Changing Role of Human Resource Management - Example

Table of Contents Particulars Page No 1.0 Introduction 2 2.0 Literature Review 3 3.0 Changing Role of HRM 4 4.0 Human Resource and Market Place 5 5.0 Conclusion 8 6.0 References 9 1.0 Introduction This report is presented in a systematic essay manner to provide a critical analysis on the topic related to foundation of human resource where the question under debate has been whether the primary function of human resource management is to develop a human organization which is going to win in the marketplace. The question under debate has been analyzed by help of previous contemporary research in the field of HRM (Literature review) and changing role of human resource management along with industrial and organizational examples to support the same. The concluding view of the report is for the topic agreeing to the fact of the question being asked with critical analysis of the current world scenario to provide appropriate reasoning on the same. 2.0 Literature Review Any organization whether it be working for profit or non-profit purpose is made up of humans hence it would not be wrong to consider that human resource form the most critical asset and important element to an organization (Colvin & Boswell, 2007). Organizations on day to day basis of their business operation work with human resources and with humans there is always a considerable amount of uncertainty involved thus this lead to an emergence of a special function to handle, manage and control the human resource of any organization which leads to the development and one of the primary functions of human resource management to deal with the issues and concerns of the workforce in all major activities like selection and recruitment, training and development, safety, welfare, motivation and appropriate compensation and reward system along with developing human resources which could excel themselves in their task assign in the workplace (Bohlander & Snell, 2007). Human resources has gained enormous attention over the past decade and it is no more just a functional department with focus on its primary functions like recruitment, selection, training, development, compensation and performance appraisal. The primary aims have differed greatly and has gone beyond the traditional concept to explore the deeper functions and relate human resource to the success and failure of business performance and enable human resource to be equipped with latest technology and developmental programs so as to ensure a work performance excellence in the marketplace (Hughes, 2002). Though human resource has been a critical element of any organization but there are numerous other factors which need to be considered in an organizational context as organizations do not in any sense operate in vacuum and is surrounded by both internal and external factors having a direct or indirect impact on the human performance and organizational performance as there is a close link between human and organizational performance (Weisberg, 2010). There had been great number of HR articles published in this context clearly making an indication of the relative progress made in the human resource function, aims and objectives which highlights the growing importance of human resource management to shape human assets for achieving a winning position in the market place. Employee provides human capital to any organization. This human capital is a set of skills and knowledge which is enhanced during on the job training and experience which is one of the core functions of human resource management and which has a direct impact on the workplace performance (Visser, 2010). Success in workplace depends not just on strategic planning but how the employees are successful in implementation of various skills and knowledge which they posses through continuous training and developmental programmes organized by human resource department for which HRM is solely responsible (Buren, Greenwood and Sheehan, 2011.) Human resource management is not just responsible to ensure that they recruit a correct mix of human element in the organization but ensure that the selected candidates are most appropriate assets in market place and can shape and change the working pattern to ensure better organizational performance and gain competitive edge of its rivals with developing skills to ensure a better output (Singh, 2008) 3.0 Changing Role of HRM The literature review discussed above itself highlights the changing role of HRM in a dynamic environment. Human resources can in no sense be ignored as they form the most critical asset to an organization and make any organization differentiated from others. It is one of the most important responsibilities of human resource to ensure that the human resource are trained and skilled as per workplace requirements so as to enable them to create a win-win scenario in the market place by accomplishment of both organizational goals and individual goals. HR professionals has the ultimate goal of selecting and training the selected set of employees for any emerging situation in the internal organization as well as in the marketplace and promote commitment of all employees at various levels. Employees are no longer mechanical tools but of source of competitive advantages. As human resources has emerged as the most potent and valuable resources, scope of human resource management has widened to ensure that workforce is managed effectively acts as a critical element in improving, enhancing and sustaining organizational performance in the market place. In the past human resource professionals performed many activities themselves and were much limited to their core functions of recruitment, selection, training, development etc but which changing business scenario they need to ensure their changing roles and further ensure developing human element to drive success in marketplace by enhancing their skills and knowledge and result in better and higher productivity. 