The paper "Concept of Human Resource Management " is an outstanding example of marketing coursework. Human resource management involves managing people in an organization. This involves looking at peoples as resources in the organization. The organization is treated as a body of people where human resource management deals with planning, recruitment, training and development, remuneration and employees motivation (Noe et al. 2003). HRM is responsible for the management of the organization relations and making sure the employees’ goals are in line with those of the organization. The main objective of human resource management is to ensure that there is maximum employees’ development and the relationships within the organization are maintained.
Human resource is owned by the organization management for the interest of the stakeholders (Agarwala, 2007). The stakeholders that are catered for by the human resource management are shareholders, employees, customers, clients and management. Under traditional personnel management, the employees were treated as liabilities (Haidar & Pullin, 2002). Organization evaded costs of employees’ development and training in every way possible. The rise of the concept of human resource management has helped in eliminating the notion that employees are liabilities.
Organizations have realized that by investing in their employees, they can be able to gain returns. Employees can add value to the organization is they are well managed. Organizations take the role of developing the employee so that they can gain value. This is achieved through human resource management. The concept of human resource management stipulates that it’ s possible to get output from a well-trained employee who is rewarded appropriately. Of late, the concept of human resource management has become a competitive advantage (Kaufman & Miller, 2011).
This has been achieved by making it more strategic by utilizing information technology and expanding its knowledge. Contribution of HRM to organizational success The organization can be able to have a consistent competitive advantage if they are able to manage their employees. According to research, firms fail due to; identity crisis, failures of vision and non-committed workers (Mello, 2006). No other tool in the organization can help in preventing these problems apart from human resource management. Organizations are changing rapidly due to quality initiatives and changes in ways the job is done (Kramar, 2014).
This requires human resource skill which enables the organization to cope with changes. The skills provided by human resource management are vital for the managerial function to succeed. The success of management is attributed to the skillful management of the employees. The policies that are used by human resource management are capable of helping organizations to reach their goals and objectives. The type of human resource management in a firm affects its ability to adapt to changes. Recruitment is an important function that is performed by the human resource management (Millmore, 2007).
This is the point where the organization is able to select the right employee who is to help the organization in attaining its goals. The human resource does this function which enables the organization to attain their goals. If the human resource management recruit employee who is not qualified, it can lead to staling of the organization. For recruitment to be effective, the organization must be able to market itself as a great place to work (Zupan & Irena, 2004).
Armstrong, M & Michael A 2011, Armstrong's handbook of strategic human resource management, London, Kogan Page.
Agarwala, T 2007, Strategic human resource management, New Delhi, Oxford University Press.
Analoui, F 2007, Strategic human resource management, London, Thomson.
Donaldson, C 2004, 4 May. Main Roads W A: dynamic HR, HR Magazine, viewed 29 May, 2014, from http://www.humanresourcemagazine.com.au/articles/B0/01FDB0.asp?Type=60&Categoz v=874
Haidar, A & Pullin, L 2002, Structured strategic human resource management: a study of Victorian local government. International Employment Relations Association.
Kaufman B & Miller, B 2011, ‘The firm's choice of HRM practices: Economics meets strategic human resource management’, Industrial and Labor Relations Review, Vol. 64, no. 3, p. 526-557.
Kramar, R 2014, ‘Beyond strategic human resource management: is sustainable human resource management the next approach?’ The International Journal of Human Resource Management. Vol. 25, no. 8, p. 1069-1089.
Mello, J 2006, ‘Strategic Human Resource Management’, Finance India, Vol. 20, no. 4, p. 1522-1523.
Mello, J 2002, Strategic human resource management, Australia, South-Western CollegePub.
Millmore, M 2007, Strategic human resource management: contemporary issues, Harlow, Financial Times Prentice Hall
Nagaraj, I & Kamalanabhan, T 2005, ‘A study on the impact of strategic human resource e practices on organizational performance’, Journal of Transnational Management, Vol.10, no.4, p. 73-97.
Noe, RA., Hollenbeck, J. R., Gerhart, B & Wright, P 2003, Human resource management: gaining a competitive advantage, McGraw-Hill Companies, New York.
Salehi A 2013, ‘Strategic human resource management’. Advances in Environmental Biology. Vol.7, no. 8, p. 1782-1787.
Singh, M & Neharika V 2005, ‘Strategic human resource management in small enterprises’. The Journal of Entrepreneurship, Vol. 14, no. 1, p. 57-70.
Truss, C., David, M & Clare, K 2012, Strategic human resource management, Oxford, Oxford University Press.
Zupan, N & Irena O 2004. ‘The link between human resource management and company performance’, Journal of East-West Business, Vol.10, No.1, p.105-119.