Human resource management refers to the tactical and articulate approach to the administration of any firm’s most treasured assets, which are the staff who labor there. These people make their contribution both as individuals and as a group with their toil all geared toward the attainment of the goals of the firm (Armstrong, 2006, p. 3).
Human resource management, commonly referred to as HRM, can be summed up as providing work for people, building up their abilities, making the most of these capabilities, keeping up and recompensing their services in accordance with their duty(s) and organizational obligation.
Members of staff of any organization have variegating objectives and requirements, and consequently need not be thought of as fundamental industry assets like automobiles and filing cupboards. Human resource management needs to take a constructive view of members of staff, with the assumption that practically all of them aspire to put in to the entity fruitfully, and that the most important stumbling blocks to their undertakings are lack of understanding, inadequate preparation and letdowns of progression.
The practice should therefore be further inventive as opposed to the conventional approach. In and of it, human resource management procedures, when appropriately put into practice, are communicative of the objectives and working applications of the entity taken as a whole. The practice also plays a major function in risk cutback within enterprises.
The human resources management task takes account of an array of activities, and the main in the midst of them is coming to a decision what recruitment needs to have and if to utilize autonomous service providers or take into service staff to fill these requirements, signing up and instructing the best staff, making certain that they are high players, tackling performance matters, and making certain that human resources and administration carry outs adhere to given conventions (Paauwe, 2009, p. 21).
Actions also take account of management of advancement to staff reimbursements and recompense, staff documentation and workforce guiding principles.
There are various aspects of human resource management which work jointly to ensure that the members of staff of a given enterprise are well managed and adequately motivated in a bid to realize the set goals and objectives. These are discussed in detail here.
Equal employment chance for all persons is one of the best guiding principles that will make certain that competent staff members are hired so that they may help attain an organization’s set goals. There should be no unfairness of any kind on the grounds of race, skin pigmentation, religious conviction, gender, nationality, age, impairment, or sexual orientation in any facet of an individual’s employment or qualification for being hired (Paauwe, 2009, p. 34).
Equal employment opportunity is commonly referred to as EEO and its rights are warranted by the national and state just employment regulations and are put into effect by the Equal Employment Opportunity Commission, EEOC, and its state corresponding entities.
Affirmative action describes an employer or hiring agent’s measure for practically signing up, taking into service and endorsing women, minorities, impaired persons and old hands. Affirmative action is an honorable and societal requirement to correct past slip-ups and do away with the current outcomes of precedent unfairness. Affirmative action plans, AAPs, have been crafted and take account of arithmetical standards aimed at adding to the representation of minority groups.
Whenever the employees of any entity have it in their minds that none of them was hired in an unfair manner they are bound to feel equal. They have no fears or prejudices of any form and will thus work harmoniously toward both individual and the organization’s growth.
Human resources development, commonly referred to as HRD, is a structure for the development of human assets inside a firm. It is usually an arrangement of guidance and edification that makes certain the persistent stepping up and development of both the individual and the firm. Human resources development is the means that impels the progression linking guidance and learning. It is not a specified entity, but a sequence of well thought-out courses of action (Mathis and Jackson, 2006, p.105).
This human resource management aspect is vital for the realization of any organization’s objectives. This is for the simple fact that it agrees to personality growth, potentially assuring the firm’s objectives. The growth of the individual will definitely do well to both himself or herself and the firm. When the staff members of an organization feel appreciated by being offered opportunities for growth, their morale goes up and they perform as expected, meeting set goals and even overshooting targets.
The human resource development looks at staff members as positive features to the organization whose worth will be improved by development. This development can be board-room set guidance, professional classes or tutoring by further up the ladder members of staff with the goal for a most wanted result that will build up the individual’s feat.
A novice will move all the way through the growth course to be converted into a tradesman in their turf in the same way a skilled trainee will turn out to be an expert in their turf. Good human resource development curriculums set up employees to carry out superior echelons of work (Elwood and Trott, 1996, p.7).
The curriculums lay emphasis on the firm’s capabilities at the foremost phase, instruction, and then build up the staff member, by way of edification, to meet the firm’s long-standing needs and the member’s professional aims and employee worth to their current and prospect employers.
