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Human resource management (HRM) plays a vital role in the success of the organization. HRM focuses on the employees of the organizatiReferencesand effectively utilizes its human capital to achieve the goal of the organization. Therefore, HRM department plays a very crucial role in the development of its resources by employing very highly skilled people who reflect the culture of the company in a very efficient way. The HR department also provides skill development training to reduce the gap that will help them overcome the organizational challenges and to gain competitive advantage (Hendry 2012). The full ranges of HR functions include strategic planning, job analysis and job design, recruitment skill, compensation and performance appraisal, manpower planning, staffing, employee involvement, participation in the management, good employee and employer relationship are designed in a way to achieve the organizational goal at the same time minimizing the cost of the company. There is various skill development programs for the new and existing employees to enhance the skill set and increase the performance of the employees. Moreover, the HR department also provides training to develop leadership capabilities by implementing coaching and feedback-intensive programs that ensure organizational success in future. A well-managed organization puts effort to utilize the human resources and builds the human resources to ensure growth for the organization (Bal et al. 2013).
Therefore, to reach that goal the HRM should consider the people as assets not a cost to the organization. So considering the human resources as an asset is a part of human resource management that helps the business to gain profit in long run.
At all the levels of the organizational hierarchy, the HR department and manager work collaboratively to build employee skill and competency. For instance, the HR manager guides the supervisor and managers - how to assign employees efficiently to different job roles in the organization and helping the business to adapt to the changing environment of the organization (Bondarouk and Ruël 2013).
The HR professionals also recommend the strategy to ensure employee involvement in the enterprise. This begins with recruiting the right candidate for the right position at the right time to fulfill the requirement in the organization in a most efficient way possible, thereby, building the inventory of human capital to reduce high attrition rate in the company (Jamali et al. 2015).
The HRM team helps the company to develop competitive advantage that involves developing core competency for the business to offer the unique range of goods or services. For example, Sony’s skill in miniaturization is a distinct quality that has given an edge over the competitors. It is not about hiring new talents but retaining them in the organization (Khattak et al. 2015).
This is one of the major responsibilities of HRM to do planning and formulate the strategy to select the right person for the job to ensure success for the organization and minimize wastages. They design the job criteria as per the job role. The other tasks regarding the recruitment include formulating the action plan and the scope of the job assigned to the employees and addressing the obligation of an employee. The HRM imparts training to the employees as per the requirement of the business. In this way, the existing staff will get the opportunity to sharpen the existing skills to develop unique skills to fit in the new job role in the organization (Longoni et al.2014).
HRM encourages the employee to work according to their potential for the team and give them suggestions to improve the skill set. The HRM team communicates with the staff on a regular basis and provides feedback to improve their performance in respect to the particular job roles. It helps them to form an outline of their expected job functions in a clearer way thereby guiding them to execute the goals in a more efficient way. The HRM designs an efficient appraisal system and incentive plan to motivate the employees to become more productive for the organization (Gelens et al. 2013).
The performance of the group is mainly affected by the employees and the work culture that prevails at the workplace. The HR department creates a friendly work environment for the employee to enhance their performance. A well-illuminated, safe and clean office and cooperation among employees increase the job satisfaction of the employee (Schalk et al. 2015).
In an organization, disputes arise from the employer (management) and employee on various issues that include wages, bonus, working condition, performance incentive and many other things. The human resource department acts a consultant to solve these matters to reach to an amicable solution in an efficient manner. The grievance redressal team handles the grievances of the employees to come up with the solution to resolve them efficiently (Beer et al. 2015).
To establish a good public relation is one of the major responsibilities of HR managers. They organize seminars and business meeting to build the relationship with other sectors. In addition to that, the HR department plays a significant role in developing the marketing and business plan of the organization. Therefore, the organization should have a proper HRM policy to manage these activities on a regular basis. Therefore, the team puts tremendous effort to develop an effective HR system to ensure growth and success of the organization (Shaw et al. 2013)
HR manager helps the team to achieve the mission and vision of the company by formulating and implementing strategies, thereby, helping the organization to achieve success. HRM strategies helps the employee and the team to perform better. The HR manager ensures that there is a direct connection between the organization’s purpose and the policies and procedures of the company. The HRM with its strategic approach is the guiding forces that provide the operating framework and controls the system and help to achieve success. Therefore, it can be said that the purpose of HR is to leverage human potential to ensure the high organizational efficiency in order to achieve organizational goals (Shaw et al. 2013). Hence, the organizational success is dependent on the HRM department of the enterprises by ensuring
HRM serves the purpose by
To increase the organizational performance, the HRM must implement strategic planning in decision making, in redesigning the organization and the work management ensuring financial accountability to run the entire system in a more efficient way to bring success for the team (Truss et al. 2013).
The above discussions reflect how the organization success is related to the human resource management function. The HR department plays a major role in achieving the goals of the organization by influencing the activities in a most significant way. Therefore, the team’s success depends on the performance of the human resource department. HRM and its strategic approach determine the policies to recruit, develop and retain employees in the organization and help the organization to achieve success. HRM helps the employees to increase employee satisfaction levels, and performance and the productivity of the enterprise. This provides a competitive advantage and contributes to the success of the organization. HRM provides the manager the tools and skill to improve the performance of the employees. By utilizing the tools and working closely with the HR professionals, capabilities and potentialities of the employees can be extended and organizational success can be ensured. For this reason, the role of HRM has assumed significant importance in the last decades. Consequently, it has been realized that the effective HR function has the significant impact on the line and staff functions of the organization to ensure success for the organization.
Bal, P.M., Kooij, D.T. and De Jong, S.B., 2013. How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50(4), pp.545-572.
Beer, M., Boselie, P. and Brewster, C., 2015. Back to the future: implications for the field of HRM of the multistakeholder perspective proposed 30 years ago. Human Resource Management, 54(3), pp.427-438.
Bondarouk, T. and Ruël, H., 2013. The strategic value of e-HRM: results from an exploratory study in a governmental organization. The International Journal of Human Resource Management, 24(2), pp.391-414.
Gelens, J., Dries, N., Hofmans, J., and Pepermans, R. 2013. The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda. Human Resource Management Review,23(4), 341-353.
Hendry, C., 2012. Human resource management. Routledge.
Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management roles in corporate social responsibility: the CSRâ€HRM coâ€creation model. Business Ethics: A European Review, 24(2), pp.125-143.
Khattak, A.N., Ramzan, S. and Rehman, C.A., 2015. Organization Development through effective Hiring System: A phenomenological study of business organizations. The Journal of Commerce, 7(4), p.152.
Lamba, S. and Choudhary, N., 2013. Impact of HRM practices on organizational commitment of employees. International Journal of Advancements in Research & Technology, 2(4), pp.407-423.
Longoni, A., Golini, R. and Cagliano, R., 2014. The role of New Forms of Work Organization in developing sustainability strategies in operations.International journal of production economics, 147, pp.147-160.
Schalk, R., Timmerman, V. and Van den Heuvel, S., 2013. How strategic considerations influence decision making on e-HRM applications. Human Resource Management Review, 23(1), pp.84-92.
Shaw, J.D., Park, T.Y. and Kim, E., 2013. A resourceâ€based perspective on human capital losses, HRM investments, and organizational performance.Strategic Management Journal, 34(5), pp.572-589.
Truss, C., Shantz, A., Soane, E., Alfes, K. and Delbridge, R., 2013. Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory. The International Journal of Human Resource Management, 24(14), pp.2657-2669.
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