Human Resource Management

One could suggest that common sense tells us Human Resource Management matters. So many challenges and successes in business are due to the actions of firms' human resources, especially since service is becoming a distinguishing competitive advantage; naturally the management of such resources would be vital. Productivity, efficiency and supremacy can be attributed to human resources. In the same respect, human resources can also be to blame for idleness, incompetence and other hindrances. When prompted about the importance of HR, Kevin Wheeler, founder of Global Learning Resources, Inc. and The Future of Talent Institute, argues, “If we believe, as I do, that innovative and engaged people will be the most important raw material of future organizational and national prosperity, the answer is obviously 'yes.' No corporate function represents people, advocates for people, or develops strategies to improve people other than HR” (Wheeler). Susan Heathfield goes on to say “No matter what other work I am doing with a company, employee performance – or the need to change or improve employee performance – is always part of the discussion.” As a member of the Society for Human Resources Management and an HR consultant, Ms. Heathfield has facilitated over 2,000 training sessions, thus demonstrating the importance of investment in human capital (Heathfield).

More precisely, Human Resources Management serves to guide, benefit and protect several parties. Corporations, managers, employees, the market and the end consumer can experience an elevation in welfare due to HR Management.

Corporations benefit and are inherently protected by many of the guidelines and literature in Human Resource Management. This includes workplace issues regarding organizational relationships, retention, risk management, safety and health in regards to the work environment, disaster preparedness, and union dealings. Understanding these guidelines allows for corporate policies to be created and understood prior to their need or development. For example, Human Resource Management actively trains employees on disaster preparedness and respective corporate policies if such an occasion should arise. A disaster policy would do little justice if created after such an event, despite the fact that it would aid in recurrences of disasters.

Similarly, managers benefit and are guided by many HR practices, such as understanding their employee advocate and strategic roles, recognizing the value of the planning process, cultivating and predicting employee effectiveness, fostering a high-quality recruitment method, developing and integrating continuous training, and accurately and appropriately conducting performance appraisals.