For an organization to realize its set objectives there needs to be competent staff working toward realization of those goals. When putting up plans for signing up and recruiting new staff, it is imperative that such plans need to cater for signing up the smartest individual(s) that can be found. Maintenance of an organization’s best members of staff starts with the signing up, enrollment and appointing policies, procedures and measures.
The planning and hiring process needs to be carried out systematically so that no errors are made. The best method of doing this is by developing a checklist to act as a guide. First it needs to be established whether there is the requirement for a new or refilling position (Delery and Doty, 1996, p. 802).
Once this has been determined creative thinking needs to be carried out in a bid to get the job(s) done minus adding a new member. If this turns out to be impossible then a recruiting plan is required to be set so as to get appropriate filler for that position.
A good recruiting plan begins by specifying the fundamental obligations required from the post and the particular skills, aptitude, traits and work understanding being sought in a candidate. These are important as they will help in writing up the post advertisement and job description in order to attract applications from candidates.
Other things to be determined here are the remuneration range for the post and if the concerned division can meet the expenses of the person(s) to fill that post. After applications are collected, short listing follows and then interviews. Those who qualify are then signed up and inducted into the organization with their job descriptions, key performance indicators, among others.
The most prized assets in any organization have to be well recompensed with sufficient benefits if they are to work toward realization of set goals and achievements. Compensation also has to be well worked out so that the expenditure of the firm does not shoot through the roof as it will subsequently mean some dreadful damages to the firm (Delery and Doty, 1996, p. 835).
Other than the qualifications, expertise, experience and nature of duties carried out, consideration for the prevailing economic times and living costs needs to be put to mind when paying employees.
This refers to a cross-disciplinary field charged with saving from harm the wellbeing, healthiness and welfare of the persons involved in labor or service. The key aim of all work-related health and wellbeing agenda is to promote a work setting that is out of harm’s way (Roughton, 2002, p. 5).
As a derivative outcome, it may also safeguard associates, relations, employers, clients, dealers, surrounding population(s) and any other persons who are affected by the place of work surrounding. Workplace safety requirements are now widely highlighted in civil and labor laws world over.
When staff members feel secure and protected then they work without any fear and an organization’s goals may be easily achieved in such cases. Accidents, injuries or when it gets worse to loss of lives does no good to anyone.
Dangers and health and wellbeing risks need to be made out and assessed so that appropriate safety reins are put in place to keep accidents at bay. In addition to this, effective training of staff members should be carried out so that they know how to avoid accidents and how to react in the case of any eventualities (Roughton, 2002, p. 11). High safety standards are good for everyone as they avoid time wastage, compensation for accidents, lost benevolence from the staff, from clients and the wider society.
This field of human resource management is normally connected with issues such as inquiries, psychoanalysis and punitive actions. On the other hand, this is without a doubt is its most important undertaking. This significant human resource part serves as a link connecting employees and the administration, bridging spaces that much of the time seem impossible to either entity (Armstrong, 2006, p. 43).
All the way through a variety of types of intercession, as well as problem-fixing, arbitration, instruction and psychotherapy, labor relations provides evenhanded backing to administration and individual staff members to guard their particular rights and make possible a more conducive occupation setting.
All the above discussed human resource management aspects are important toward the achievement of any organization’s goals. There is no aspect(s) that is more important than the others; all of them work hand in hand. It is the duty of the administration of any organization, especially the human resource department to see that these facets are properly and effectively put to practice.
Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page. 3 – 43.
Delery, J. and Doty, H. (1996). Modes of theorizing in SHRM. Academy of Management Journal, 39(4), 802-835.
Elwood, F., Trott, Jr. (1996). Trends Toward a Closer Integration of Vocational Education and Human Resources Development. Journal of Vocational and Technical Education, Vol. 12, No. 2, p7.
Mathis, L., Jackson, H., (2006). Human Resource Management 12th ed. Managing Equal Employment and Diversity., pg. 105.
Paauwe, J. (2009). HRM and Performance: Achievement, Methodological Issues and Prospects. Journal of Management Studies, 46 (1).
Roughton, J. (2002). Developing an Effective Safety Culture: A Leadership Approach (1st ed.). Butterworth-Heinemann. 5 – 11.