Benefits of Human Resources to the Organisation - Literature review Example

Benefits of HR to the Organisation The main understanding amongst the various HR managers across the globe is that their department is one of the most critical ones in the organisation. The success of an organisation depends primarily on the ability of the HR department to come up with strict measures of dealing with the issues that characterise the growth and development of human resources within the organisation. The ideal situation is hard to come by in any organisation, and the strategies used will determine whether the organisation will develop beyond the norm. Actually, the HR practices only depend on the ability to maximise on the available talent, and the benefits accrued from talent management will only be noted if the company can maximise on performance and productivity. The organisation will benefit hugely from the growth of the HR department and the maximisation of the resources present to create a prosperous organisation. Rynes, Colbert and brown (2002: 149) opine that the organisation is bound to develop hugely if the set of HR practices and firm financial performance are enhanced to achieve the desired results. This means that the HR must look at the benefits the organisation will occur by making good use of the formal communication programs, employment tests for performance evaluation, regular attitude surveys, compensation packages to improve performance, and good hiring practices to benefit the organisation. The HR will have to contribute immensely to the organisation as a way of proving that subtle measures can be used to improve performance and increase motivation. Canings and Hills (2012: 139) note that the HR manager can assess the contribution of the human resources available for the purpose of stabilising and managing expectations from stakeholders. Innocenti, Profili and Sammarra (2012: 724) note that the economy as it is currently requires a HR department that understands the importance of organising human capital based on the ends of the company. The current economic situation requires human capital preeminent in knowledge intensity and web-based organising skills - something HRs across the world need to emphasise. Parker and Caine look at the impact that human resource planning as one the organisation. Companies began taking the HRP tools as essential for the growth of the organisation through the realisation that the needs of the organisations were changing. Changes were needed to keep the company on the development lane (Parker and Caine 1996: 30-31). The aim was to entrust the development to the planning ability of a few people who would recommend changes and pinpoint the root of the problems facing the company. In many cases, the HR department had to do everything manually, but the automation process that has seen literature on the changing roles of HRs across the shows a need to rethink strategy (Innocenti, Profili and Sammarra 2012: 724). The older thinking methods were no longer as useful as they should have been in the modern environment. Cannings and Hills (2013: 140) note that the role of the HR has undergone several transformations that require greater understanding for the sake of meeting the immediate needs of the organisation. With time, CEOs realise that the functions of the HR should include the translation of needs into business strategies that management can easily understand so that they can plan on how to achieve it. The HR is now an all-round individual with the capabilities of meeting the demands by streamlining services and improving on the department’s roles. The HR department requires audits to establish new avenues of growth. This means that the function role is an important one because it examines the systems the HR will utilise for the sake of communication and passing of information to the rest of the organisation. The service role implies having stable customer service relationships that improve on responsiveness and create loyalty. The importance of compliance to legal requirements is also an essential part of the goals of the organisation, something that requires greater utilisation of the HR’s experience. It is also important to have a strategic workforce development program that increases the company’s value as well as individual skills and capabilities (Cannings and Hills 2013: 140). Inyang (2011:142) notes that the role of the HR is divided into two main categories. The first category deals with making sure that the management understands its role in the development of people. In this role, the HR has to make sure that management and employees have a good relationship. The second role deals with the creation of a favourable working environment that will ease the employees’ ability to maximise on their potentials. The HR understands that the benefits given to employees are very important in providing motivation requisite for improved job satisfaction and performance. HRs need to ensure that this is done according to the rules and regulations of the organisation. To benefit from the experience, skills and capabilities of the HR, Inyang notes that several changes are imminent. The execution of business strategy should be in line with the development of relationships from the boardroom to the market place. The HR should also work on organising and executing business strategy so as to deliver the administrative efficacy needed to reduce costs and improve quality. The HR also has to work on championing for the rights of the employees as way of improving employee working conditions and relations within the organisation. Change