent candidate as well as hiring new workers is another costly process.

Orientation

The majority of organizations never offer a detailed orientation to their recently hired personnel, an essential phase that helps the new worker to adapt with the employer and their new occupation. The program on worker orientation must comprise of organization’s goals and objectives and in what way this employee will assist in achieving both long and short-term objectives of business (McDermott 2016, 347). Offering exhaustive orientation to an employee forms one of the major roles of human resource management. Such a program must aid the worker to understand their duties assigned and exact description, the role of the job, besides the affiliation of their position to the rest of positions of the business (Chowhan 2016, 8). The worker orientation program provides clarification to a worker in taking an energetic role in the business.

Maintaining decent conditions of working

Human resource management is responsible for providing good conditions of working to employees in order for such workers to appreciate their workplace and working environment. The motivation of employees is a fundamental responsibility of the department of HR. A study has found out that workers never contribute to organization goals as much as they can if such employees lack motivation. HRM must develop a system providing non-financial and financial incentives and welfares to their employees in its company’s various divisions (Chowhan 2016, 9). The welfare of employees is an added concept that the HRM team must manage because it stimulates occupation satisfaction.

Managing relations with employees

Employees are every organization’s pillars. Relationship of employees is such a broad notion and a central human resource management functions. Managing workers’ relations similarly helps foster worthy worker relations. Worker relations possess such capability to stimulate labor outputs and behaviors (Ibrahim 2016, 34). Management must organize events that help to understand of the employee at professional and personal levels. Well-thought-out relations of employees will encourage a balanced and healthy relation amongst employer and employees. The concept and role are fundamental to the success of the organization.

Development and Training

Development and Training are indispensable human resource management roles. Development and Training entail the efforts to advance future or current employee performance by accumulating the employee’s ability through such educating as well as increasing their knowledge or skills in a specific theme (Delery 2016, 8). Continuing training undertakings are essential to maintaining employee skills. Furthermore, training helps in increasing individuals’ absorptive capacity, thus, assisting them to identify fresh knowledge which might lead to innovations’ development.

The link between HRM and wider organizational strategy

Wide organization strategies entail the more precise approaches to a unit of the business or complete organization at a particular time. These can be time or plan based strategies, as the case may dictate. The wider organization strategy focuses on the intimacy of customer and market level policies (Mick et al. 2016, 38). The representation of constructive HRM tactics and results, as an engagement consequence, principally is dependent on wider organizational environment and workers’ affiliation with the manager.

Therefore, in accessing the link between wider organizational strategy and HRM, it’s quite imperative to contemplate impact of the interventions of HRM to every worker-level result variable (better proximal pointers) and perhaps measured a transitional consequence in the performance association of HRM (Alfes et al. 2013, 330). Additionally, it is the vital focus is centered on how the staffs appreciate such practices, than depending on such accounts of objectives behind Human resource management rehearses at whichever strategy level.

Conclusion

Using the moderated intervention model, the link is that organizations able to nurture an HRM reciprocity climate will possible elicit constructive behavioral and attitudinal outcomes from their employees. This is because workers consider their HRM experiences within the setting of a wider organizational situation and daily working survivals. Contribution and role of Human resource management thus lie in assisting in generating a consistent and holistic individuals’ management tactic transcending the role of the department of HRM unaided to incorporate the behavioral intercessions of the entire senior and line managers.

Bibliography

Alfes, K., Shantz, A., Truss, C., and Soane, E. (2013), The link between perceived human resource management practices, engagement and employee behavior: a moderated mediation model. The International Journal of Human Resource Management, [online] 24 (2), pp.330-351, Available at http://eprints.lse.ac.uk/42345/1/Link_practices_behaviour.pdf [Accessed 15 Feb. 2017].

Chowhan, J., Pries, F. and Mann, S. (2016). Persistent innovation and the role of human resource management practices, work organization, and strategy, Journal of Management & Organization, [online] Cambridge University Press(New Zealand Academy of Management), pp.1-16. Available at: http://sci-hub.cc/10.1017/jmo.2016.8 [Accessed 15 Feb. 2017].

Delery, J. and Gupta, N. (2016), Human resource management practices and organizational effectiveness: internal fit matters. [online] Emerald insight, pp. 1-48 Available at: http://dx.doi.org.sci-hub.cc/10.1108/JOEPP-03-2016-0028 [Accessed 15 Feb. 2017].

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Ibrahim, H. and Zulkafli, A. (2016), Corporate governance, HRM practices and organizational performance. Socio-Economic Problems and the State, [online] 14(1), pp.30-40, Available at: http://sepd.tntu.edu.ua/images/stories/pdf/2016/16hiiaop.pdf [Accessed 15 Feb. 2017]

Sparrow, P., Brewster, C. and Chung, C., 2016, Globalizing human resource management. Routledge, pp.1-246, Available at: http://www.danangtimes.vn/Portals/0/Docs/52017321-ebooksclub.org__Globalizing_Human_Resource_Management__Global_Hrm_.pdf [Accessed 15 Feb. 2017]

Mick, M., Anastasia, K., Rory, D. and Wilkinson, A. (2016), Chapter 1: HRM, Strategy and Corporate Social Responsibility. 6th ed. [ebook] UK: CIPD, pp.1-465. Available at: http://shop.cipd.co.uk/shop/bookshop/media/cms/pdf/bookstorepdfs/hrm-at-work-sample-chapter.pdf [Accessed 15 Feb. 2017].

McDermott, Aoife M. and Conway, Edel (2016), Organisational change and human resource management, In: Wilkinson, Adrian, Redman, Tom and Dundon, Tony eds. Contemporary Human Resource Management: Text and Cases, Vol. 5th Ed. Harlow: Pearson, pp. 374-406, Available at: http://orca.cf.ac.uk/94964/ [Accessed 15 Feb. 2017].