Business
Human Resource Management
Human Resource Management involves the strategic approach to managing an organization's workforce. It encompasses activities such as recruitment, training, performance management, and employee relations. The primary goal is to maximize employee performance to achieve the organization's objectives.
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12 Key excerpts on "Human Resource Management"
eBook - PDF- Thumar, V M(Authors)
- 2018(Publication Date)
- Daya Publishing House(Publisher)
Human Resource Management (HRM) is the strategic and coherent approach to the management of an organisation’s most valued assets - the employees, who contribute towards the achievement of business objectives individually as well as in teams. The terms “Human Resource Management” and “human resources” (HR) have largely replaced the term “personnel management” as a description of the processes involved in managing people in organisations. Human Resource Management is evolving rapidly. Human Resource Management is both an academic theory and a business practice that addresses the techniques of managing workforce. 1.4 Importance The HR department is fast gaining recognition of being an integral part in the strategic management process. The importance of HRM can well be understood by the growing demand for HR professionals in the industry. HR plays an important role in creating jobs, providing unending supply of manpower, using manpower talent at the right place and creating conclusive environment for employees from all quarters of the society. Thus, it can be concluded that overall, HRM is considered important from the following viewpoints: 1. Organizational 2. Personal 3. Societal 4. National 1. Organizational Human resources are the medium through which an organization fulfills its objectives. There management is an important function for effective performance. For an organization HRM is essential to keep a check on the costs, to get uninterrupted manpower supply etc. This ebook is exclusively for this university only. Cannot be resold/distributed. 1. Talent management: HRM is responsible for keeping an up-to-date skills inventory by managing the recruitments and performance management of employees. 2. Cost Optimization: HRM also helps the management in reducing costs by designing appropriate compensation policies that links rewards to performance. The trainings and development helps in enhancing employees capabilities thereby leading to raising the ROI of employees.
No longer available |Learn more- (Author)
- 2014(Publication Date)
- College Publishing House(Publisher)
____________________ WORLD TECHNOLOGIES ____________________ Chapter- 7 Human Resource Management Human Resource Management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms Human Resource Management and human resources (HR) have largely replaced the term personnel management as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. Features Its features include: • Organizational management • Personnel administration • Manpower management • Industrial management ____________________ WORLD TECHNOLOGIES ____________________ But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies. The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process. Human Resource Management(HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach.
eBook - PDF- Sara Cheung, Alma Whiteley, Shi Quan Zhang(Authors)
- 2000(Publication Date)
- World Scientific(Publisher)
3. Human Resources in the Context of Business Strategy Human Resources in the Context of Business Strategy The identifying features of the human resource managerial role are considered by management writers (Torrington, 1985; Tyson, 1995), to include: • Having a position of centrality in the organization, usually conveyed by a presence in the boardroom as a part of the business strategy formulation team; • Creating, through activities such as the ability to attract, maintain and reward appropriate people for the present and the future; • Harmonizing the human resource strategy with the business strategy in such a way that a set of integrated functional activities blend to complement each other. • Promoting consideration of the human resource as an asset rather than a cost; associated with long-term as opposed to short-term strategies; • Fostering the perception of human resources as necessary to successful business performance (not only through productivity enhancement but through the strategic use of the human as opposed to technical resource); • Being a major strategist of organizational change and transformation This definition is attached to the Western orthodoxy. 'Typically HRM refers to those functions undertaken by an organization to effectively utilize 55 56 Human Resource Strategies in China human resources. These functions would include at least the following: Human resource planning, Staffing, Performance evaluation, Training and development, Compensation, Labor relations, Benefits and in-house communication (Dowling, 1994:2,3). The linguistic boundary around orthodox Human Resource Management is often functional, even when strategic status is achieved. Connections in Human Resource Management are usually made to in-work issues such as strategies, structures, organizational context and the business environment interface.
