Introduction and Concept of Human Resource Management - Essay Example

The goals of HRM Name Grade course Tutor Institution Date Word count: 2418 Introduction and Concept of human resource management HRM is a way of implementing HR policies, strategies and practices in organizations in a directed and conscious support system. Training and development, compensation and benefits, recruitment and selection and performance management are some of the HRM activities. Today, driven by the global havoc, the pace of change is driven by the global economy integration, technological evolution and the ongoing transformation in the labour sector. Over the years, HRM has been introduced in organizations in order achieve standardization; improved service delivery, efficiency and organizational image while empowering management to transform HR into a strategic function (Sims 2002, p.17). In the recent years, use of HRM has been greatly adopted into many organizations, with some using technology to improve human resource management strategies. This may help the management to improve efficiency and advancement of HR roles to be more strategic. Other HRM goals include efficiency and cost savings, improvements and strategic aims in customer services. These functions are clearly beneficial to the organization. However, according to research conducted by Walker, Damanpour & Devece (2011), HRM implementation might pose challenges to the adopting organizations. In this paper, goals of HRM in an organization are stated and the actual outcomes discussed. The paper also, analyses factors affecting implementation of HRM systems and solution to the challenges recommended. The broad effects of globalization and competition in organizations increase the need to improve performance. This also defines the need to implement a performance management system that is applicable to expatriate employees. Change and technology are some of the driving forces in enhancing organizational performance and within HRM emerging role of technology (Neely, Gregory & Platts 2005, p.1233). Consideration is accorded to the final section of the evaluation about future issues. The paper addresses the aspect of cultural variation drawn from international communities that argue that within HRM of many countries, there is limited convergence to results. Ways in which the theory or practice has influenced the way that management is conducted An analytical approach of HRM is concerned with the understanding of management functions in order to achieve set objectives and work with people on the different contexts, taking into account both managerial and employee interests. For a majority of workers who achieve the executive ranks, it is a result of how well they define their careers. Goal acceptance, difficulty and increased goal challenge increases performance as a result of increased motivation. In expectancy theory, it is assumed that individuals’ anticipation of satisfaction influence behavior (Sims 2002, p.18). In any system, the social power and processes incorporated in the organization systems are significant mediating factors for success and operation with country-cultural and broad organizational context. The most significant model of human resource management is formal appraisal based objective goal setting but these are affected by adaptation of the cultural context. The starting point in goal setting is aligning individual goals with those of the organization (Heinrich & Marschke 2009, 183). This may however, be a challenge to achieve, practically due to lack of comprehensive organization goals, diversity, sheer volume or even inherent growth instability. The primary task of this practice is gathering of empirical data and building a theory to explain management systems in a vast number of organizations, workers across different workplaces. The system assesses the outcomes while inviting application of sociology and considering the wider society. Human resource management has developed over the years to become an integrated process. It incorporates goal-setting, appraisal of performance and establishment of a coherent and unified framework (Heinrich & Marschke 2009, p.184). This is done with an aim of aligning the individual goals with the organizations objectives. It is concerned with maximizing workers contribution to the organization, manages and develops workforce to improve performance. The aspect of sociological imagination links individual personal troubles and the broader public aspects (Sloan & Gavin 2010, p.67). Critical view on the ethical and moral implications of the theory or practise Pragmatism is considered a form of social analysis that can make contributions to public debate. Pragmatism is founded on the basis that a conception of truth that recognizes theories about, or in account of are true than others (Vance, Vance & Paik 2010, p.39). Claims setting and logical consistency would apply traditional criteria in best evidence that can be mustered. According to Walker, Damanpour and Devece (2011, p.369) the nature of a goal set reflects cultural and national context impact in relation to competencies. For example, the low masculinity and low individualism traits in Indian culture influence their priorities in relationships, and recognition of their work increases their motivation. In China, ideological and moral behaviors in relation to the task are also evaluated in state-owned organizations where management widely practice performance appraisal. Goal setting should be a joint activity between a department manager and the individual worker (Sims 2002, p.21). However, this concept is a challenge to implement in many organizations with diverse cultures especially the multinational companies and those with big hierarchy differences. For instance in Finnish MNC, Germany and Sweden are more suitable for a joint process than the US where individuals are assigned goals. In similar variations, cases have been reported in China where aspects such as hierarchy respect and significance of a good image cultures have influenced MNCs choice to use jointly panned goals (Prices 2007, p.41). This has also brought change in number and nature of goals to ensure easily attainability. According