Human resource management (HRM) is considered as one of the important element of organizational structure (Alusa and Kariuki 2015). The behavior of the employees and organizational development is highly responsible on human resources management. There are many journals and articles that have provided a vivid picture on the concept of human resource management of an organization. Some analysts claim that HR department of an organization works as a link between the organizational authority and employee (Sparrow, Brewster and Chung 2016). It plays a vital role in managing the behavior of the employees (Jabbour et al 2013).
The below mentioned article has focused on three articles to give a transparent picture of human resource management on the organizational structure. These three articles are –how the impact of HR practices on employee well-being and performance changes with age, the link between perceived Human Resource Management practices, engagement and employee behaviour and performance benefits of reward choice: a procedural justice perspective. These three articles have enlightened different aspects of human resource management.
There are many similarities between these articles - how the impact of HR practices on employee well-being and performance changes with age, the link between perceived Human Resource Management practices, engagement and employee behaviour and performance benefits of reward choice: a procedural justice perspective. These articles have enlightened the human resource management section of an organization. All the articles have stated that human resource management has a great impact on organizational development. It influences the behavior and performance of the employees. According to the authors of the articles in this competitive world where every business organizations are focusing on achieving different goals and giving tough competition to all the rival companies, human resource management stimulates the motivation of the employees by various kinds of HR practices such as- rewards and recognitions, performance appraisal system. It influences the growth of the organization. The writers of the articles have stated that HRM can influence individual employees to reach to the higher level as well as it can influence employees to improve their current performance (Renwick, Redman and Maguire 2013). Human resource management helps the employees to adopt change management process within the organization. The writers have further stated that human resource management helps the organization to achieve the long-term goal. It is important for every organization to maintain healthy and interactive relation with the employees. Human resource management often works as a link between these two key components of an organization. According to these articles human resource management shapes the behavior of the employees. It plays an important role to increase the loyalty of the employees towards the organization. The outcome of the organization is highly dependent on the efficiency of HR department of the any business organization.
These three articles have focused on three different aspects of the human resource management. ‘How the impact of HR practices on employee well-being and performance changes with age’ has focused on how the HR practices have changed over time. According to this article in this competitive era, it has become very important for human resource management department to play various roles to improve the performance quality of the employees. It has discussed about two types of functions of human resource management, such as- HR practices to improve the current performance quality of the employees and HR practices to influence the employee to reach to the next level of the performance. Dorien T.A.M Kooji, David E. Guest Mike Clinton, Terry Knight, Paul G.W Janse, and Josje S.E Dikkers, the writers of this article have claimed that development of HRM is important to improve the quality of employee’s performance (Kooij et al. 2013). On the other hand the article, ‘performance benefits of reward choice: a procedural justice perspective’ has highlighted the reward and recognition system of the human resource management. It has stated that reward and recognition is an important tool to improve the quality of the employee’s performance. It is an integral part of the human resource management strategy of the business organization. According to the Arran Caza, Matthew W. McCarter and Gregory B. Northcraft, the writer of the article rewards provide two benefits to an organization, such as- it controls the cost of an organization by maintain healthy relation with the employees, it improves the brand image of an organization by improving the performance quality of the employees. They have further claimed that there is strong connection between organizational development, employee performance and reward system (Caza, McCarter and Northcraft 2015). Another article ‘the link between perceived Human Resource Management practices’ written by Kerstin Alfes, Amanda Shantz, Catherine Truss and Emma Soane has stated that HR practices influences the employee engagement on the organizational structure. This article has claimed that human resource practices play a crucial role in the organizational outcome and improve the relation between the employees and organizational management. The development of the organization is highly responsible on the human resource management of an organization. The article has enlightened two key variables- organizational citizenship behavior (OCB) and turnover intentions (Alfes et al. 2013).
Although, these articles have enlightened three different sections of human resource management, there is a common factor in all these articles. These articles have portrayed human resource management department of an organization as key element of the structure of the organization. The operations of HRM are related to each other. In order to achieve the organizational target, the organizational management relies on the human resource management to improve the relation with the employee and improve their performance quality. Human resource managers influence the behavior and loyality of the employees by providing training and development program and appreciating them for achieving short-term goals (Kehoe and Wright 2013). It engages the employee in the organizational structure in an effective manner. Reward system, employee engagement and employee performance is related to each other. Human resource management often gives rewards toe their employees to improve the performance quality of the employees. It increases the employee engagement towards the organization. An employee often feel an important part of the organization is motivates them to give their best performance.
