The paper "Roles and Responsibilities of Human Resource Management in Organizations" is a wonderful example of a Management Assignment. Human resource management in organizations is an aspect that can never be underrated or ignored. This is more so because it plays an essential role in the achievement of an organization’ s goals and objectives. The human resource is a significant asset to an organization since they help in utilizing other resources such as fixed assets with an aim of attaining eventual success. For this reason, there is a need for every organization, irrespective of size and area of specialization, to adequately invest in effective human resource management strategies and practices.
This piece of work will give an in-depth discussion of the roles and responsibilities of human resource management in organizations. This will be made possible through a thorough research in this area as well as an evaluation of relevant theories and case examples. Roles and responsibilities of HRM in organizations Gratton (2011, p. 246) asserts that it is the people that make an organization by carrying out many significant work activities and human resource management plays a significant role in organizing people so that they can work effectively.
It is important to note that people should be viewed as human assets rather than costs to an organization. To a large extent, viewing people as assets is part of contemporary human capital management and human resource management. It is the role of the human resource management team to propose to the overall management body the manner in which people should be strategically managed as business resources. This may involve some of the following; managing the recruitment and hiring of workers, organizing employee benefits and proposing employee training and development approaches. Human resource professionals do not work in a vacuum or isolation but rather within the managerial and business environment.
The important roles played by human resource professionals make them be termed as consultants rather than workers in an isolated business function. They particularly take a key role in advising managers on various issues that are associated with workers and how they enhance the achievement of an organization’ s goals and objectives. Human resource management enhances working together in an organization.
At various levels of an organization, the human resource professionals and managers cooperate in the development of employees’ skills. For instance, human resource professionals give advice to supervisors and managers with respect to assigning workers to various roles in the organization. In turn, this helps the organization to successfully adapt to its environment and perform well (Torrington, Hall & Taylor, 2008, p. 112). When an organization is flexible, it is possible to shift workers to various business functions according to employee preferences and business priorities. Human resource management also enhances commitment building.
The human resource professionals come up with strategies aimed at increasing employee commitment to the organization. This could be made possible by matching workers with the right positions based on their qualifications. Capacity building is also an essential responsibility for human resource management. Through the human resource management body, an organization is in a position to develop a competitive advantage, which entails building the capacity of the firm and allow it to provide a unique set of products and services to its consumers. These and other human resource activities and roles are so crucial in any organization and should never be taken for granted (Redman & Wilkinson, 2009, p. 56).
Effective implementation of these roles translates to the success of an organization and the vice versa is true.
Crawshaw, J., Budhwar, P. and Davis, A. eds., 2017. Human resource management: strategic and international perspectives. London: Sage.
Daley, D.M., 2012. Strategic human resources management. Public Personnel Management, pp.120-125.
Farndale, E., Scullion, H. and Sparrow, P., 2010. The role of the corporate HR function in global talent management. Journal of world business, 45(2), pp.161-168.
Gratton, L. (2011). Workplace 2025 – What will it look like? Organizational Dynamics, 40, 246-254.
Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), pp.3-13.
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), pp.1264-1294.
Redman, T., & Wilkinson, A. (2009). Contemporary Human Resource Management: Text and Cases, 3rd edition, Harlow: FT Prentice Hall.
Storey, J. (2007). Human Resource Management: A Critical Text (3rd edition). London: Thomson.
Torrington, D., Hall, L., & Taylor, S. (2008). Human Resource Management, 7th Edition, Harlow: FT Prentice Hall.
Truss, C., Mankin, D., & Kelliher, C. (2012). Strategic Human Resource Management, Oxford: OUP.