Human resource management denotes an organizational task that it is intended to capitalize on workers’ performance of the set tactical goals. Human resource management is mainly interested in the administration of people in organizations, concentrating on purposes and schemes. Human resource departments and sections in an organization generally carry out different tasks, which encompass recruiting employees, training, evaluating performance, and awarding workers (for example, the management of remuneration and benefit schemes). Human resource management also engages in industrial relations, which is involved in matching organizational performances with requirements emanating from shared dealing and governmental regulations (Treven, 2006). The primary task of human resource management is dealing with issues associated with workers, for instance, remuneration, recruitment, management of performance, organizational advancement, security, wellbeing, communication, motivation, guidance, and supervision.
Human resource management has as well a strategic and wide-ranging approach to managing employees in addition to the organizational culture and work environment. Successful human resource management enables workers to contribute efficiently and industriously to the overall organizational course and the attainment of the organization’s aims. Human resource management is progressively shifting from traditional workforce, supervision, and transactional functions, which are greatly outsourced. It is currently anticipated to add significance to the strategic exploitation of workers and that worker schemes influence the organization in considerable approaches (López, Peón, Manuel, & Vazquez, 2006). The present task of human resource management entails strategic steering and human resource measurements to express value. Reinforcing the employer-worker relationship is the role of the human resource management in the organization’s strategic plan. In this regard, human resource managers create workforce policy and establish the functional practices vital to satisfy organizational strategies. The position of human resource manager demands professionalism, which implies that he or she has to be conversant in all human resources obligations.
Having a preferred strategic end condition in mind, human resource managers compare the workers in the organization with endowment to the future requirements (Bloom & Van Reenen, 2011). Fundamentally, a human resource policy ought to seek capturing the people component of the expectations of organization through making sure that qualified individuals are recruited, effective career development and retention are ascertained, and that the best mix of proficiencies is ensured in training. Additionally, under performance management and acknowledgment, human resource managers should ensure that workers demonstrate the suitable attitudes and conducts (Wright & McMahan, 2011). Strategic management mainly entails the achievement of a sustainable and competitive benefit in delivering the organizational value proposition and satisfying the needs of the client more effectively as compared to the competitors. Human resource policy has a vital task in the achievement of the overall goals and illustrates that the employees comprehend and back the trend in which the organization is following.
Organizations that comprehend that its most vital assets are its employees, and progressively attempt to make sure that they have the best abilities, conducts, and instruments they require to succeed, will strengthen their competitive benefit in the market. Generating a work setting free from unnecessary risks is also a strategic task of the human resource management. The strategic enhancement of workplace welfare involves managing risk and palliating possible losses from such things as injuries (Lengnick-Hall, Beck, & Lengnick-Hall, 2011). The reduction of fatalities through effective training of workers on suitable application of intricate machinery and tools is amid the functional roles related to the creation of a safe workplace setting.
Bloom, N., & Van Reenen, J. (2011). Human resource management and productivity. Handbook of labor economics, 4, 1697-1767.
Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243-255.
López, S., Peón, M., Manuel, J., & Vazquez, C. (2006). Human resource management as a determining factor in organizational learning. Management Learning, 37(2), 215-239.
Treven, S. (2006). Human Resources Management in the Global Environment. The Journal of American Academy of Business, 8(1), 120-125.
Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting ‘human’ back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104.