Essays on Individual Human Resource Management Essay

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The paper 'Individual Human Resource Management' is a great example of a Management Essay. Human Resource Management (HRM) is considered as the function that enables organizations in achieving their respective goals by recruiting and maintaining effective employees. It involves formulating and implementing policies, practices, and systems that determine the attitudes, behaviors, and performance of employees in an organization (Armstrong 1999). This implies that HRM plays an integral role in training the workforce so as to ensure that organizations maintain their competitiveness. Taking into consideration that HRM is basically concerned with job analysis, organizing and staffing of workforce, appraising the performance and maintaining of the workforce as well as ensuring that reward systems for employees are implemented effectively.

It is true that HRM is responsible for developing a human organization that can win within the marketplace. Based on the competitive challenges that currently influence HRM, for instance, sustainability, global and technological challenges, HRM practices are becoming more critical in organizations. The sustainability challenge requires a company to make its profits without necessarily sacrificing the resources of its employees, community, and environment.

It is also to note that the perception of senior management on the value of HR determines the increase in the adoption of high-performance HR practices. This creates a positive impact both on human and social capital, where human capital means the knowledge, skills, and abilities managed by an organization’ s human resources. On the other hand, social capital concerns the sustainability of existing personal relationships in an organization. Organizations that build sustainable personal relationships, promote employee motivation and work commitments, teamwork as well as sharing knowledge (Fehrs 2013). The need for organizations to go global because of the increased 21st-century  technological advancements and the associated practices, corporate objectives, and communication links has made restructuring a major challenge for HR managers.

It is important for HRM to understand how the functions of an organization are globalized across all the levels of an organization but more fundamentally in HR. Depending on different leadership models and the processes undertaken to enable the global working of human resource functions, it seems that HR managers are required to work in conjunction with business leaders to provide HR solutions that can be used to address the issues of the global market (Greer 2013). The increased awareness of globalization has made organizations to adopt key innovative practices such as training and development, job flexibility, free flow of information among the workers, incentive pay as well as a problem-solving team.

For example, Motorola Company operates in different countries such as in China where challenges of getting and hiring skilled employees are highly experienced. Therefore, people become aware that the manner in which an organization decides on its employment practices determines the performance of its workers (Jahanian et. al 2012, p. 253).

It is notable that global companies are making the necessary steps to obtain and retain talented employees particularly in emerging markets. For example, companies are shifting to China, India, the Middle East, Latin America, and Southeast Asia. Unfortunately, more talented employees are needed than they are supplied in the labor market. As a way of coping up with such problems, therefore, companies are working extra hard to prepare their managers and relatives for tasks overseas by offering training and development programs to also global employees (Noe et. al 2009, p. 45).


Armstrong, M., 1999, A Handbook of Human Resource Management Practice (7th edition), Kogan Page Limited.

Ashridge, B., 2008, Developing the Global Leader of Tomorrow, Hertfortshire, UK.

Becker, B. E & Huselid, M. A., 2006, ‘Strategic Human Resources Management: Where do we go from here?’ Journal of Management, Vol.32, No.6, pp.898–925.

Collings, D.G & Mellahi, K., 2009, ‘Strategic Talent Management’, Human Resource Management Review, Vol.19, No.4, pp.304–313.

Fehrs, A., 2013, Foundations in Human Resource Management, BoD – Books on Demand.

Greer, P., 2013, “HR trends to watch in 2014”, University of Deniver, Retrieved May 14, 2014 from,

Jahanian, A, Nawaz, N, Yamin, R & Nawaz, A.M., 2012, ‘HRM and Productivity, European Journal of Business and Management’, Vol.4, No.8, pp.253-261.

Krebs, V., 2008, ‘Social Capital as the key to succeeding 21st Century Organizations’, International Human Resource Management Journal, Vol.12, No.5, pp.38-42.

Lawler, E. E., 2005, ‘From Human Resource Management to Organizational Effectiveness’, Human Resource Management, Vol. 44, pp. 165–69.

Noe, R, Wright, M.P, Gerhart, B & Hollenbeck, J., 2009, Human Resource Management: Gaining a Competitive Advantage, Irwin Professional Pub.

Strandberg, C., 2009, The Role of HRM in Corporate Social Responsibility (CSR), Strandberg Consulting.

Weatherly, L., 2003, Human capital—the elusive asset; evaluating and managing human capital: A strategic imperative for HR. Research Quarterly, Society for HRM.

York, M.K., Applied Human Resource Management: Strategic Issues and Experiential Exercises, SAGE Publications Inc.

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