importance of human resource management essay

importance of human resource management essay

The Significance of Human Resource Management: An In-depth Analysis

1. Introduction to Human Resource Management

Consequently, this brings to the businessman a single independent perspective in order to contribute to the understanding of the numerous and various complex employees within different professional disciplines. Fourth, professional human resource managers are capable of practicing different professions simultaneously as a Business Partner, Employee Advocate, and Change Agent for clients. This identification can provide a rationalization of the various types of employees in the specific HRM environment and activities. The Business Partner is engaged in focusing on opportunities and solutions in order to promote performance, satisfaction, and the financial results of the clients’ business strategy. The employees’ new and existing HR policies will affect the overall strategies implemented. The Strategic Employee Advocate ensures that HR policies and programs reflect the needs of the employees in the increasingly flexible work environment and retention of the present employees in HR office services by suggesting employee growth. The change agent also plays a lead role in keeping the employees’ skills up to date and strives to have effective organizational changes. It is necessary for the proper incorporation of the employees into the HR strategic business plan. No general management process is complete without the HR input. If combined, these proposed professional disciplines would model a valuable role for the managers as well as the other employees in any business environment.

Various strategic concept initiatives have been devised as business models through which business operations and the management community can understand how to arrange for rapid strategic responses to competitive business opportunities. First, HRM is a significant part of organizations by recognizing the important practices that have a significant role to play with managers and within the organizations. Modifying these practices can help organizations achieve a competitive advantage. Organizations decide whether to integrate these human resource policies and strategies into their overall organizational strategies in order to contribute to the broader objectives of the business operations. Second, HRM operates in a dynamic organizational environment, which determines the apparent expansive perspectives that determine the performance of the existing HRM. Variations between the organizational objectives and HRM behavior measures may be increasingly influenced by the larger environment (community and society as a whole) within which the organization is located. Third, HRM is both an academic and an applied discipline. Management in the process of administering the management skills, knowledge resources, and commitment can be associated with the distinctive expertise or with the legitimate power of HRM.

As organizations have grown from traditional authoritarian models to organizations embracing the influence of foreign cultures in the business industry, they have transformed in response to the need to undertake their operations very strategically in order to accommodate modern economically superior models. In this regard, with the formulation of strategic human resource policies and programs, organizations have begun to recognize the importance of providing increased support with the utilization of the organization’s most valued resources: the people. Using these resources to drive business results, organizations are responding to the competitive business environment by attempting to integrate the performance and value of people within the overall strategic organization. This is why strategic human resource management (SHRM) and the strategic organizational impact of HR are becoming powerful emerging strategies of choice for non-price related issues.

2. Key Functions and Roles of Human Resource Management

The primary function of human resource management has one central focus—people. This can be perceived as quite simple if people are thought of as having essentially simple wants and needs. However, in reality, the requirements of each employee change with his or her own unique place on the stage of the personal and professional life cycle. The implications of people having diverse wants and needs indicate that human resource managers have a considerable challenge in dealing with the diverse needs of a large number of individuals. In the knowledge society, where intangibles matter more than tangibles, it is difficult to measure and manage the huge mass of knowledge workers unless there is a proper bonding among them towards the organizational mission. They have to be linked to the organization so as to make significant organizational contributions.

Human resource management is a unique operation because of the role it plays in organizations. Although many other functions and operations exist in the business, all of them have a specific objective, such as producing goods, selling goods, accounting for profit or loss, and so on. In contrast, the main objective of human resource management is to assist the organization in the achievement of its objectives by ensuring that a productive and cooperative workforce is available. This definition of human resource management reveals that business is not only comprised of material resources like investment, buildings and other assets, machinery, raw materials, products, energy, and information, but it also contains human resources, people, who operate these inputs to produce products and services to meet the wants and needs of society. Managing human resources is more fundamental to business because people cannot be treated as other factors of production. They have ambitions, emotions, and feelings, so it requires separate treatment. They should be provided with some values which they expect from the organizations.

3. The Impact of Effective Human Resource Management on Organizational Success

The concept of organizational success has far-reaching implications. Its main objectives are to demonstrate the importance of supporting human resource management with sound management practices, enhance the effectiveness of the human resource function, and provide a broad overview of the unique focus of human resource management in organizations. One way to characterize the high-performance work systems that are unique to an organization is by using its competency model. Each organization’s competencies are different. They represent the best blend of what an organization can do to provide a unique product or service. Organizations, based on their shareholder and stakeholder mix, must strategically focus in ways that will satisfy and balance everyone’s interests. The clearer the vision, mission, and strategic objectives, the clearer the job requirements, and the clearer the competencies necessary to fill the jobs. Building the competencies necessary for success is the focus of human resource management.

Agility, competition, globalization, quality, productivity, diversity, creativity, and ethics characterize many successful organizations in today’s world. An organization is successful when increased performance leads to achieving the organization’s vision, mission, values, goals, and objectives. Human resource management programs make it possible for organizations to support, grow, and manage the human capital that is the foundation for these important organizational success factors.

4. Challenges and Future Trends in Human Resource Management

HR practitioners must gain new skills, such as the ability to design organizational structures to encourage desirable behaviors; the skill of ensuring processes operate to provide value; the design of small group systems and teams at work, and to successfully lead at senior, executive levels. These skills are required to encourage cultures that ensure that the basic needs of people are met in the workforce while satisfying organizational goals. In the dynamic future of HR, organizations will depend on the HR professionals to lead and respond to the evolution of the HR organization. Providing stability, structure, and operations is too often the status quo, rather than the practice of continuous improvement needed to lead dimensions of HR. The dynamic aspects of HR are the nexus between organizational design and the deliberate selection of leaders who recognize their important role in making HR work throughout the entire organization.

Practicing HR managers are said to direct positive changes in organizations’ designs. These designs should contribute to the work systems that help organizations meet customers’ necessities. The best HR managers create organizations in which individuals can work in high-tech, knowledge-based systems. These employees acquire the skills and the driving power to keep pace with rapid shifts in technology and customer preferences. When they do, the organization remains poised to seize emerging entrepreneurial opportunities. The need for HR professionals has gained strength as many companies are recognizing they must undergo significant changes to positively meet the challenges of the 21st century.

5. Conclusion and Recommendations for Effective Human Resource Management Practices

There is some general policy guidance based on these observations and implications, which can be derived in the domain of HRM. Before detailed policy recommendations, it is worth noting the extent to which senior management can better offer work opportunities that enable employees to develop new capabilities. Making adequate structural modifications and providing a supportive culture is really possible. Such modifications, necessary to promote effective HRM practices, may often be an uphill struggle for many organizations given their existing structures, deeply ingrained cultures, and weak employee development opportunities.

Effective human resource management is an essential tool for the achievement of the goals of an organization. There are a variety of important benefits, such as improved organizational performance, enhanced individual development, job satisfaction, and team cohesion. The development and application of HRM practices, which are appropriate for each specific organization, depend on the adoption by senior managers of a comprehensive, coherent, and integrated perspective on how to manage the organization’s workforce in order to ensure that it maintains the competences required to survive and prosper in the face of increasing competitive pressures.