Multiple dimensions of human resource development and organizational performance

Human Resource Management and Organizational Development

Human resource management (HRM) is the organizational activity of acquiring, training, developing, and retaining human capital in order to maximize the mutual exploitation of employees’ competencies and talents. Organizational development (OD), on the other hand, is a strategic activity of an organization that aims to increase the effectiveness and capacity to meet future goals by upgrading both physical assets and human resources. The two concepts of organizational management are thus interwoven in developing both a company’s tangible and intangible assets for holistic development, leading many institutes of higher learning to offer both concurrently and enterprises to exploit both concurrently (Prasad & Zubairi, 2015). It is in this regard that human resources is closely related to an organization’s development.

HR Functions for Organizational Development

Many HR functions are aimed solely at achieving OD in a company. These include talent search and management, performance improvement and administration and also other general developments. The HR aims to search for diversified and highly skilled personnel, recruit them into the company and undertakes to ensure that they are aligned with the immediate and future goals of the enterprise. In doing so, the capacity and effectiveness of the workforce is improved and helps at achieving organizational development. Furthermore, the HR identifies the weaknesses and strengths in the existing talent and works to promote the strengths while improving on the shortcomings through training and work benchmarking (Sung & Choi, 2014). In this way, the Organizational development of the company gets promoted through HR functions.

Influencing Passion, Motivation, and Dispute Resolution

Apart from capacity improvement duties, the HR influences the passion and motivation of employees towards the organization’s goals through education and benefits administration. In this regard, the employees are aligned to the aims of the company and are in a better position to contribute more to the development of the organization. Additionally, the HR is tasked with addressing workplace disputes which may derail employees’ performance and affect the achievement of OD. Here, the HR offers dispute resolutions promptly without procrastination to enhance the cohesiveness of the workers and promote unity and employee retention (Sung & Choi, 2014).

Creating Accountability Measures and Continuous Improvement

In ensuring a continuous workforce improvement and sustained drive towards development, the HR creates accountability measures where success and performance are measured and appreciated. An environment of self-motivation and responsibility is thus set up in the workplace which boosts the OD goals. The low-performing employees are in such a case not ignored and are either improved through training and education or allowed to exit the organization to pave the way for highly motivated and competent individuals who can drive the development agenda of the company. This also closes the possible performance gaps to promote a continuous drive towards the development goals as envisioned in the company’s vision, mission, and statements of objectives (Prasad & Zubairi, 2015).

Training and Leveraging Internal Resources

In his discharge of HRM duties, the HR aims to advance the professional and competency training through education procedures that are in line with the mission delivery. This ensures that the targeted employees are aligned to drive the development policy of the company. The short-term goals of delivering quality services or products are catered for by continued competency improvement through training whereas the vision of development is driven by professional employee education and retention (Sung & Choi, 2014). This enhances a holistic human resources improvement which when accompanied by improved logistics and physical assets can drive an organizations development agenda.

Market Research and Communication

Additionally, the leverage of an organization’s internal resources is a primary role of a human resources department which aids in the delivery of development goals. It is driven by knowledge of the need to develop experts in the respective company sectors including staff, the company’s board of management and partners in the community and other businesses. The research of relevant knowledge and training of these members of the firm subsets not only yields more productivity and development but also promote expansion strategies of the particular company (Prasad & Zubairi, 2015). In this way, the HR strategically focuses the human capital of the organization towards organizational development.

Influencing Organizational Behavior and Culture

To further reiterate the importance of HR in the realization of the strategic value and growth in a company, the HR is tasked with market research and evaluation of industry trends to ascertain the position of the organization in the market and explore best practices regarding workforce improvement. In this way, the HR is privy to competitor tactics and competition for best talents in the market (Prasad & Zubairi, 2015). In liaison with the other management personnel in the organization, he makes sure that the relevant information is communicated to the employees including the dynamics in best practices as well as the company position in the market according to financial metrics. This involvement and communication with all personnel in the company ensure that they own the development agenda and are encouraged to work harder to achieve organizations development. Lastly is the impact that HR has on influencing organizational behavior, ethics, and work culture at the workstation. A professional conduct, good values, and a hardworking culture spur growth and development in an organization (Sung & Choi, 2014).

Conclusion

Human resource management has various functions that directly or indirectly impact on an organization’s development. These includes the acquisition and retention of relevant talent as well as the management of human relations in the company. It also influences the performance and success of a company’s workforce which is very crucial in the realization of a meaningful development. Moreover, with the great role of HR in managing human resources in a company and the irrefutable correlation between an organizations workforce and its development, it is only right to infer that human resources significantly influence an organization’s development.

References

Prasad, A., & Zubairi, M. (2015). Human Resource Strategies in the New Millennium with Reference to Organizational Growth and Sustainable Development. Anusandhanika, 7(1), 180-185.

Sung, S., & Choi, J. (2014). Multiple dimensions of human resource development and organizational performance. Journal of Organizational Behavior, 35(6), 851-870.