Essays on Human Resource Management Issues Essay

Download full paperFile format: .doc, available for editing

The paper 'Human Resource Management Issues' is a wonderful example of a Management Essay. Human Resource Management (HRM) is an arm of an organization that is designed to help the employees maximize their performance thus achieving the organizational goals and objectives. It is a primal concern is how the people are managed (employees) in an organization (Armstrong, 2009). The Human resource department is responsible for employee recruitment to training and their performance analysis in the organization also the Human Resource Department is concerned with the organizational relations with the regulation and government laws (Andersen, Cooper & Zhu, 2007). It is dedicated to discipline and keeps an eye but also watches over the employees by offering to the appeals of employees benefits and also focuses on strategic initiatives of the company for example activities like mergers and acquisitions (Boxall & Purcell, 2008).

By offering both managerial and operative functions the Human Resource Management helps the organization have a better workflow and good performance within the company (Bhattacharya, Gibson & Doty, 2005). The contributions the Human Resource department offers the company is the most crucial but important which is employees satisfaction; from the employee's recruitment since the department assess the person’ s credentials to know what the applicant will bring to the company to the applicant training and development within the company, which is mostly the employee being taught what the company is all about and his/her part in the organization (Armstrong & Baron, 2004). There work is also to keep a tight leash on the employees by checking the employee's performance analysis making sure the employees give 100% effort in earning their stay in the company, also by looking out for their work and life balance in that by checking their schedules and making sure they are humane enough and under the right conditions also by looking out for both parties of the company in that by satisfying the needs of the employers and looking out the company by making them comfortable thus making the company knowledge just to remain within the employees since sustaining what you have is more important than just changing every time (Batt, 2002). Discussion Human Resource Activities are categorized either to be transformational which is mostly about the day-day activities the company makes and also the transactions but isn’ t that valuable when it comes to the strategic value in the company but by just oversees keeps the organization stakeholders in the loop (Chang & Huang, 2005). Secondly, there is the usual traditional activity which includes catering for the employees in from their recruitment to training followed by their performance analysis and their compensation and lastly to employee relations who have moderate strategic value to their services t the organization (Collins & Smith, 2006). Lastly, there are the transformational aspect activities of the company which is mainly the creation of a long-term capability and adaptability the organization and what it is all about which includes mostly the knowledge and secrets of the company, strategic redirection, and renewal of the company which has the greatest impact and highest strategic value of the department value to the organization (Robinson, Pearce & Mital, 2008). Despite all the activities being crucial to the organization's well-being, the activities with more contribution to the organization are the traditional and transformational activities (Ruona & Gibson, 2004).

Firstly with the traditional activities of the organization, this is mostly about taking care of the employees and their various roles. The activities are employee recruitment, training and development, performance analysis, compensation, and lastly employee relations (Wan- Jing & Tung, 2005).


Andersen, K. K., Cooper, B. K. and Zhu, C. J. (2007) ‘The effect of SHRM practices on

perceived financial performance: some initial evidence from Australia’, Asia Pacific Journal of Human Resources, vol. 45, no. 2, pp. 168-179.

Armstrong, M.A. (2009). A Handbook of Human Resources Management. (11th ed.).London:

Kogan Page.

Armstrong,M. & Baron,A. (2004). Managing performance:Performance Management in Action.

London: CIPD.

Batt, R. (2002). Managing customer services. Human resource practices, quit rates, and sales

growth. Academy of Management Journal, 45, 587-597.

Bhattacharya, M., Gibson, D. E., & Doty, D. H. (2005). The effects of flexibility in employee

skills, employee behaviors, and human resource practices on firm performance. Journal of Management, 31, 622-640.

Boxall, P.,& Purcell, J.(2008).Strategy and Human Resources Management. Basingstoke:

Palgrave Macmillan. Chang, W. A. and Huang, T. C. (2005) ‘Relationship between strategic human resource

management and firm performance’, International Journal of Manpower, vol. 26, no. 5, pp. 434-474.

Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination. The role of human

resource practices in the performance of high-technology firms. Academy of Management Journal, 49, 544-560.

Combs, J., Youngmei, L., Hall, A., & Ketchen, D. (2006). How much do high-performance work

practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59, 501-528.

Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labor

productivity. Does industry matter? Academy of Management Journal, 46, 135-145.

Edwards, T., & Rees, C. (2006). International Human Resource Management: Globalization,

National Systems and Multinational Companies. Harlow: Prentice Hall.

Gerhart, B. (2005). Human resources and business performance: Findings, unanswered

questions, and an alternative approach. Management Revue, 16(2): 174-185.

Gelade, G. A., & Ivery, M. (2003). The impact of human resource management and work climate

on organizational performance. Personnel Psychology, 56, 383-404.

Guest, D. Michie, J., Conway, N., & Sheehan, M. (2003). Human resource management and

performance. British Journal of Industrial Relations. 4(2), 291-314.

Marchington, M., & Wilkinson, A.(2008). Human Resource Management at Work: People

Management and Development. (4th ed.). Harlow: Pearson Education. Redman, T., &Wilkinson, A. (2006). Contemporary Human Resource Management: Texts and

Cases. (eds.) Harlow: Pearson Education

Robinson,R.,Pearce,J.,& Mital, A.(2008). Strategic Management: Formulation, Implementation

and Control. New Delhi; McGraw Hill Education. Ruona, W. E. A. and Gibson, S. K. (2004) ‘The making of twenty-first century HR: an analysis

of the convergence of HRM, HRD and OD’, Human Resources Management, vol. 43, no. 1, pp. 49-66.

Wan- Jing, C., & Tung, H. (2005). Relationship between strategic HRM and firm performance:

A contingency perspective. International Journal of Manpower. 26 (5). Whitener, E. M. (2001). Do “high commitment” human resource practices affect employee

commitment? A cross-level analysis using a hierarchical linear model. Journal of Management, 27, 515-535.

Wielemaker, M. and Flint, D. (2005) ‘Why does HRM need to be strategic? A consideration of

attempts to link human resources and strategy’, The Business Review, vol. 3, no. 2, pp. 259-264.

Download full paperFile format: .doc, available for editing
Contact Us