human resource management

human resource management

The Evolution of Human Resource Management Practices: A Comprehensive Study

1. Introduction to Human Resource Management

2) Structure and Conclusion The trend that has distinguished the development of the economic phenomenon in part of the last century has also influenced the disciplinary field, generating stimulants which have been formulated in emerging investigations. The development of logic, rules and decisional standards are faced and deepened through the individual capacity to develop competences and skills which are considered to be part of human capital. The acquisition of further competences increases the ability to develop new disciplines on the problems and opportunities related to international development. The HRM department has the task of identifying the problems derived from the presence of human capital for the partners, as well as the determination of policies to valorize the human capital, which is often developed also through specific training incentives. For the HRM department, human capital is considered to be the essential principle of the entrepreneurial structure, a basic factor and a source of wealth on which the company is structurally based. The observation of the specific skills for the managerial paths of companies operating in the sector under examination, instead, suggests a particular attention towards the capacities to develop know-how; specific characteristics connected with the business dimension prevail, including the development of the entrepreneurial spirit.

1) Human Resource Management and Human Capital Human resource management (HRM) can be viewed as an extended, as well as a wider, framework of company concepts and practices to the impact of the evolution of European industry. This is one of the approaches with the strongest prestige in the comparative analysis field. The nomocracy shows a series of elements of a fundamental nature to characterize the content block of human resource management, such as managing human resources in companies, the impact of the international context, the more specific changes in four European countries and, finally, the context of sector knowledge intensive services centers in Madrid. The text begins with an elements analysis of the different points of view from which the concept of company should be analyzed, while also giving a central role to the approaches to the economy of human capital.

2. Historical Development of HRM

The number of different names given to the personnel function suggests that there has been substantial confusion over the role and purpose of personnel management in the United States and Canada. There has probably been no other decade in the history of the United States and Canada when more attention was devoted to the employment practices of business and industry as the 1970s. A look at the contents of personnel management presented a balance that is similar to the contents of a personnel/HR magazine today. Examples of other names given to the personnel magazine are Personnet, Personnel Management Report, Human Resource Management Report, Personnel Administrator, Personnel Administration, The Personnel Supervisor, Personnel, Academy News, Labor and Education, Management and Labor in Education, Management and Labor in the Public Interest, Labor Relations Week and Personnel Weekly.

In the fourteenth century, an increase in trade resulted in the rise of a merchant class in Europe. Companies in this era were small, and the administrators of these organizations would exert their personal influence on workers to ensure performance. The inalienable right of personal influence developed into a management theory that today is referred to as “top-down influence.” Since that time, the HRM function has continued to evolve, and the term human resource management, which is widely used in business and industry today, came into popular usage in the early 1980s. The evolution of the profession has involved three milestones. The first milestone was adding the word “services” to personnel so that personnel management became personnel services. The second milestone was adding the word “human” to resources. The phrase “personnel management” remains in use today, but there are more than 60 different names that have been given to the personnel function in the United States and Canada, and there are over a dozen names that have been given to the personnel magazine.

3. Key Functions and Roles of HRM

Human resource management has several roles in today’s many organizations, including employment, the selection, development, training, compensation, and organizational culture and motivation. These different roles are detailed in specific areas such as equal employment and affirmative action (to ensure a diverse workforce); selecting and developing executives, employees, and managers; establishing and implementing pay and benefit management; taking charge of organizational development and change; modifying organizational cultures to support organizational goals and objectives; updating training and development, ensuring retention, maintaining employer-employee relations, and maintaining high performance. The responsibilities include the new job, emerging that pay while staying abreast of changes in legal concerns; ensuring that a labor relations strategy is developed, and developing an agency strategic HR plan (technology management could provide support in this area because such a plan could use a database system that tracks employees and ethnic background, pay, and benefits).

In the modern organizational context, human resource management is a separate function entirely. The key functions of the human resources department are discussed below. These are just a few of the hundreds of possible roles for human resource employees. Some domestic and global factors include economic, technological, political, social, and cultural aspects. What must HR management be knowledgeable about? The primary goal of human resources management is to harness the human resources (that is the skills, knowledge, ability, experience, improved physical state) and leverage their use in organizational pursuits. As earlier indicated, the use of employees improves bottom-line results, which are a major organizational pursuit.

4. Emerging Trends and Technologies in HRM

Social media use has extended throughout the whole organization with the introduction of human capital management, enhancing integration. The cloud service is used to keep all employee HRM records and access software applications for all HRM functions (recruitment, payroll, appraisal systems, workforce analytics, etc.). These are now all part of HRM. Larger organizations have introduced intranets for their employees to access their records, HRM policies, and procedures, as well as a forum for all types of useful information and communication. Touchscreens are another operation available to employees, allowing quick access to their records. These technological advances have helped HRM become more strategic. It has allowed people costs to be reduced and streamlined HRM procedures, and the use of apps to free HRMs from time-consuming administrative chores. In turn, HRMs were able to focus on making the workforce more productive as well as supporting organizational success, thereby influencing the bottom line.

Technology and social media have been with us for some time and have had a significant impact on HRM. These advances have led to a paperless society, with social media platforms becoming a preferred communication method. The introduction of touchscreens and web-based systems has provided HRMs with the ability to introduce non-hierarchical internet-based intranets. Recruitment has become a paperless process with the use of web-based systems, mobile apps, and social networking platforms. Cost-saving benefits exist in the use of social media sites, intranet-based sites, and the ability to introduce an economic social media recruitment process. The successful usage of these platforms offers a competitive advantage, providing an organization with quality candidates who are recruited quickly at a lower cost.

5. Challenges and Future Directions in HRM

The following questions can help HR managers design the firm’s strategic focus on HRM.

Researchers suggest several different paths into the new world of HRM. The application of a stakeholder perspective to HRM requires that the interconnectedness of the firm’s value chains to groups that are important to the firm’s success must be determined. This perspective suggests that HRM systems need not be inconsistent with each other and must vary across firms and within firms during any strategic shift.

Fourth, HRM needs to address the globalization and localization of workforces reflected in the growth of multinational enterprises. Attention should also be given to the changing employment contract in which work is increasingly flexible and the workforce downsized.

The third challenge is to redesign work systems so that they integrate across the horizontal value chain that characterizes most firms’ business models.

A second challenge of HRM is to take a more strategic approach to managing people, particularly as the workforce becomes more educated and more culturally diverse. Business strategy should direct and guide HRM policy on managing people, not the other way around.

The first challenge is to continue to remain proactive in addressing the real substantive issues in managing people and focus more on what practitioners do and less on theoretical debates. The HR function must thoroughly understand what the work of the organization is and what the human capabilities needed to perform that work are.

The HRM practices, as per the traditional imperatives of HRM and strategic HRM, are undergoing changes in today’s rapidly changing, technology-driven, highly competitive workplace. These changes pose many important challenges for HR managers.