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Human resource management making huge difference by adding value to an organization

Discuss about the Aspirational Framework for Strategic Human Resource Management.

This study deals with discussing on how Human Resource Management makes difference by adding positive value to Business Organization (Storey 2014). In case of companies, it considers employees with gaining valuable assets as well as human resource has extreme value. In other words, Human Resource Manager believes in motivating employees so that employee achieves top performance. Addition to that, HR Manager maintains organizational culture with high morale of workers. Strategic Human Resource Management considers as a prominent view for understanding the role of functional areas for building as well as developing strong organization. In the recent world, economic volatility as well as uncertainty gains understanding in every aspect of business aims for re-examining for its value for creating and sustaining profitable growth (Renwick, Redman and Maguire 2013). In other words, Adding Legitimacy act as skepticism towards new technologies enabling automation of given routine transactions as well as off shoring and shared service organization

From the article “Adding Value through Integration and Involvement”, it majorly explores benefit of HRM in final decision-making process (Purce 2014). In this particular literature review, it pays major attention devoted towards diverse roles as well as activities of HRM in decision-making process. In other words, integrated model for manager’s perceptions regarding benefit of HRM based upon interview from HR Directors, Top Managers and Line Managers. This model permits profiling HR function by using two variables. It involves HR roles by benefit as well as HR positions concerning degree of involvement in final decision-making process (Oke 2016).

From the past decade, most of the organization makes strategies in increasing competitive pressure (Mathis et al. 2016). This means intensified international competition emphasizing on slower growth as well as declining markets forcing companies in reducing costs as well as adds value to the people, process and structure. In other words, new competitive reality is faced by major organization calling on different capabilities (Renwick, Redman and Maguire 2013). Question arises on why organization aims in adding value to its clients, employees and investors. Human Resource Management considers as major functions depending upon the developmental as well as implementation of strategic responses regarding the pressures (Jackson, Schuler and Jiang 2014).

According to Storey (2014), Strategic Human Resource Management links with Human Resource Management in connecting strategic goals as well as objective for improving business performance and developing organizational cultures for fostering innovation and flexibility. In other words, these particular definition high contrasts in terms like back office, cost center as well as internal consultants and support activities for describing the HR function (Buller and McEvoy 2012).

Delivering Value through Strategic Human Resource Management

Storey (2014) distinguishes three drivers’ areas whereby Human Resource Management delivers value for the organization. Thos reveals relative importance regarding this benefit differing from the given areas. The main benefit of Human Resource Management placed under the strategic domain such as compensation policies, Executive Development as well as succession planning and competing in an effective way. On the contrary, HR-services involve recruitment, training as well as performance management and succession planning (Budhwar and Debrah 2013).

Oke (2016) provides unique model for adding value of Human Resource Management. It establishes major four roles for Human Resource Professional in four resulted domains.

From the above presented figure, two axes indicate focus as well as activities of Human Resource Professional. Focus majorly ranges starting from short-term or operational to long-term to strategic (Bennett and Ho 2014). This means Human Resource Professionals needs to be operational and strategic in nature. There are various activities ranging from managing process such as HR tools as well as systems for managing people in an effective way.

The second axes depict constitution of importance in Spencer Model focusing on exclusive HR process. Therefore, combination of both the axes results majorly on acting for roles such as management of strategic human resources, employee management as well as management of administration and transformational change (Armstrong and Taylor 2014).

The above four roles describes as the four-result domains where Human Resource management help in creating value for given business organization (Alfes et al. 2013). In other words, Management of Strategic Human Resources involves activities establishing aligning of HRM as well as business strategy. Change Management involves organization possessing the ability for bringing change in the organization whereby management of employee contribution like listening and responding to employees (Jackson, Schuler and Jiang 2014).

Companies are majorly coming out with common sense of understanding whereby Human Resources Manager manages with key link towards attaining company success such as people and performance (Renwick, Redman and Maguire 2013). In other words, long-term success as well as financial performance of any organization correlates with talents as well as motivation and people accomplishments at the same time. In most of the cases, people make as well as sell products, working with customers and collaborating for final decision-making process. Therefore, one of the primary way illustrates where Human Resources adds value to a business with the help of promoting link as well as training employees. This is by rewarding strong performing employees at the time of working at workplace (Buller and McEvoy 2012).