eBook - PDFHuman Resource Management in Project-Based Organizations
The HR Quadriad Framework
- K. Bredin, J. Söderlund(Authors)
- 2011(Publication Date)
- Palgrave Macmillan(Publisher)
Human Resource Management in Context 51 development of HRM research generally reflects a large spectrum of definitions and approaches. In the following, we will discuss the partic- ular approach and definition of HRM adopted in this book. We consider HRM to include all activities directly linked to the management of the relationship between people and the organization in which they work. This definition puts a great emphasis not only on the “HRM system” as such but also on the organizational context in which it operates and on the people who offer their services to the organization. We believe there is an important distinction between HRM and other areas of manage- ment, although HRM, to some extent, will be affected by other manage- ment decisions, such as strategy, technology, and innovation; the reverse is also true – that purely HRM-oriented decisions, such as recruitment and competence development, will influence strategy, technology, and innovation. This, again, points to the relationship between the two sets of capabilities mentioned in the first chapter of the book. As discussed, some of the initial considerations about the definition of HRM concerned whether it was a new “management philosophy” or just another label for personnel management (see Guest, 1987; Legge, 2005; Sisson and Storey, 2003). In fact, did not HRM basically cover the same activities as traditional personnel management, even though it had been renamed to capture new trends and the modernization needed due to a changing environment? Many proponents of HRM had argued that the concept and idea of HRM actually implied a new management philosophy that could offer an alternative approach to management, which departed to a much greater extent from the strategic importance of matching the needs and wishes of the individual worker to the needs of the organization.
- Charles Wankel, Charles B. Wankel(Authors)
- 2007(Publication Date)
- SAGE Publications, Inc(Publisher)
The quantity and quality of such goods and services are constrained by (operate within the context of) an organi-zation’s strategic objectives. In companies, these objectives typically include rate of return on invested capital, revenue growth, market share and, if publicly traded, share price. As with other inputs or assets, therefore, human resources must be managed strategically for the longer term and not just operationally for the short term or on a day-to-day basis. This view of Human Resource Management clearly in-dicates that those who lead and manage business (and non-business) enterprises as well as component units and depart-ments must be skilled in the management of people. At the same time and as organizations grow larger, they usually establish a formal human resources function (that is, a department) staffed by executives and professionals who specialize and assist the organization in managing its em-ployees. An “HR department” typically develops, specifies, and monitors operating policies and practices regarding hiring, job placement, pay and fringe benefits, performance appraisal, promotion, training and development, work-life balance, and discipline and due process. However, because of the large amount of human resource/employment legisla-tion, an HR department typically also specifies and moni-tors operating policies and practices regarding payroll de-ductions, workplace safety, equal employment opportunity, employee leave plans, employee savings and benefit plans, and employee health care and wellness plans (Jackson & Schuler, 2003). Contemporary Human Resource Management occurs in a world that is much different from that which existed only a relatively short time ago. A leading development in this regard is the change in employment contracting, specifi-cally, from permanent or continuous employment to em-ployability. During the 40-year period dating from the end
eBook - PDFStrategic Human Resource Management: Volume 1
Text and Cases
- Feza Tabassum Azmi(Author)
- 2019(Publication Date)
- Cambridge University Press(Publisher)
This may involve work such as maintaining employee records and files, compiling HR-related databases, processing Concept of Strategic Human Resource Management 27 employee benefits claims, implementing leave policies, and compiling and submitting reports. The focus is on performing these activities efficiently. Table 1.4 Management Levels and HR Roles Level Priorities Recruitment and Selection Benefits and Rewards Performance Appraisal Training and Development Career Planning Strategic (Long term) Ensure vertical integration, lay down HR vision, create strategies, chalk out future plans Specify the characteristics of people needed in the long term Determine how rewards will be linked to business strategy Make early identification of potential, develop appraisal system Plan developmental exercises for people to run future businesses Develop long-term systems to manage individual needs Managerial (Medium term) Ensure horizontal integration, create HR plans, show HR deliverables Validate the selection criteria, develop recruitment plans Set up medium-term compensation and benefit plans Set up systems that relate current conditions and future potential Establish management development programmes Identify career paths, provide career development Operational (Short term) Implement strategies, hire and fire, manage payroll, train, maintain HR records Plan and set up recruitment and selection systems Administer wage and salary programme Set up appraisal system and controls Provide for specific on- and off-the- job training Fit individuals to specific jobs, plan career Source: Adapted from M. A. Devanna, C. J. Fombrun, and N. M. Tichy (1981), Human Resource Management: A strategic approach, Organizational Dynamics 9(3): 51–67. HR managers play a major role as drivers of business strategy today. They are playing a strategic role in their organization. However, HR managers also perform managerial and administrative or operational HRM activities.
