The Roles of Human Resources Management in an Organization - Research Paper Example

Introduction In every organization, there are various departments that are responsible for distinct functionalities, which are objectively aimed at achieving the organizational objectives as preset by the constitution and laws governing an organization. However, the paper is aimed at explicitly discussing the roles of human resources management in an organization. The sensitive part of any organization is management; when organization is poorly managed everything would come to a standstill since resources to move the organization forward would lack hence stalling all the viable and essential programs necessary for organizational management. However, for a company to benefit and manage its resources accordingly there is a need to have human resources department to oversee the organizational management process and procedure (Bogardus 26). In an organization, there are three main organs, which must coordinate in order to achieve the organizational goals; the shareholders, management and employees. The shareholders are the top leadership who recruits the management to run the organizational programs on their behalf; the employees are the junior staff and sources of labor to handle the organizational operations as scheduled by the management (Gaspar 19). Through the human resources management department, employees are assigned duties that must be monitored to affirm that the employees are working in accordance with the terms and conditions that they accepted during the recruitment process (Kamoche 40). In order for a strategy to be implemented in an organization, the human resources management department must be involved being the management consultants employed by the executive leadership of the organization to hire, monitor employee performance and keep the best workforce and fire the unproductive workforce leaving the employees who would work towards the accomplishment of organizational objectives (Price 44). The mandate of the human resources management is to ensure that the organization is operational meaning that the set return goals and objectives are met with adequate investment returns (Armstrong 06). However, according to the requirements of an organization, the human resource management should be well vast with company laws and regulations in order to implement the same on the employees and reduce cases of unnecessary claims hence shaping the whole organization towards the management process (Price 85). Organization and society Any organization does not only benefit the employees and workers; the community and society are also able to either directly or indirectly benefit from an organization. The human resource management is able to assist the society in myriad ways, which are not limited to quick services within the organization, offering employment and internship to the people within a society and also assist in educating the society through educational sponsorship and community awareness (Sparrow 182). Staffing The human resource management is supposed to determine the need to increase staff so that the organization may have adequate labor to achieve and improve on the outcome (Armstrong 12). The employees would only consider being employed while the source of payment is not an issue to them till the payday of which failure to receive cash on time would lead to lack of trust lowering workers morale (Bogardus 50). This would henceforth lead to poor organizational work output hence the human resource management can be referred to as the organizational backbone that every department within an organization requires (Kamoche 63). Recruitment Every employee working in an organization must have been recruited at one point. However, before the recruitment process begins, the human resources management must affirm the necessity of additional manpower in an organization (Bogardus 29). Being the nerve center of an organization, human resources have to consult with the finance department to affirm the availability of funds to be used for advertisement, interviews, and selection, training and employment of the best candidates to suite the vacancy advertised (Kamoche 117). Through the creation of vacant job positing the human resources management is considered to have brainstormed about many; both positive and negative factors that would arise from the employment (Sparrow 85). Value of human resources management to an organization Through tremendous emphasis made so far to determine the functionalities of the HRM, it is adept to reiterate that HR is of importance to many organizations especially in strategic business operation and management through value addition (Armstrong 32). For an organization to be able to obtain data about turnover, employee morale and commitment, the HR must have taken data to be used in evaluation and monitoring of the organizational progress hence the HR functions can be considered as administrative and express turnover generator that assist in achieving the organizational objectives (Price 104). To affirm the commitment and necessity of having human resources management within an organization, the term perception of HR should be replaced with assessment, ideas of HR should be replaced with results and the human resource concept should be replaced with evidence respectively, to stress on productivity and evidence based results of HR efforts in an organization (Gaspar 83). Through the information obtained from the HR department, an organization is able to determine the potential investment areas within the organization that are not well utilized through either expansion or reduction to increase productivity and reduce expenses and liabilities. However, the same information would also be useful accountability for any amount of money spent, and justification of budget allocation within the organization (Sparrow 142). This information is not aimed at merely explaining the cost incurred in HR activities but instead the value of having HR management within an organization. Hence, according to the functional duties of HR, it is viable to invest in HR in order to properly utilize manpower and other resources to effectively create value and utilize HR information to expand of organization’s economies of scales; through proper planning and budgeting hence eliminating ineffective investments (Kamoche 27). The Strategic Roles of HR The technological advancement has led to drastic change in both business and organizational management hence an organization need to be well vast with the latest organizational aspects (Bogardus 81). However, this would only be possible through constant evaluation of both external and internal working environment for opportunities and challenges so that an organization would remain competitive with sustainable growth in the global and national business perspective (Sparrow 196). Organizations in myriad situations suffer from psychological, political, social and economic changes altering and negatively affecting the society which significantly impacts negatively on organization’s image in the global market (Price 50). Through the Hr reports, the organization would be able to evaluate their stand with the global market and competitors in order to derive alternative ways through which the organization would adopt in order to remain and sustain the competitive nature in the specific field (Price 87). Some of the common factors that drive organizational change in today’s world includes but not limited to technology, elimination of bureaucracies, workforce demographic changes, balancing work- family problems and organizational structure (Sparrow 108). To understand an organization, HR department has to be involved in resource, and organizational management to optimize the output and to create a competitive advantage for the organization over other organizations that work on the same products and services within the market. The HRM can also collaborate or facilitate projects and programs from other business partners for the benefit of the organization (Bogardus 110). The human resource should build competitive and manageable roles that are achievable based on the strategic human resources so as to transfer and change the organization’s structure; this would alter the employee contribution towards competitiveness in the global business (Armstrong 17), hence better terms of boosting employee morale through incentives and promotion as ways of appreciating better and modest performance in business within the organization (Sparrow 217). Through dedication and target orientation, the HR is able to deliver results through making a difference hence challenging their competitors in the market. Through organizational trainings/ seminars, the HR is able to train; design and construction of better systems that would create distinct economic advantages over the current structure (Kamoche 116). The fundamental role of HRM is to maximize profits; however, they would be able to deploy any strategy that would lead to achieving their goals. For example, the HRM can partner with other businesses to gain market for their products, innovation of new markets is also possible to stop monopoly hence be able to dictate the cost of selling the organization’s products in the new market (Gaspar 94). Conclusion Human resource activities would be meaningful only when the targeted results are met; however, this is the critical department in any organization since the HRM roles covers a wider jurisdiction in any organization. The HRM should set strategic plans that are achievable so that the employee morale is not lowered through high goals that not even an individual would achieve. In addition, the strategic records are essential in determining the future of any organization hence should be kept safe and within a reachable place. Other than identifying the roles of HRM, the delivery process also matters to t he organization. When the duration set for the completion of the set goals is too short, it is likely that the employees would pretend to work towards the organizational goals. Works Cited Armstrong, Michael. A Handbook of Human Resource Management Practice. New York- USA: Kogan Page Publishers, 2006. Bogardus, Anne M. Human resources jumpstart. London- UK: John Wiley & Sons, 2004. Gaspar, Julian E. Introduction to Business. New York- USA: Cengage Learning, 2006. Kamoche, Ken N. Managing human resources in Africa: Volume 2 of Routledge global human resource management series. London- UK: Routledge, 2004. Price, Alan. Human Resource Management in a Business Contex, 3rd Edition. New York- USA: Cengage Learning EMEA, 2007. Price, Alan. Human Resource Management. 4th Edition. New York- USA: Cengage Learning, 2011. Sparrow, Paul. Handbook of international human resource management: integrating people, process, and context. New York- USA: John Wiley & Sons, 2009. Read More