Hrm Practices And How They Benefit Employers And Employees Essay

The purpose of this reflective paper is to show my understanding along with what I have learned about HRM (human resources management) and the different way HRM impacts the success behind every business, along with the rules and regulations that go with it. Over the last five weeks I have learned quite a bit about HRM and will reflect on that throughout this paper. “Human resource management is the managing of human skills and talents to make sure they are used effectively and in alignment with an organizations goals.” (Youssef, 2012). I will be including the things I learned throughout the last five weeks in this

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work.

Human Resources Management (HRM) has many applications in the business world. This paper will identify three key lessons learned about HRM. It will also outline how these concepts can be applied in the real world to enhance professional effectiveness. This paper will then tie together how these lessons relate to effective HRM concepts, practices and systems. Lastly, this paper will outline specific thinking and behavior changes as well as actions that will lead to successful implementation of these key lessons learned into daily management practices.

Human Resource Management (HRM) is a relatively new approach to managing people in any organization. It is concerned with the people dimension in management of an organization since people are considered the key resource in this approach. An organization is a body of people, their development of skills, their motivation for higher levels of attainment, their levels of commitment are all relevant activities.

No matter what the size of a business, it is important to have a Human Resource Management (HRM) plan in place. According to Dessler (2013), small companies employ over half the population working in the United States and many individuals graduating over the next several years will either work for a small business or become an entrepreneur. Many small businesses do not have a dedicated human resource manager, so it is imperative that the business owner has a set of “practices and policies to carry out the personnel aspects” of the organization (Dessler, 2013, p. 2). In this paper, I will look at five areas of HRM necessary for a small business owner to have established policies, in order for the business to succeed and grow, “a company’s human capital is defined as the collective productive capacity of its employees” (Endres, Chowdhury, Camp & Shulze, 2013, p. 64). HRM is the process and function of effectively and fairly managing that human capital. The areas of HRM to be discussed are: recruiting, hiring, training, talent management and compensation, which all have an impact on the bottom and line play a key role in the overall strategy of the business.

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

Performance appraisal is the performance of staff duties and responsibilities assigned for reviewing and discussion. In this assessment is based on his / her income about the employees where work in, rather than the result of employee personality characteristics. Assessment of skills and achievements measured with reasonable accuracy and consistency. It provides a way to help identify areas of performance improvement, and help promote professional growth. It should not, however, be considered the only means of communication competence. Communication will help open lines to effective working relationships.

Performance appraisals must be done and be reflected in the responsibilities distributed among the workers with the aim of enhancing employee performance. (Sha 2007)

There are a few theories supporting the act of HRM. Two of these theories; Resource-based View and Ability and Motivation and Opportunity theories give off an impression of being the most well-known theoretical frameworks used in the studies that connect HRM and organizational performance. The Resource-Based View (RBV) theory which mixes ideas from organizational economics (Penrose, 1959) and strategic management (Barney, 1991) has it that HRM conveys included worth through the strategic development of the organization’s rare, significant, difficult to emulate and difficult to substitute HR. The RBV sets up that competitive advantage no more lies in regular assets, technology or economies of scale, subsequent to these are anything but easy

Even though Coco’s Chocolate Café is a small local business, it is still important to have a Human Resource Management (HRM) plan in place. We believe that investment in human capital is the most effective and efficient way for Coco’s to achieve our strategic goals and part of this strategy is to build our foundation on hiring the right people for the right job at the right time (Proverbs 24:27). Our HRM plan is designed to ensure we understand and have procedures and processes in place to address all of the necessary laws when it comes to Equal Employment Opportunity (EEO), harassment, and discrimination. We always strive to have a diverse workforce with employees from “various racial, ethnic, gender, cultural, age and religious backgrounds” because we understand and value each person’s unique insight, worldview and skill helps us to be a successful business team (Dessler, 2013, p. 46) It has been said that “a company’s human capital is defined as the collective productive capacity of its employees” so as a Christian organization, we encourage, build each other up and to help our employees to pursue their passions and achieve their goals (Endres, Chowdhury, Camp & Shulze, 2013, p. 64). This paper will discuss how Coco’s crafts our practices and policies around the areas of: recruiting, selecting, testing, hiring, training, development, compensation, benefits, performance management, employee retention, engagement, discipline and safety to ensure candidates and employees

The ‘future of work’ is receiving extensive and unparalleled attention from governments, academic researchers and industry associations both globally and locally. Accordingly, the past few decades have seen a shift in the worker demographics of Australian businesses. Moreover, a major shift has been that of the ageing population. Indeed, both industry and government reports have indicated the potential of an Australian ageing workforce in providing positive economic growth for businesses. Yet, is also brings challenges. For one thing, both HR and line managers must be able to diversify their approaches with regards to HRM practiced in the workplace. For another, balancing different intergenerational work values and

Different approaches have been executed with Human Resource Management practices due to change in time and context (Townley, 1999). HRM in the Bureaucratic era focused on maximizing organizational success based on monetary gain; employing people merely as ‘resources’ (Paauwe, 2009). HRM practices in the post-bureaucratic era focuses on employment engagement and retainment to ensure the ongoing prosperity and sustainability of an organisation. To fulfill these goals practices had to incorporate stakeholder’s interests and needs; it was about seeing employees not as resources by as resourceful employees (Simmons, 2003). The shift is practices are referred to the swift between ‘hard’ and ‘soft’ HRM; hard HRM

When you compare IHRM and domestic HRM practices it is primarily similar in areas such as HR planning and staffing, recruitments and selection, appraisal and development, and industrial relations. Both IHRM and HRM have the same management objectives. First, they ensure the business has the utmost satisfaction in the human resource demands. Secondly, they ensure effectiveness in the business through involvement. Third, promote sustainable development of the business by make the most of the development of internal and external human resource management foreign and domestic. Lastly, maintain and encourage human resources within the business to improve the likeliness of human capital. Another similarity that involves IHRM and domestic HRM is also influenced by the environmental forces. These environmental constrictions consist of political, economical, legal and cultural significant which all have a major impact on HR functions that is carried by both IHRM and HRM

* Performance Appraisal: To compare each employee’s actual performance with his or her standard of performance, managers should need to have ideas about that job.