should always start from the HR’s office because the HR realises the importance of shaping processes and cultures to improve capacity for change (Inyang 2011:142). Organisations that understand the role the HR plays are always ready to support them. The organisation relies on the human resources available to achieve its goals. It requires the organisation to make good use of the skills available for the sake of meeting the main ideals of the organisation. This department requires the maximum support it can get from the entire organisation. Strategic human resources management systems are essential for the shaping of the corporate world. The important thing is to entrust the HR department with the significant and positive attributes that correspond to the needs of the organisation. Essentially, the global economy has brought new needs that the HR should be conversant with, and the required training and degree of human resource practiced should reflect the changes made (Choo, Halim and Keng-Howe 2010: 102). Globalisation presents new challenges that require new thinking. Choo, Halim and Keng-Howe show the impact that the degree of globalisation has on the growth of the society. The idea is to represent the people and champion for the rights despite their race, creed, religion or nationality. If the HR does not provide a steady fight for the rights of the employees, the company will lose out. Some of the highly skilled employees will leave their work and others will be demoralised. The aim is to reduce the instances that reduce production and performance. As Inyang notes, the global business platform has expanded in the past few years and the opportunities presented to companies have increased so much in the past few years (2011: 103). Globalisation has been a key determinant of what HRs need to do to meet the emerging demands. The reactions are very important in determining the way the organisation will deal with it, meaning that the changes within the business environment will have to be proportional to the present human capital. Inyang proposes new responsibilities for the HR that will benefit the company. The HR has to deal with the acquisitions that dwell on the human resource planning attributes. These are ideal for the increase of competence on the effectiveness and efficacy of the employees. The other attribute is development that improves on the enhancement of performance through training and education (Inyang 2011: 144). The other aspect has to deal with the motivation of the employees as a means of improving thing performance and ability to meet their needs and desires. These varied needs require different sources of motivation that will elicit or stimulate performance. The HR needs to understand that each employee is looking for satisfaction at work, and the only way of guaranteeing this is by improving on the work environment. The HR has to work on restricting performance so that employees can improve on their loyalty and commitment to the organisation. Only happy employees will remain committed in this competitive global market (Inyang 2011: 145). As Cannings and Hills opine, the growth of the organisation takes the direction that the HR because this department is tasked with improving effectiveness of the organisation (2013: 141). The aim of the organisation is to have a better outlook at all times. The HR activity aligns itself to the practices and culture within the organisation. This means that any assessment made must work towards providing a holistic approach to recognise the interconnected nature of operations within the organisation. This holistic approach will benefit the organisation by supporting the aims. This eliminates the unnecessary wastage when dealing with important organisational aims (Cannings and Hills 2013: 142). Human resource management requires the greater understanding of the needs of the organisation and the ability o maximise on the ideas that suit the company’s growth. The CEOs realise that the HR should have the right answers, and the only way of making use this prevails is by creating a platform for them to effect the changes desired. The experiences and skills learned through time are important to achieve the goals of the organisation. Employees expect the HR to champion for their rights. The HR must understand the level of involvement required to actualise the demands of the organisation. This will benefit the organisation and improve not only performance but also productivity. References Cannings, A. & Hills, T. (2012) A framework for auditing HR: strengthening the role of HR in the organisation, Industrial And Commercial Training, vol. 44, no. 3, pp. 139-149. Choo, S.S., Halim, H. & Keng-Howe, I.C. (2010) The impact of globalisation on strategic human resources management: the mediating role of ceo in HR, International journal of business studies, vol. 18, no 1, pp. 101 to 124. Innocenti, L., Profili, S. & Sammarra, A. (2013) Age as moderator in the relationship between HR development practices and employees,’ positive attitudes Personnel Review, vol. 42 no. 6, pp. 724-744. Inyang, B.J. (2011) Creating Value Through People: Best Human Resource (HR) Practices in Nigeria, International Business and Management, vol. 2, no. 1, pp. 141-150. Parker, B. & Caine, D. (1996) Holonic modelling: human resource planning and the two faces of Janus, International Journal of Manpower, vol. 17, no. 8, pp. 30-45. Rynes, S.L, Colbert, A.E & Brown, K.G. (2002) HR professionals’ beliefs about effective human resource practices: correspondence between research and practice, Human Resource Management, vol. 41, no. 2, pp. 149–174. Read More