eBook - PDF- Rajiv Chopra(Author)
- 2020(Publication Date)
- Society Publishing(Publisher)
The term SHRM indicates that employees are strategic resources of an organization, therefore, human capital that must be leveraged and managed in implementing corporate strategy (Figure 5.3). Figure 5.3. Strategic human resource planning in the SMEs. Source: https://upload.wikimedia.org/wikipedia/en/7/79/Hr-planning-mod-el.png. SMEs Business Leadership 126 Prior attempts in establishing the SHRM criterion were asserted on the assumption that specific HR practices were needed to develop behaviors designed to deliver firm strategies. They were also focused on the relationship between company strategy and employee behavior (such as Snell, 2001; Fisher, 1989; Schuler and Jackson, 1989). The primary target was on strategic framework impacts on individual and afterwards systems of technical HRM practices. It was expected from managers to operate the system of individual practices that well-fitted (based on analysis of opportunities, external threats and internal resource capabilities, competencies, and resources) the strategy of firm to strengthen the required behavior. Practically, SHRM means to seriously regulate traditional HRM practices like recruitment and selection, training, and development, compensation, and rewards to strategy of a company. It includes some factors such as: • Establishing policies and procedures that promote competent strategy execution; • Using teams to influence cross-functional competencies and knowledge; • Developing learning organizations that facilitate the constant adoption, ownership, utilization, and internal dissemination of best practices; • Developing knowledge management capabilities that facilitate the leveraging of best practices and effective as well as efficient idea of economy of scope opportunities and; • Executing change management approaches that contribute to building and maintaining strategy supporting corporate cultures.
eBook - PDF- Jeffrey Mello(Author)
- 2018(Publication Date)
- Cengage Learning EMEA(Publisher)
With the HRM function driving an organizational ide -ology that masquerades as a desired culture, management acts to dissuade employees for engaging in dissenting behaviors or even thinking in dissenting terms by making available at the Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. 144 Part 1 The Context of Strategic Human Resource Management appropriate time all of the rewards of organizational life, real or imagined, to those who display the correct behaviors, atti -tudes and values (Abbott 2015). The new organizational real -ity does not require HRM to advance employee interests and goals directly, but rather requires championing organizational, procedural, and management improvements that eventually align the goals and objectives of employers and employees, thus enabling efficient and effective organizational operations (Lewin 2001). Any suggestion that employees desire an inde -pendent voice in decisions that affect their interests is inter -preted as a failure attributable to poor management of a firm’s human resources (Kochan 2004). CMS scholars counter that there must be a desire to transform existing power relations in organizations with a view toward encouraging less oppressive practices that do not harm social and environmental welfare (Fleming and Banerjee 2016).
eBook - ePubCreating Person-Centred Organisations
Strategies and Tools for Managing Change in Health, Social Care and the Voluntary Sector
- Stephen Stirk, Helen Sanderson(Authors)
- 2012(Publication Date)
- Jessica Kingsley Publishers(Publisher)
Chapter 8
Human Resource Management
I believe in the adage: ‘hire people smarter than you and get out of their way’.Howard Schultze, CEO of coffee chain Starbucks (1994)85Introduction
Our success in living our values and fulfilling our mission requires working closely together. Human resources (HR) is about bringing the best out of the organisation’s most valued assets – the people who work there – and ensuring that their individual and collective contributions come together to achieve the mission.86 This combination of tools and techniques also goes under the names of personnel management, people management or people development, but essentially makes up all the ways that we have of dealing with the relationship between an organisation and the people who work for it.One simple definition is that Human Resource Management is the process of matching individual staff and their contributions to the people supported and the organisation. The person-centred thinking Matching tool has a powerful contribution to make here. Getting the right staff to support people, well matched in relation to the support the person needs, their personality characteristics and ideally shared interests, is key to great Human Resource Management.This chapter demonstrates how an integrated approach using person-centred practices with established human resources approaches can ensure that the talents and commitment of staff make a difference to the people supported.What does Human Resource Management mean in a person-centred organisation?
