The paper 'Human Resource Strategies in Cost Reduction" is a great example of human resources coursework. The development and transformation of the contemporary workforce, as well as management of the generational employees, is a very critical aspect of management that affects most of today’ s organizational workforce. Due to the emergence of such employees and various challenges possessed by them most of the organizations are forced to undertake different strategies in order to meet employees’ needs while reducing the costs. The human resource managers of various organizations should determine, make plans and involved in the implementation of the new policies as well as programs which can enable them to successively meet employees’ needs while effectively maintain their management and reduce organizational costs (Gary 95). To effectively undertake the challenge, the human resource management team needs to assess the entire policies as well as programs of the organization.
This followed with the evaluation of employees’ needs. This is due to the fact that both the organizational and employees’ needs are achieved through the agreed policies and programs within the organization. The strategic role of human resource function in cost reduction and maintenance of the human capital The strategic way of managing human resource is a critical element to human resource.
The strategic initiatives of human resource such as effective teambuilding flatter structures within the organization, and the approach to human invest idea which values employees’ skills, abilities and knowledge are very essential in the organization. In order to effectively manage the human resource, organizations are required to make as a focus on the idea of added value on the functions of human resource. Such a strategic approach involves some valiant efforts in creating relevant strategic partnerships within the human resource function, undertake participation of the strategic planning in the entire organization and transform the business strategies to the practices as well as policies of human resources in the organization (Gueutal & Stone 167). As a result of the strategic approach application, most organizations and the human resource as a function are expected to function in line with the intended objectives as well as goals with a consideration of upholding the competitive advantage and the ideal management of the workforce (Lepak & Snell, 42). One of the important functions in the management of human resources is recruitment.
This is simply because the recruitment functions are viewed as the main gateway to ensure the functions of the organization are attained. Employees of a given organization are relevant people at the required time and with the intended skills. Therefore, such a function will involve the organization in the demand for employees due to the diverse nature of the labour force. However, other personal functions of the human resource such as personnel files as well record maintenance of the employee, processing of the documents, training, and compliance to the federal needs are also considered (Hamerman 117). The human resource management policies may as well be cantered towards the employees’ roles in the organization.
This can be in the form of initiatives which effectively promote the management approaches to the needs and benefits of the employees as well as considerations of the flexibility of work schedules. Organizations are therefore required to be cognizant of the great challenges for instance workers who face the struggle in balancing between family and the work responsibilities.
Work flexibility offers the workers with the sense of self-control about their respective lives implying that organizations are able to make reductions in the cost of health benefits, increase morale, stress-free and reduction of absenteeism cases among the employees while maintaining the rate of productivity in the organization (Garavan & Gunnigle 56).
Dessler, Gary. Human Resource Management. 10th ed. Englewood Cliffs, NJ: Pearson/Prentice- Hall, 2004.
Gueutal, Hal G., & Dianna L. Stone, eds. The Brave New World of eHR: Human Resources Management in the Digital Age. San Francisco: Jossey-Bass, 2005.
Hamerman, Paul. HR and Administrative B2E: Maturing and Expanding. 31st July, 2010.
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Sue, Meisinger, & Dave, Ulrich, eds. The Future of Human Resource Management: 64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow. New York. John Wiley & Sons, 2005.
Hopeman, Jennifer. Legal: Reducing Legal Risks When Reducing Your Workforce
Association Management .Washington. Shaw Pittman, 2003.
Bontis, N. & Fitz-enz, J. Intellectual capital ROI: a causal map of human capital antecedents and consequents. Journal of Intellectual Capital, 3 (3), (2002): 223-247.
Brown, M. G. Human capital’s measure for measure. Journal for Quality & Participation, 22 (5) September/October, (1999): 28-31.
Combs, J. G. & Skill, M. S. Managerialist and human capital explanations for key executive pay premiums: a contingency perspective. Academy of Management Journal, 46 (1), (2003): 63-73.
Garavan, T. N., Morley, M., Gunnigle, P. Human capital accumulation: the role of human resource development. Journal of European Industrial Training, 25 (2-4), (2001): 48-68.
Lepak, D. P. & Snell, S. A. The human resource architecture: toward a theory of human capital allocation and development. Academy of Management Review, 24 (1), (1999): 31-48.