Parry and Tyson (2011 p.229) the manager is the key player in motivating, organizing resources, coaching and enabling performance to facilitate the development of any opportunities while monitoring and objective revision of human resource management expectations if necessary. Identification of required resources and development needs is a competency framework in HRM. It is supported by integration and important consideration to achieve the set objectives. For instance, in a case study of Gadhi International Airport, Shaikh, and performance appraisal it was discovered that managers tend to rate employees equally in the reports and then fail to counsel during feedback due to the country’s culture of high masculinity and high power distance (Varma, Pichler & Toh 2011, p.47). The importance of political and historical context is also demonstrated in China where management experiences difficulty in providing direct feedback and criticism. This is due to the reserved and indirect communication patterns in the Chinese culture. In most countries, workers misinterpret appraisal purposes, and this is explained in terms of culture diversity. However in every organization, human resource management has a number of aims with most common being judgmental and developmental (Kaila 2005, p.48). Feedback provision and employee support in the process of human resoure management plays a fundamental role in moulding their character at work. Similarly, integration of HRM procedures will allow an opportunity for the reviewers; for example, provision of career advice on available opportunities and train them on development needs as identified (Smither & London 2009, p.29). In this way, achievement recognition, praise and motivation will follow naturally in a well conducted performance evaluation exercise. Intrinsic nonfinancial rewards to workers are recommendable in organizations practicing HRM with a developmental aim especially in the western context (Kaila 2005, p.45). Other cultures may tend to experience conflict in the developmental approach. In the case of China where there is a high power distance culture, human resource managers are reluctant to provide counseling or even engage in a two way communication and this may contribute to failure of the appraisal process. In a similar case, in Russian culture perceives direct feedback as unacceptable (Sims 2007, p.92). Price (2007, p.64) notes that another complexity in HRM is its extensive use to drive financial reward successfully. Using competencies and objectives in goal-driven human resource management goal achievement is attached to the rewards. Robust systems are required of measurement in achievement which is a challenge to a number of organizations. Accuracy and validity of such ratings is hard to establish since it is expressed comparatively in terms of overall rating. It is also argued that rating people’s performance in terms of control rather a motivation killer rather than a contributor to performance. Apart from measurement difficulties, in theoretical organizations complexity of operation tend to be a problem in matters of contingent pay. Employees need to comprehend the relationship between goal achievement and rewards. This concept derived from the expectancy theory whereby people are only motivated by their expectation of worthwhile rewards for their contribution and effort is a key motivator. This however, is a challenge because an individual to a great extent has least control over attaining the set objectives. In the fast changing systems, organization employee’s activities are interdependent. In the UK, many organizations HRM systems link to pay in their effectiveness to achieve future performance (Walker, Damanpour & Devece 2011, p.371). Sustainability of the theory or practise Human resource management invites us to represent objectively realities, experience and assess knowledge but on the basis of its performance effectiveness (Sloan & Gavin 2010, p.59). There has been a notion that, constant organizational success is achieved through integrated and strategic approach. This is done while developing capabilities and improving performance in wide teams underpins performance appraisal in the organization (Smither & London 2009, p.31). Organizations have also adopted processes in drive or support of culture change in order to shift emphasis to self-development and individual performance (Walker, Damanpour & Devece 2011, p.372). This is a strategic process in wide long-term objectives and links different human resource management aspects together. It also enables aligning of the individual objectives with the organizational goals. Human capital, competencies, abilities, value adding skills and talents of the workforce in an organization are essential elements in creating competitive advantage for a company to survive the international market. This is human capital is developed through performance management. Leaner staffing, cross-functional multi-skilled workforce and flatter structure teams operating strategically have a remarkable impact on performance system Price 2007, p.45) Sims (2007, 67) is of the opinion that human resource management has historically focused on performance for individuals. However, in the recent past, there has been increased recognition of the need to incorporate team performance. Team working, provide a competitive advantage, improves quality and enables cost in reduction facilitating completion of the organizations increasingly complex tasks that are beyond an individual’s ability. This kind of empowerment of workers is decentralized in many organizations. Despite often contradiction between use of appraisal and reward means and team emphasises on collective performance and managerial discourse, HRM procedures will allow an opportunity for the reviewers, for example, provision of career advice on available opportunities and train them on development needs as identified (Parry & Tyson 2011, p.253). In this way, achievement recognition, praise and motivation will follow naturally in a well conducted HRM performance evaluation exercise. Intrinsic nonfinancial rewards to workers are recommendable in organizations practicing HRM with a developmental aim especially in