EMPLOYEE MANAGEMENT

Employee Management

Employee Management

Introduction

The purpose of this paper is to enlighten and explore the significance of human resource management in organizations. This paper aims to enlighten different perspectives of human resource management; in addition, the paper discusses that the human resource management is concerned with employee management in organizations and its difference with personnel managent. Human resource management has raised the status of personnel management in the UK in recent years as personnel management is adopted by managers to advance their interests (Kiessling & Harvey, 2005, pp. 22 - 45).

Discussion

The human resource management is a sophisticated process that aims to manage the workforce effectively through several strategies. The human resource management (HRM) is a set of practices of management aimed at mobilizing and developing human resources for greater performance of the organization. This activity should aim to improve cross-communication, while upholding the organization of the company (Wood, 1999, pp 367 - 413). Human resource management is an organizational function, focused on mobilizing and developing human resources for performance and accomplishment of organizational objectives. It helps an organization to anticipate and assemble changing needs related to the acquisition, deployment, and utilization of human resource. The management of human resources is finally co-head of production and quality management. The process of human resource management encompasses all active members of the company that include general management and control tasks, employees with the negotiation of contract and staff representatives.

Personnel Management

The branch of management concerned with administering the employment relationship and with achieving effective use of the human resources available to the organization. Personnel management typically involves routine administration of employment matters (McWilliams, Van Fleet & Wright, 2001, pp. 1 - 23). In the UK personnel management developed out of the industrial welfare movement earlier in the twentieth century (Schuler, 2001, pp 47 - 49). Personnel manegemnt uses greater sophistication in the use of personnel techniques (for example wider adoption of psychological tests in employee selection); a concern with resource maximization rather than the traditional one of cost minimization; and a closer integration of personnel management activity with business strategy (Beardwell & Holden, 2001, pp 73 - 75). In addition, many of the more routine aspects of personnel work are passed to line managers, leaving human resources managers with the task of devising strategies to guide and train them in these activities (Schuler, 2001, pp 47 - 49).

Employee Behaviour Tools in relation to HRM Practices

The behavioural sciences make a contribution to the theoretical and research foundations of organizational behaviour (Armstrong, 2001, pp 27). Organizational behaviour looks theoretically at the micro, human aspects of the business organization, but contributes significantly to the applied management fields of personnel management, business strategy, and organizational development (Jackson, Schuler & Rivero, 1999, pp. 727 - 786). Thus, employee behaviour tools form an integrated part of effective human resource management practices. The basic employee behaviour tools are discussed as under:

Employee Motivation

Motivation in organizations has been studied from many perspectives, with most efforts either looking at the needs of individuals and efforts ...