HUMAN RESOURCE MANAGEMENT

Human Resource Management



Human Resource Management

1. Theory And Practice Of Personnel Management And Human Resource Management

HRM is little more than personnel management with a trendy new name. The HRM role is significant to optimize workers performance and bond learning with organisational objectives and goals in any company. The management of people in an organisation. This term for people management is increasingly preferred to personnel management. Operationally, human resource management (HRM) has a similar focus to personnel management: recruitment and selection, payments systems, training etc. Though, HRM is often seen to be qualitatively different to personnel management. (Becker, 2008, 53-101)

Personnel Management has moved from elitist origins at its founding to a determined attempt at ensuring a greater measure of egalitarianism and representativeness. Insulating civil service systems from politics is an abiding goal, although that ambition has competed with finding a way to make personnel systems reasonably responsive to executive leadership. The idea of merit, selection, retention, and advancement based on evaluations of achievement persists as a primary concern. Diversity in employment in government is an established target. One goal remains fostering a measure of worker protectionism, but not at the expense of competent work functioning. For a long time, government has espoused the principle that it has a duty to be a model employer.

2. How The Functions Of Human Resource Management Can Contribute To Organisational Objectives

The notion of people as a resource implies a sophisticated approach to getting the most out of this factor of production. This can include the nurturing of human capital, and can therefore involve a 'people-centred' approach to management. Some critics, however, see such an approach as manipulative and 'hard-edged'. A further claim is that HRM has a closer link to business strategy than traditional personnel management, and is also more focused on achieving key business outcomes, such as profits.

Being strategic - means to coordinate tasks and HR initiatives with organisational objectives and strategy. The most important task of HR is to contribute to the organisation and its goals by increasing staff productivity. Role assigned to the traditional HR-department includes the pursuit of organisational objectives and operational issues. The strategic role requires that HR is proactive and focused on the future, contributing to the formation of business strategy of the organisation and the creation of plans and programs for workforce development in line with this strategy. (Ulrich, 2007, 25)

Definitions reinforce the notion that HRM practices create valuable resources within the firm that are capable of producing competitive advantage through people. Indeed, more than two decades of research has accumulated a vast body of knowledge which suggests that HRM practices that impact the motivation, knowledge, skills, and behaviours of workers lead to better worker, organisational, and financial outcomes.

Many businesses have been driven by two titanic forces over the past decades: globalization and an increasing pace of technological change. At the beginning of the 21st century, these factors have combined to demand a new kind of well-educated knowledge worker, as profound a change as that wrought by ...