the western context. Walker, Damanpour and Devece (2011, p.374) indicate that, standardized forms in expatriate human resource management are adopted processes in management. Larger organizations have higher levels of formality in their expatriate human resource management and, this largely depends on the manager. In expatriate human resource management practice, availability and effectiveness the tools depends on the managers understanding, acceptance and internalization of the process and his or her skill implementation. In human resource management, feedback is recommended for development of projects and not decision-making purposes and evaluation should be conducted constantly (Kaila 2005, p.46). As far as participants are concerned, the feedback should be based on the task and not the individual. It should be developmental, and help should be offered in interpreting and receiving the feedback as guided by incorporating a goal setting component. A research in the United Kingdom reveals that the post-feedback stage is given inadequate attention. Human capital, competencies, abilities, value adding skills and talents of the workforce in an organization are essential elements in creating competitive advantage for a company to survive the international market (Rousseau 2012, p.39). This human capital is developed through human resourcemanagement. This strategic process links different human resource management aspect together while aligning the individual objectives with organizational objectives (Kaila 2005, p.47). Many firms are dissatisfied with their motivating and developing schemes for their workforce. The international market adds to the dilemma in HRM. The different cultures processes and objectives evaluation may differ in the different locations, to ensure and demonstrate the effectiveness of HRM a lot of work has to be done by the management (Walker, Damanpour & Devece 2011, p.375). According to research conducted, cross-culture is an issue of limited understanding and one worth of promoting success due to the increasing growth in international business. Organizations are bound to adapt HRM systems that accommodate wide cultural concerns. In adapting electronic monitoring, technology will play an increasing role in providing feedback to individuals on performance. A classic example is the data centre where employee performance is monitored. This way, information is accessible faster, in bigger quantity prompting attention to management implementation of HRM processes. Human resource management makes a vital contribution enhancing organizational and individual performances, irrespective of the complexities operating in the cross-culture context (Neely, Gregory & Platts 2005, p.1233). Conclusion In summary, investment in implementation and development of consistent and robust HRM is required for implementation of human resource management systems to contribute significantly to organizational and individual performance potential. This human capital is developed through HR performance management. It also gives important consideration to achieve set objectives to a level that is both competent and satisfactory. The manager is the key player in motivating, organizing resources, coaching and enabling performance to facilitate the development of any opportunities while monitoring and objective revision of performance expectations if necessary. The broad effects of globalization and competition organizations need to increase performance and define the need to implement HRM are applicable to expatriate employees, and this occurrence has increased with globalization. Change and technology are some of the driving forces in enhancing organizational performance, and within HRM emerging role of technology, consideration is accorded to the final section about future issues. Notion of HRM gives us a firm critical-analytical basis on the study of HRM goal achieving practices. These techniques fail or lack an elective affinity that connects historical HRM evolution to individual circumstances, and institution systems that strive to identify human interest patterns. This means that, HRM ideas are used by interested parties to influence pursuit of goals in an organization or resistance to the system. This then allows the social critique to play switchman role and perform some autonomy and intelligence reflection on organizational issues. References Heinrich, C & Marschke, G 2009, ‘Incentives and their dynamics in public sector performance management systems’, Journal of Policy Analysis and Management, vol.29, no.1, pp 183-208. Kaila, H 2005, ‘Human Resource Management’, Gyan Publishing House, London. Neely, A, Gregory, M & Platts, K 2005, ‘Performance measurement system design: A literature review and research agenda’, International Journal of Operations & Production Management, vol. 25, no. 12, pp.1228 – 1263. Prices, A 2007, ‘Human Resource Management in a Business Context’, New York, Cengage Learning EMEA. Sims, R 2002, ‘Organizational Success Through Effective Human Resources Management’, Greenwood Publishing Group, Sydney. Sims, R 2007, ‘Human Resource Management: Contemporary Issues, Challenges, and Opportunities’, IAP, London. Sloan, K & Gavin J 2010, ‘Human Resource Management: Meeting the Ethical Obligations of the Function’, Business and Society Review, vol.115, no.1, pp 57-74. Smither, J & London, M 2009, ‘Performance Management: Putting Research into Action’, John Wiley & Sons, New York. Vance, C., Vance, C & Paik, Y 2010, ‘Managing a Global Workforce: Challenges and Opportunities in International Human Resource Management’, M.E. Sharpe, New York. Parry, E & Tyson, S 2011, ‘Desired goals and actual outcomes of e-HRM’, Human Resource Management Journal, vol 21, no 3, pp 221–354. Varma, A, Pichler, S, & Toh, S 2011, ‘A performance theory perspective on expatriate success: the role of self-efficacy and motivation journal’, International Journal of Human Resources Development and Management, vol.11, no.1, pp 38-50. Walker, R, Damanpour F & Devece, C 2011, ‘Management Innovation and Organizational Performance: The Mediating Effect of Performance Management’, Journal of Public Administration Research and Theory, vol.21, no.2, pp 367-386. Read More