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Importance of human resources function within an organisation
Importance of human resources function within an organisation
Importance of human resources function within an organisation
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There are many business leaders such as John Chambers of Cisco Systems & Howard Schultz of StarbucksTM who consider the employees of their organisation as their assets and want to ensure that the talent that they have is retained and work with same amount of excitement and satisfaction for years to come (Jackson, Schuler, & Werner., 2009). These manpower resources who work in organisations performing various jobs in return for payments, incentives and other benefits are called Human Resources (H.R) and the people who manage the resources i.e their recruitment, salaries, performance evaluators are known as Human Resource Personnel’s (What is Human Resources, 2010). Human resources drive the company to do the best by using finance, knowledge and other available resources. These human talents must be managed and cared for to ensure the organisational goals are attained. The function that enables this task is called Human Resource Management (HRM) (Bohlander, G. & Snell, S., 2007). HRM ensures that the Human talent is effectively utilised by doing the following basic functions such i.e manpower planning, recruiting, managing performances, training, development, salaries, benefits and industrial relations (Dowling, J. P., Festing, M., & Engle, D. A., Sr., 2008). Wilton (2011, p.6) states that decades ago organisation had a separate department which was considered to be more administrative in function such as working on payroll, leave record keeping, conducting safety related trainings and dealing between trade unions (industrial relations) etc known as Personnel Department which managed HR activities as well. However, in mid 1980’s focus was shifted to more of people management techniques which has now emerged to become people ... ... middle of paper ... ....com/?What-is-Strategic-Human-Resource-Management?&id=549585 Storey, J. (2007). Human Resources Management : A critical text (3rd ed.). London: Thomson Learning. Storey, Wright, Ulrich. (2009). Routledge companion to Strategic Human Resources Management (1st ed.). New York: Routledge. The Service Sector, High employment with low productivity growth prospects for emerging economies. (2010). Accountancy Business and the Public Interest , 9, 125-146. What is Human Resources. (2010, September 17). Retrieved from http://www.hrconsultingadvisor.net: http://www.hrconsultingadvisor.net/hr-backbone-of-an-organization.html Wilton, N. (2011). An Introduction to Human Resource Management. London: Sage Publications. Wright & Boswell. (2007). Desegregating HRM : A review and synthesis of Micro & Macro Human Resource Manaagement Research. Russian Management Journal , V5, N1.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
Mathis, R., & Jackson, J. (2007). Human resource management . (13th ed.). Mason, OH: South-Western Cengage Learning. DOI: www.cengagebrain.com
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.
An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
4) Tokesky, George C; Kornides, Joanne : ‘Strategic HR Management is vital’( Personal journal, December 1994 v 73 n 12 p 115.
Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Human resources have become the politically correct way of addressing Earth’s most valuable resource… the human being. There is a long history of attempts to achieve an understanding of human behavior at the work place. From the early 1890, academicians and practitioners developed theories and practices in order to explain and influence the behavior of employees at the work. The Human Resource Glossary by William R. Tracey defines Human Resources as: “The people that staff and operate an organization”. The people that work within an organization are subject of common analysis for political economics, economics, corporate business and psychology. In political economics and economics, the employees are taken into consideration as one of the four production factors: Labor, while in the corporate world they are known as Human Resource or Human Capital and it is not referring to the people within an organization as physical matter, but what those people bring and contribute to organizational success. Sometimes it is called intellectual capital when it reflects creativity, knowledge, skills and motivation. The authority level that deals with it, it’s called Human Resource Management.(SITE1) The original term, Personnel Management was used to describe “the specialist management function which determines and implements policies and procedures which affects the stages of the employment cycle” (BOOK). It first appeared in the early years of the 20th Century and it had an administrative nature, dealing mostly with payroll, employment law and handling related tasks. The term of Human Resource Management is the result of the famous Hawthorne experiment of Elton Mayo of the Harvard School of Business Administration. This experiment was meant to demonstrate the connection between theory and practice of Personnel Management with Psychology. The term began to be used in the 1950s, to designate the expansion of traditional personnel management to include modern psychology. (Site 2) The term defines a managerial perspective which argues the need to establish an integrated series of personnel policies to support the organizational strategy (Buchannan, 2004). A number of authors stress the difficulties of identifying clear differences between personnel management and HRM, and maintain that the most obvious change is a “re-labeling process” (Legge, 1989) Some experts, such as Lowry (1990) and Fowler (1987), argue that there is no major difference between human resources and personnel management going further by suggesting that “HRM is the continuing process of personnel management”.
Human Resource Management is the title given to define formal systems arranged for the management of people within a company. There are many responsibilities of a human resource manager. These responsibilities usually fall into three major areas: employee compensation, staffing and defining and/or designing work. The purpose of Human Resource Management is to maximize the capacity of a company by bettering its employees. This is unlikely to change in the future even though the pace of business is always changing . Edward L. Gubman said in the Journal of Business Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change."