The paper 'Aspects of Human Resources' is a wonderful example of a Management Case Study. Human resources are the process of managing employee’ s needs. People are the most important resources in any given organization. Since an organization holds many people, their development of skills, acquisition, and motivation so as to improve performance as well as maintaining high levels of commitment are vital activities that an organization needs to consider in all its management (Lynham & Cunningham, 2006). Human resources, therefore, involve acquisition, development, motivation, and maintaining human resources. In the same case, the human resource management is responsible for maintaining good human relations in any organization.
It is also obliged to ensuring that individuals are developed to ensure that the organizational goals are met with ease. In actual facts, this is an extension of the general manager that is entitled to stimulating all employees to make their fullest contribution to ensure that an organization remains competitive. This, therefore, leads to the notion that this is just the recruitment, selection, development, utilization, compensation, and motivation of human resources by the organization (Ivancevich, 2007). Human resources management, therefore, revolves around the objectives of ensuring that, in an organization obtains maximum individual development, desirable working relationships between employees and employers and employees and employees to making sure that, the organization’ s performance is commendable (Griffeth & Hom, 2001).
Human resources development on the other hand refers to the use of systems, policies, and practices to recruit, maintain, and develop employees so that an organization can meet its goals and objectives. This, therefore, means that organizations need to focus on developing human resources if at all they have to remain competitive in the present era. Aspects of Human Resources The aspects of human resources are used to shape, integrate, and form human recourses utilizing employee skills by helping an organization meet its objectives.
These aspects perform the vital roles of developing and allocating employees' skills and resources effectively so as to meet the set objectives. Equal employment opportunities, affirmative action, human resource planning, recruitment and selection, human resources development, compensation and benefits, safety and health, employee retention shape the human resources (Marchington & Wilkinson, 2002 ). All these aspects are equal and are all vital to the running of the organization and making it competitive.
However, they all work together so as to provide the use of organization time and resources effectively. When putting together, they help an organization get into a competitive advantage in this era where competition is very stiff. Recruitment and Selection The human resources department is responsible for coordinating with the management in ensuring the recruitment and the selection process is legally defensible which means that it is fair. Additionally, it is the work of the human resource to make sure that, the selected candidates are the best employees for the organization (Hough & Oswald, 2000).
Ensuring that an organization gets the best skills means that the performance of the said organization will be boosted and thus it will be to endure the competition in the market. Selection and recruitment not only replace departing employees but all add the workforce and puts in place workers who can perform at a high level and demonstrate commitment. If the human resource management function has to remain effective, then there have to be substantial levels of teamwork.
It is the human resource that ensures that the workforce at hand is effective enough to ensure that the goals and objectives of the organization are met through getting the best and the most qualified employees.
A., H. (2009). EVOLVING TERMS OF HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT. The Journal of International Social Research Volume 2 / 9, 180-186.
Armstrong. (2000). A Handbook of Human Resource Management Practice. (7th ed) . London: Kogan Page.
Griffeth, R.W. & Hom, P.W. (2001). Retaining Valued Employees. In H. &. Heneman, Staffing Organizations, 5th edition. Sage: McGraw.
Hough, L.M. and Oswald, F.L. . (2000). ‘Personnel selection: Looking toward the future – Remembering the past’. Annual Review of Psychology, 51, 631–64.
Ivancevich, J. M. (2007). Human Resource Management. New York:. New York: McGraw-Hill/Irwin.
Legge, K. (2005). Human Resource Management: Rhetorics and Realities (Anniversary ed). . Basingstoke: Palgrave MacMillan.
Lynham, S. A. and Cunningham, P. W. . (2006). National human resource development in tansitioning societies in the developing world: concept and challenges. . Advances in Developing Human Resources 8 (1), 116–35.
Marchington, M. and Wilkinson, A. . (2002 ). People Management and Development. (2nd ed) . London: CIPD.
Wan, H. L. (2007). Human capital development policies: enhancing employees’ satisfaction. Journal of European Industrial Training, 31(4), 297-322.