HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL SURVIVAL

Human Resource Management and Organizational Survival



Human Resource Management and Organizational Survival

Introduction

Human resources can be defined as the attraction, selection, storage, use, motivation, reward and discipline of the employees in an organization, in short, managing people at work. During the last century or so, profound changes have occurred in the industrial mix of the economy, the nature and also the degree of competition, as well as the types of work that employees perform. In particular, economic activity has shifted from agriculture to manufacturing and from manufacturing to services; more and more employees are at a relatively higher level of analysis, professional and technical work. Fewer employees perform relatively lower level, low capacity, and manual labor. After these changes, it has become common for companies to argue that (all) compete on the basis of human intellectual capital, not physical capital or fixed assets (Kaufman, 1999, 105).

Discussion

Human resources are a major component of each system. It is a system in which every part of the system interacts with each other. An organization that combines all the resources tends to survive, grow and is able to create value for factors. The Human resources provides the personnel of the organization, and the consequences they produce through relationship of employees. The erect pointers span the levels that represent the relationship. Every constituent of the model has a relationship with the others. For e.g., for the survival of any organization it must obtain capital, labor and materials from the environment, they also offer ROI (Return on investment), rewards and payments. Practically, organizations do have cultural impacts due to the human resource in the organization such as social norms, history and values. These behaviors of the employees affect the norms, values and history of the society. Inside the organization the human resources are influenced by the organizations, products, culture, strategy and structure. The human personnel support the components of the organization by bringing back value by things such as performance, creativity, loyalty and attitudes.

There are three components that value human resource:

1. Opportunity is an important consideration for the resource to produce value for the organization;

2. Capability, is the ability of the human resource to generate value for the organization; and

3. Motivation is a force or a feeling that drives the human resource to add value to the organization.

It is necessary that the above mentioned components must be present in an individual in order to contribute and value to the organization. For e.g., traditionally numerous businesses organize work in order to reduce the requirements of the resource and make them exchangeable. In this world, resurgence is seen for individual accountability, teams, and dependence on front end, employee suggestions and ideas. Human resource has the potential, they are motivated and capable to contribute creatively through suggestions and teams but since the organization of the work is not carried out in a proper way there are no opportunities for the organization. Considering the organizations that revamp the work with quality, teamwork and creativity, and have ...