As corporations respond to the changes and challenges demanded by the global business environment, it has strong implications in the manner in which human resource management (HRM) is conducted (Lawler & Mohrman 2003)…
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Understanding and Managing Organisations
As such, human resource (HR) has to find means wherein the management of people becomes the foundation for the success of the organisation (Boxall & Purcell 2003). In this regard, this study will look into HRM, its meaning and functions and on how strategic HRM becomes an essential development in the field. From this perspective, the study will focus on five aspects of HRM, namely, resourcing, employee engagement, job design, employee development and leadership. This is undertaken with the purpose of gaining more insight and better understanding of HRM. The paper will be having the following structure. The first section will deal with the nature of HRM. This will provide the framework in which the five related functions of HRM are appreciated. The second part will deal with some questions pertinent to the five aspects of HRM, which is the focus of the study. This is essential as it affords a way wherein some concerns relevant to these five functions may be clarified. Finally, the third part will be the conclusion. In the end, it is the aim of the writer to be able to produce a clearer vision of the relationship between organisational behaviour and HRM. HRM: Its Nature and Definition Before, HRM has been concerned with administrative functions in people management. However, with developments in technology, HRM administrative functions are no longer its main concern, but it is now focused on coming up with strategies that position the right staff in the right job at the appropriate time and carrying out task effectively. (Lawler & Morhman 2003). As such, human resource management is “strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives” (Armstrong 2006, p 2). Observable in the definition is the notion that people are considered to be as the “most valued assets of the organisation”, this position breaks from the traditional perception that employees are deemed as costs rather than assets. This is a significant condition because there are some who are claiming that there is a difference between HRM and human capital management (HCM) and that the main difference between the two is the actual practise (Armstrong 2006). It is contended that HRM also sees personnel as assets, however, since they have several concerns, only a few of HR people admits in implementing the philosophy and belief system underlying HCM (Armstrong 2006). On the other HCM uses measurable data to come up with policies, strategies and programmes that will help the management develop the right training, learning and opportunities that will further improve the employees. Nonetheless, although the discourse regarding the difference between HRM and HCM is continuing, what is necessary is that HRM and HCM may be combined in order to with better HR policies, strategies and programmes that best suit the needs and goals of both employees and the organisation. With people as valuable assets as its ethos, HR works within a system wherein there is a clear HR philosophy that serves as a guide to managing people. It also has to have clear HR strategies that will lead HRM to its goals and vision. Likewise, it has to have HR policies that will set as the standard in addressing HR concerns while HR procedures are necessary concrete methods or processes adopted by the organisation as it implements HR policies. At the same time, there are
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As such, organizations must be able to adapt effectively to these forces to ensure success. However, steering an organization to success depends largely on how effectively a leader manages its people, self, and the organization. Therefore, in order for an organization to succeed, managers must provide effective leadership by creating a good working environment for its people and other stakeholders.
Nevertheless, their definitions have striking similarities. For example, Legge (2005) has gone to define human resource management as “ the systematic process where the organisation acquires, train, evaluates and remunerates it employees and looks after the issues that relate to ergonomics, labor safety, security, health, equal opportunity and fair treatment” (pp.
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