4.0 Human Resource and Marketplace This section of the report focuses on the argumentative debate on whether the primary function of the human resource management is to develop a human organization that is directed towards a win in the market place. It has been much argued and reflected in the essay above of the changing role of HRM along with clear indications of the importance of human resource management along with their role and responsibility in enhancing the skills and knowledge of the human element in any organization so as to enhance productivity and achieve success in long term sustainability of the business performance in the workplace. One of the primary function apart from the tradition concept and function of human resource management is certainly to develop a human organization which is going to win in the market place. Human element constitutes the most important resource of any organization and helps organization in gaining sustainable competitive advantage over its rivals. Training and development which are one of the main functions of HRM is directed towards a goal to ensure that human resources are utilized to the maximal and equipped with latest skills and knowledge to enhance organizational productivity and help organization win over its rivals in the market place. Recruiting staff with limited capabilities can prove to be burden for the organization and has a direct impact on the organizational performance in terms of lower growth and profitability. HRM is solely responsible to equip its human elements i.e. the employees with proper training and knowledge so as to sharpen their skills and knowledge and help them in developing a competitive workforce which could prove their worth in the workplace by ensuring better results and bringing laurels to the organization. For example, the success of McDonald’s does not in any sense is just restricted towards their business strategies but to the human element who are skilled and developed thorough continuous training and development so as to gain edge over its rivals and deliver better performance. The HR manager at McDonald’s critically accepts his sole responsibility to develop a workforce which is unique and can deliver higher performance so to ensure that McDonald’s emerge as the market leader in the fast food industry on a global basis. Another example could be Haier and its significant market in the Asian region which is not just limited to innovative and superior quality products but the ability of its human resource to adapt to technological changes and work without resistance to the same so as to ensure higher profitability and a win situation in the workplace. Human resource management has considerably realized their changing role in the business environment and is much affected by both internal and external factors where they need to ensure that strategies are developed to enhance work performance at every level so that employees exhibit better performance in the workplace. Organizations can gain sustainable competitive edge in the marketplace with having product/services which is unique and differentiated from others i.e. with a product/service which cannot be duplicated by its existing and potential rivals or by having a human resource team which is excelled in their responsiveness with unique attributes and quality. Human resource management with regard to their changing role and responsibility certainly aims to ensure that human resource are trained and developed to create a sustainable competitive advantage to the organization in the marketplace and ensure development of a human organization which is going to win in the marketplace. Success in the marketplace is not just depended on developing business strategies or conducting a market environmental scanning to identify the potential threats and opportunities but how the same is handled by an effective human resource which can only be gained through an effective and efficient HRM. Human resource management efforts are planned and systematic approaches to ensure higher probability of organizational success. The importance of recruiting, selecting, training and development, rewards and compensation appraisals are recognized by all managers in organizations which has one of the core objectives of achieving organizational objectives and goals which lay emphasis on the success of the company in the marketplace and hence a direct linkage of the HRM functions to develop a human organization which is directed towards a win in the marketplace. Though studies still reflect that the HRM has a set of its traditional functions however in the dynamic working environment the same has widened to a large extent and HRM constantly seek to develop a human organization which is aimed towards success in the marketplace. 5.0 Conclusion This report focuses on an argumentative debate on the topic whether one of the primary functions of human resource management is to develop a human organization which is going to win in the market place. The report strongly agrees to the same via critical reasoning to substantiate the same with reference to secondary data collected from literature review and scanning the current business environment along with organizational examples as a support to the debate. In a nutshell, the HRM activities and functions are directed towards enhancement of organizational performance and there establishes a direct link between the primary function of HRM to provide a direction to human resource element for ensuring success in the workplace which helps in achieving both organizational and individual goals and objectives. 6.0 References Bohlander, G. and S. Snell , 2007. Managing human resources, South-Western Pub. Colvin, A.J.S & Boswell, W.R, 2007. The problem of action and interest alignment: Beyond job requirements and incentive compensation. Human Resource Management Review. 17, 38–51 Finance 2011. McDonald's is upgrading human resource strategy [webpage]. [accessed 21.02.2013]. Available from:http://finance.qq.com/a/20110427/005632.htm. Hughes J.M., 2002. HRM and Universalism: is there one best way? International Journal of Contemporary Hospitality Management. 14/5, 221-228. Singh, P., 2008. Job analysis for a changing workplace. Human Resource Management Review. 18, 87–99. Van Buren, H.J., Greenwood, M., & Sheehan, C, 2011. Strategic human resource management and the decline of employee focus. Human Resource Management Review. 21, 209–219 Visser, M, 2010. Configurations of human resource practices and battlefield performance: A comparison of two armies. Human Resource Management Review. 20, 340–349. Weisberg, J.,2010.“Evolutionary” and “revolutionary” events affecting HRM in Israel: 1948–2008. Human Resource Management Review. 20, 176–185. Read More