These three previously mentioned articles are related to each other. Although, these articles has highlighted different types of HR functions, these functions and interrelated. The primary aim of the human resource management is to improve organizational performance to achieve the organizational goal. In order to accomplish this objective successfully the human resource managers focus on shaping the employees behavior, loyalty and improve the performance quality of the employees, as these things are highly responsible to maintain the brand image of an organization in the society and among the competitors (Paillé et al. 2014). To improve the performance of the employee and maintain healthy relation with the employees reward system is used as a key tool (Budhwar and Debrah 2013). It motivates the employees to give their best performance for the betterment of the organization. It often resolves various issues between the employees and organizational management. To maintain healthy relation with the employees, organizational management often provides them incentives, leaves and other provisions. Human resource management department works as a bridge between the employees and organizational management. HR managers convey employee’s messages to organizational management. The organizational management realizes their mistakes of loopholes in the organizational structure with the help of HRM department of the organization (Jackson, Schuler and Jiang 2014). It helps them to rectify their mistakes and improve the relation with the employees. The basic concept that has been provided by these three articles is same. These articles have stated that human resource management in this competitive era has become a pillar of the business organization. It covers key areas of the organizational operations.
As per the interpretation of the three articles it can be stated that HRM is an integral part of the organizational structure of every business organization. It influences almost all the functional area of a business organization (Arulrajah, Opatha and Nawaratne 2016). It is important for every business organization to maintain a transparent relation with the employees and involve them in the organizational decision making process. It may generate any creative idea. While any business organization is facing any kind of problem with the employees, the organizational management can seek the help of human resource management department to resolve the issue. Being an important link between the organizational authority and staff members, human resource manager can convey the message of the organizational authority (Chuang, Chen and Chuang 2013). It will provide a clear idea about the organizational objective to the employees. It will establish a strong relation between the employees and organizational authority. It will be beneficial for resolving the issue with the employees. The organization can provide rewards to their employees as well to impress them, as employees are the key element of an organization and employees are responsible for the growth of the organization (Rondeau and Wagar 2016). Human resource managers can increase the employee’s motivation to give their best performance and improve the relation between the employees and organization by providing them rewards. Incentives, leaves and other facilities often work for the benefit of the organizational authority. Any organization that is experiencing various obstacles related to labor union must incorporate rewards system into their organizational structure to maintain interactive and transparent relation with the employees and labor unions (Armstrong and Taylor 2014). The human resource management department of the organization must define the need of reward system to shape the behavior of the employees, improve their quality of employee’s performance and increase employee engagement in the organizational structure. Being a pillar of the organizational structure, it is considered as the responsibility of the HR managers to help the organization to overcome these issues.
As per the previous discussion, it can be stated that human resource management plays an important role in the development of an organization. It increases employee’s efficiency, employee engagement and maintains healthy and transparent relation between the employees and organizational authority. The three articles that have been discussed in the previously mentioned report has enlightened various functions of the human resource management, such as – employee engagement, reward system, employee behavior. However, these sectors are interrelated with each other. To achieve the organizational goal, the organizational management relies on the human resource management department of the organization, as it shapes the behavior of the employees and increases the employee’s dedication towards the organization by appreciating them for achieving goal and providing them various kinds of rewards like- incentives, bonus, leaves and other facilities. These articles have claimed that it has become very important for every organization to depend on the human resource management department to achieve the organizational goal and earn the desired position in the society and people around the organization.
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.
Alusa, K. and Kariuki, A., 2015. Human resource management practices, employee outcome and performance of Coffee Research Foundation, Kenya. Human Resource Management, 7(3).
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.
Arulrajah, A.A., Opatha, H.H.D.N.P. and Nawaratne, N.N.J., 2016. Green human resource management practices: a review. Sri Lankan Journal of Human Resource Management, 5(1).
Budhwar, P.S. and Debrah, Y.A. eds., 2013. Human resource management in developing countries. Routledge.
Caza, A., McCarter, M.W. and Northcraft, G.B., 2015. Performance benefits of reward choice: a procedural justice perspective. Human Resource Management Journal, 25(2), pp.184-199.
Chuang, C.H., Chen, S.J. and Chuang, C.W., 2013. Human resource management practices and organizational social capital: The role of industrial characteristics. Journal of Business Research, 66(5), pp.678-687.
Jabbour, C.J.C., de Sousa Jabbour, A.B.L., Govindan, K., Teixeira, A.A. and de Souza Freitas, W.R., 2013. Environmental management and operational performance in automotive companies in Brazil: the role of human resource management and lean manufacturing. Journal of Cleaner Production, 47, pp.129-140. Messersmith, J.G. and Wales, W.J., 2013. Entrepreneurial orientation and performance in young firms: The role of human resource management. International Small Business Journal, 31(2), pp.115-136.
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.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Kooij, D.T., Guest, D.E., Clinton, M., Knight, T., Jansen, P.G. and Dikkers, J.S., 2013. How the impact of HR practices on employee well?being and performance changes with age. Human Resource Management Journal, 23(1), pp.18-35.
Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), pp.451-466.
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.
Rondeau, K.V. and Wagar, T.H., 2016. Human resource management practices and nursing turnover. Journal of Nursing Education and Practice, 6(10), p.101.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management. Routledge.
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