The soft stuff is always harder than the hard stuff. (Roger Enrico, Vice Chairman of PepsiCo, referring to areas such as HRM as opposed to quantitative factors in Fortune , 27 November 1995)87It depends on what you define as hard and soft, but we would tend to agree that dealing with the myriad of diverse people we come into contact with is much harder than measuring widgets, and just as hard to know when you are actually getting it right. Too often we stifle talent and creativity, or even just contribution, by being too prescriptive about what we do and how we do it. When we talk about human resources management (HRM) in this chapter, we mean both what first-line and other managers do, as well as what an HR team may be responsible for. In keeping with the value of decision making happening as close to the person supported as possible, most of the recruiting process and certainly the selection decision for new staff would take place at an individual level – with the person and the manager of their service, not done by a central HR team. The HR team’s role here is in establishing a flexible, person-centred framework and processes that reflect the values of the organisation, and in taking the administrative and transactional burden away from managers so that they can focus on the quality of the selection decision.
eBook - PDF- John R. Schermerhorn, Jr., Daniel G. Bachrach(Authors)
- 2021(Publication Date)
- Wiley(Publisher)
Multiple-Choice Questions 1. Human Resource Management is the process of , devel- oping, and maintaining a high-quality workforce. a. attracting c. appraising b. compensating d. selecting 2. A is a criterion that organizations can legally justify for use in screening job candidates. a. job description b. bona fide occupational qualification c. realistic job preview d. BARS 202 CHAPTER 10 Human Resource Management 3. programs are designed to ensure equal employment op- portunities for groups historically underrepresented in the workforce. a. Realistic recruiting b. Mentoring c. Affirmative action d. Coaching 4. Which of the following questions can an interviewer legally ask a job candidate during a telephone interview? a. Are you pregnant or planning to soon start a family? b. What skills do you have that would help you to do this job really well? c. Will you be able to work at least 10 years before hitting retire- ment age? d. Do you get financial support from a spouse or companion who is also a wage earner? 5. An employment test that yields different results over time when taken by the same person lacks . a. validity c. realism b. reliability d. behavioral anchors 6. Which phrase is most consistent with a recruiter offering a job can- didate a realistic job preview? a. “There are just no downsides to this job.” b. “No organization is as good as this one.” c. “I can’t think of any negatives.” d. “Here’s something you might not like about the job.” 7. Socialization of newcomers occurs during the step of the staffing process. a. orientation c. selection b. recruiting d. advertising 8. The assessment center approach to employee selection uses to evaluate a candidate’s job skills. a. intelligence tests b. simulations and experiential exercises c. 360º feedback d. formal one-on-one interviews 9. The selection technique known as asks a job candi- date to actually perform on the job for a period of time while being observed by a recruiter.