It is important to understand the fact that talent and retaining of top talent employees considers as main foundation of high-performing companies (Renwick, Redman and Maguire 2013). In other words, Hr is largely responsible in way of building as well as managing the systems recruiting, attracting and retention of best employees. This involves establishing strong job designs as well as hiring of right employees for matching activities. Therefore, these aspects help in building strong interviewing as well as screening process in constructing motivation compensation programs (Jackson, Schuler and Jiang 2014).

People and Performance

Legal Protection considers as one of the important way for HR for adding value with the help of legal protection from discrimination as well as wrongful termination lawsuits. In other words, HR professionals should continuously speed up activities especially on employee laws as well as educating Executives and Managers. This help in designing hiring activities as well as promotional systems for promotion fairness and equality (Renwick, Redman and Maguire 2013).. Interview questions mainly align specifically towards job like minimizing risks in a discrimination claim. Therefore, this element of HR can be easily valuable at diverse workplace.

In case of proactive measures, HR strategies will help in undertaking reactive responses in aligning with employment condition (Renwick, Redman and Maguire 2013). In addition, Human Resource Professionals plays major role especially in planning activities. Most of the HR Directors serves as major role on company management teams as well as participating in strategic planning actions (Buller and McEvoy 2012). This involves assessment in understanding company strengths, weakness as well as opportunities and threats. Therefore, Human Resource Participants contributes towards current view as well as future expectations of people and needs of resources. It majorly discuss on the compensation as well as training changes towards researching on the emerging opportunities as well as threats at the same time.

The desire to get strategic analysis embedded in the HR Departments. This majorly means deployment of gaining professional knowledge as well as skills in way of working with managers for bringing improvement in an organization. In other words, it means adding value for focusing the mind regarding the outcome of HR contribution (Jackson, Schuler and Jiang 2014). Benefit of HR Department delivers values depending upon the major issue prevailing in the business organization. Recent organization renders major emphasis upon flexibility as well as innovation and creation as key issues for final decision-making process. In the man strategic process, HR Department affects proper decision-making process after incorporation Strategic Human Resource Management in many theories. The theories render implications of working of Human Resource Professional who are responsible for managing people in the most appropriate way.

Conclusion

From the above study, it has been noted that Human Resource Management perceives as a main partners in and within business organization. Adding value of HR function varies largely among other companies. In one of the article, it discuses on How workforce analytics provide positive measure affecting the Human Resource activities. Before even measuring the benefit of HR, it is important to define the real meaning of expression. Therefore, it is defined as measuring the benefit of HR. In the first step, it is recommended not to adopt all the possible option available. Rather, it is reliable in determining the priorities after identifying which are the stakeholders who are strategically important in other cases. It will help in adding values as defining the nature of value or in case benefit from HR initiatives. This help in examining the variables for predicting the values as well as involvement of Human Resource Management in given business organization. In other words, this perception help in determining Human Resource Management by developing models for mapping adding values in their HR function

Reference List

Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), pp.330-351.

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Bennett, J.M. and Ho, D.S., 2014. Human resource management. In PROJECT MANAGEMENT FOR ENGINEERS (pp. 231-249).

Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave Macmillan.

Budhwar, P.S. and Debrah, Y.A., 2013. Human resource management in developing countries. Routledge.

Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-56.

Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), pp.1-56.

Mathis, R.L., Jackson, J.H., Valentine, S.R. and Meglich, P., 2016. Human resource management. Nelson Education.

Oke, L., 2016. Human Resources Management. International Journal of Humanities and Cultural Studies (IJHCS)? ISSN 2356-5926, 1(4), pp.376-387.

Purce, J., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

Renwick, D.W., Redman, T. and Maguire, S., 2013. Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), pp.1-14.

Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals). Routledge.

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