MANAGING HUMAN RESOURCES

Managing Human Resources

   

Managing Human Resources

Introduction

Human resource management is a targeted action on the one hand to achieve the objectives of the company, on the other hand to meet the needs of the employees. These activities include resource planning processes, budgeting, hiring, compensation, motivation, training and development, assessment tools, etc. The HRM practices round the world in recent years has observed a successful pattern in the will acknowledged that the practices and human resource systems can participate in the creation of value of organizations (Shapiro, et.al, 2005). Although the strategic role of HRM is less subject to dispute, the why remain less well explained reasons that explain the relationship between HR practices and performance indicators, which are not yet a broad consensus. It is not clear yet the mechanisms by which practices HR has a strategic influence. A growing number of analysts of strategic HR measures emphasize the need to explore the "black box" that links HR practices measures apart organizational performance such as profitability or shareholder value are mostly based on the assumption that HR practices have an indirect influence on organizational performance (Gomez-Mejia, et.al, 2001).

The new paradigm of the environment associated with globalization, information explosion and total quality, a challenge not only change management and organizational development, but the whole field of organizational behaviour. Rather, it is clearly seen a number of trends (Farmer, et.al, 2012). One can say that organizational behaviour has really become clearly defined the subject of research and has an impact on the effectiveness of human resource management in today's complex organizational systems (Chadha, et.al, 2003). There is also evidence that the theories and practices of organizational behaviour, largely developed in the West, partly into the other culture media. The objective of this paper is critically evaluating the theories and frameworks of Human Resource Management and the Organizational Behaviour in order link them with overall performance of multinational organization.

Discussion

The rich historical background, as Hawthorne studies, and science developed methodology, organizational behaviour has become a solid scientific discipline. However, its development was teeming with difficulties and setbacks from the main line, as is the case with any new scientific field. In addition to the theoretical approaches and research results discussed in the debate, probably the biggest problem was a crisis of identity (Yammarino & Dansereau, 2005). What exactly is meant by organizational behaviour? Whether the introduction of this concept an attempt to replace the entire management concepts and methods of the behavioural sciences? What is its difference (if any) from the traditional application or industrial psychology? Fortunately, most of these questions have been answered now, satisfying many scientists in the field of management and behavioural sciences, as well as managers and practitioners. In particular, organizational behaviour can be formally defined as the understanding, prediction and control of human behaviour within organizations (Chadha, et.al, 2003).

Firstly it is important to recognize that the concept of organization comes from the fact that the individual is unable to meet all of your expectations for yourself, you ...