Human Resource Management : The Globalization And The Free Markets

It is important that HRM consultants create a strong and sound strategy to keep and gain the competitive advantage. By successfully implementing good HRM strategies, companies can provide excellent talent and improve by staying current on the latest technologies and other information talent (Welcome to HR Consultants, Inc., 2009). This will allow clients to increase productivity within the organization; which in turn will increase profits. The greatest organizations realize that effectively managing the HRM strategies and know that employees are their greatest asset and that they are important to their survival. A sound understanding of HRM strategies will allow clients to keep their competitive advantage (Welcome to HR Consultants, Inc., 2009).

Consequently, ten years earlier, HRM is more likely to be a department for people who got demotion to go. Business people’s understanding of HRM was not comprehensive enough. Therefore its theory and practice were not operated in a right way. It is fortunate today that this science has got more and more attention. People begin to realise its impact on the financial performance. It is a totally new area of management practice. Time for HRM dynasty has come.

Bhushan Kapoor, Professor and Chair, Information Systems & Decision Sciences, Cal State University, Fullerton, USA

Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed

There are many factors that can determine the success of any organisation. It is not only limited to the physical assets such as machinery and technology, however it is the people working within the organisation bringing new ideas and special skills that can make a difference. This essay will investigate the influence of Human Resource Management (HRM) on the wider organisational strategy. A short description of HRM will be followed by a summary of its primary roles. Also, this paper will then critically assess these roles using qualitative examples in an attempt to determine the degree to which HRM really helps or hinders the organisation in achieving its strategic goals.

Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,

All Human Resources Departments face challenges on a daily basis. Although the body of literature on the role of HR policies is growing steadily, several methodological ambiguities persist concerning the measurement of the contribution of HRM practices to organizational performance (Chenevert & Trembly, 2009). When an HR department can implement the practices they are best at this will help their organization to become stronger. Some things to consider are if these practices will influence the organization. The HRM has to make sure that the internal as well as the external contingencies are known concerning the organization because this will help to link their performance. No matter what problem the HRM

Human Resource Management (HRM) is no longer a personnel office that is simply a record-keeping and maintenance function. Huselid (1995) points out that there is a positive correlation that has developed between HRM as a strategic ally and company performance. HRM research has grown from an atheoretical origin to view organizational activities from an interdisciplinary perspective (Jennings, 1994) that is concerned with a movement toward methodological and theoretical development (Ferris & Judge, 1991). This review will look at the different ways HRM plays into the overall scheme of providing

Over the years, human resource management has attracted a vast amount of interest over different disciplines due to the effect and contribution it had on the fundamental issues within the organisation (Singh, Darwish, Coster & Anderson 2012). Arthur states, HRM practices essentially contribute to the organisations competitive advantage and the achievement of organisational performance (Arthur 1997, cited in Singh, Darwish, Coster & Anderson 2012). This not only emphasizes on the significance of human capital in achieving organisational performance and attaining competitive advantage but also recognizes the importance of developing the best human resource competencies in order to compete in the global economy (Slavic, Berber & Lekovic, 2014)

The rapid growth of internationalisation and global competition in recent years has created a significant increase in the number of Multi-National Corporations (MNC’s), which in turn created the need for International Human Resource Management (IHRM) roles (Scullion, 2001). Human resource management is progressively becoming a major factor that can determine the success or failure of MNC’s. Scullion (2001) concluded that HR strategies play a vital role in implementation and control in MNC’s, and alignment between HR strategies and the organisational structure of MNC’s often results in superior outcomes. In order to strive, human resources must be managed effectively to gain a competitive edge in the global market place, and to overcome the seemingly inexorable challenges that globalization precipitates. This essay presents an overview of the challenges faced by HR managers in a global setting, and evidences that the current permutation of HRM is not adequate to meet the critical challenges of tomorrow. BRIEFLY OUTLINE BODIES OF TEXT

Strategic Human Resource Management (SHRM) can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that fosters innovation, flexibility and competitive advantages. It is an approach to the development and implementation of Human Resource (HR) strategies that are integrated with business strategies and enable the organization to achieve its goals (Armstrong, 2000). For most organizations, HR is responsible for the recruitment and selection of personnel. Organizations often depend on their HR department to ascertain the appropriate talent to man available positions and clearly define the responsibilities of those positions, but are not limited to those standards. It is important that a company or organization maintain SHRM in order to address the wide range of organizational issues as they pertain to the many factors of managing human capital and getting the job done. When utilizing SHRM, HR transforms into a dynamic entity to ensure that benefits and policies are aligned to properly manage the practices of the entire organization. Because of this, the HR department is able to strategically support the entire organization by becoming a neutral decision maker in disputes and decisions across

The fourth impact of culture is the increased incidence of discrimination, inequality, and racial maltreatment. One possible issue related to this is the unequal payment between men and women. As we all know, equal pay has been mandated by law as early as 1963. Women have to save twice as men and this hurts the working family.

HRM basically concentrates on taking care of workers inside the company. It can be acknowledged that HR is an integral part of every organisation. The achievement of goals and objectives of the organisation relies on upon how well this part is overseen so that the organizations objectives and strategies are accomplished, if the personnel policies and techniques are will connected and mainly contribute in that particular direction. The organization excels other competitors, if the organization climate managerial behaviour and corporate culture have an impact on the organization activities. The culture and organization values have to be reinforced and for that the continuous efforts on the part of human component of the organization

Human resource management (HRM) is undoubtedly being considered as an indivisible element of the organisations from the outset. From recruitment to employee retention, HRM has always committed to assist company to search and retain talents that have values toward the sustainable development. In view of the fact that, there are several studies with evidences presented to prove that there is a relationship between HRM and organizational performance, in which some HRM theorists also suggested that there is a causal link between them (Cooke, 2000). Though Gerhart (2005) stated that their relationship is regarded as a ‘black box’ that it lacked of clarity concerning what leads to what; it can be both performance leaded to HRM and vice versa.

Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value. Thus, the scope of Human Resources Management becomes more extensive as management endeavors to meet the needs and goals of its people in the organization.