eBook - ePub- Susan Miller(Author)
- 2011(Publication Date)
- SAGE Publications Ltd(Publisher)
In advancing a discursive analysis of HRM, Keenoy (2009) also considers a search for an essential definition of HRM as unwarranted. Instead, since discourses are both historically situated and culturally conditioned, then a term such as HRM is best viewed as, ‘a generic term with a range of possible culturally situated meanings’ (2009: 457). Marchington and Grugelis (2000) earlier noted concern that Pfeffer’s (1998) advocacy of teamwork might instead involve work intensification highlights this. Here there might be what Keenoy would consider to be a tension in the framing of HR practices and the enactment of these HR practices. Keenoy is also critical of the manner in which the academic construction of HRM took a distinctively managerialist turn in prioritizing employee performativity. Specifically referencing the work of Guest (1987) and Storey (1992) he contends that their work resonates with neoliberalism and frames HRM as a prescriptive unitarist endeavour. Work by those trying to establish a link between HRM and performance, whether in the form of best practice or best fit, Keenoy views as a project with ‘obvious normative appeal’ (2009: 461). This we might consider paradoxical since those engaging in such research would typically view themselves and what they do as rigorous social science based on robust empirical evidence and largely devoid of a normative dimension. This becomes another criticism which Keenoy lays at the door of mainstream writings on HRM as he forwards a trenchant critique of the methodological flaws of such writings.Summary
This chapter has introduced some of the key issues which relate to HRM. It has discussed what HRM is, as well its historical development in the UK. The chapter then examined work which links strategy, HRM and organizational performance. A number of criticisms of such work were also identified. On the basis that this work has been criticized in relation to a conceptually limited view of the employment relationship, the chapter went on to argue that HRM needs to place the employment relationship at the centre of its analysis. This is contrary to some criticism which argues that it is too narrowly focussed around managerial concerns alone, in the process ignoring or downplaying employees’ role and need to be part of any analysis relating to employment management. In discussing the employment relationship the chapter focussed on the different perspectives which can help us see that the employment relationship has been argued to be a relationship in which there are tensions, contradictions and different interests on the part of employers and employees. Finally, an overview was presented which highlighted the need to understand the employment relationship as a multi-dimensional concept. It was argued that while economics matter we must also take account of power in order to understand what can and does occur within employment management.
- Peter Holland, Timothy Bartram, Thomas Garavan, Kirsteen Grant, Peter Holland, Timothy Bartram, Thomas Garavan, Kirsteen Grant(Authors)
- 2022(Publication Date)
- Emerald Publishing Limited(Publisher)
Becker, B.E. and Huselid, M.A. 2006. Strategic human resources management: where do we go from here? Journal of Management, 32(6), 898–925. Beer, M., Boselie, P. and Brewster, C. 2015. Back to the future: implications for the field of HRM of the multi-stakeholder perspective proposed 30 years ago, Human Resource Management, 54(3), 427–438. Beijer, S., Van De Voorde, K. and Tims, M. 2019. An interpersonal perspective on HR attributions: examining the role of line managers, coworkers, and similarity in work-related motivations, Frontiers in Psychology, 10, 1509. Boada-Cuerva, M., Trullen, J. and Valverde, M. 2018. Top management: the missing stakeholder in the HRM literature, International Journal of Human Resource Management, 1–33. Boselie, P., Paauwe, J. and Jansen, P. 2000. Human Resource Management and Per- formance. ERIM Report Series Reference No. ERS-2000-46-ORG. Bos-Nehles, A.C. and Meijerink, J.G. 2018. HRM implementation by multiple HRM actors: a social exchange perspective, International Journal of Human Resource Management, 29(22), 3068–3092. Bos-Nehles, A.C., Van Riemsdijk, M.J. and Kees Looise, J. 2013. Employee per- ceptions of line management performance: applying the AMO theory to explain the effectiveness of line managers’ HRM implementation, Human resource manage- ment, 52(6), 861–877. 218 Safa Riaz and Keith Townsend Bos-Nehles, A., Vander Heijden, B., Van Riemsdijk, M. and Looise, J.K. 2020. Line management attributions for effective HRM implementation: towards a valid measurement instrument, Employee Relations, 42(3), 735–760. Bowen, D.E. and Ostroff, C. 2004. Understanding HRM–firm performance linkages: the role of the “strength” of the HRM system, Academy of Management Review, 29(2), 203–221. Boxall, P. and Macky, K. 2014. High-involvement work processes, work intensifica- tion and employee well-being, Work, Employment and Society, 28(6), 963–984.
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