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Characteristics of Human Resource Management

   

Added on  2021-05-31

13 Pages3104 Words55 Views
Running head: MANAGING PEOPLEManaging peopleStudent’s NameUniversity NameAuthor’s Name

MANAGING PEOPLE2IntroductionHuman Resource management is an organisational component that is crucial fororganising and integrating the human capital in a workforce. In this report, a detailed analysisof HRM and the various characteristics of HRM have been accomplished and the variousways the HRM practices can help in delivering competitive advantage to the companies havebeen highlighted. In the context of Walmart, a retail organisation, how these HRM practicesand strategies have generated value have been communicated. The various challenges that theHR department in retail organisations like Walmart faces in their operations have also beenhighlighted. DiscussionHRM is an organisational tool that is primarily responsible for the management oforganisational activities related to human capital like hiring, training, motivation,communication, administration as well as overall development. In this context, it isnoteworthy that the employees have the maximum contribution towards the realisation oforganisational goals. HRM is generally pervasive in nature. The impact or responsibilities ifHRM in a company are not confined to any individual employee or department. Rather,Albrecht et al. (2015), argues that HRM applies to all layers of the organisational framework.The department of HRM in an organisation works for the people in the office and helps themto organise and integrate to fulfil the organisational goals. All crucial factors regardingproduction have to be upgraded in order to be efficient enough to cope up with the changes inthe macro environment. This is why, Amarakoon, Weerawardena and Verreynne (2016),informs that the employee base of an organisation also requires rigorous training at regularintervals, all over development and necessary replacements in order to comply with the nextlevel of organisational transition.

MANAGING PEOPLE3One important characteristic of HRM is the personnel aspect. The HR departmentundertakes a process called Human Resource planning whereby the company identifies theamount of vacancies present in the respective departments of the office. Another crucial responsibility of HR M is recruitment as well as selection ofemployees. Prior to selection of the employees, the procedure of job analysis is conducted bythe HR department, whereby, Zikic (2015), informs that the HR department collects dataregarding the kind of job role that is required against the designations against which the newemployees are going to be appointed. The HR departments then creates a brief of thespecifications and posts advertisements and other promotional activities regarding therecruitment drive. The selection is the following process whereby the HR selects the mostdeserving candidates. Another major characteristic of the HR functions are team communications. In thiscontext, the HR departments holds manly two kinds of session. These are causal meetingsand brain storming meetings. The Human Resource managers also practice the skills ofactive listening. This requires adaptation of various methods of personal and team basedcommunication in order to identify the issues that the employees (personally or as a team) arefacing. In the words of Armstrong and Taylor (2014), an HR manager should most certainlybe assertive and capable of making win-win negotiations. This is because the HR is liable tolook after the interest of the organisation as well as the employees also. Discipline management is a very crucial aspect of HRM. Maintaining discipline is notmerely sharing feedback with the concerned employees. It requires the HR managers tocollect information from various organisational sources regarding any particular employee.Following that the employee should be communicated regarding the areas where he or she islacking and what are the negative impacts of the flaws committed by the person on the

MANAGING PEOPLE4organisational performance (Manroop, 2015). The parameters that HR managers generallyfollow are:i) What effects are incurred by the poor or good quality of the deliverables that are suppliedto the client from en employee’s end?ii) Does the concerned issue have any adverse impact on the team’s cohesiveness?iii) Does any issue regarding any particular employee is concerned with deliberateundermining of the mutual interest of other team members?The effectiveness and the competitive advantage of HRM in organisational aspect canbe explained by means of the Pfeffer model of HRM. Seven HRM practices with crucialimplications towards organisational aspects would be discussed here. The process of selectionand employee recruitment is the first important practice in an organisation. The secondpractice is setting training program for the employees. The third practice is a recentinnovative HRM model referred to as Performance based Pay system. This model is relatedto judging how much person and team production are contributing towards fulfilment oforganisational objectives (Jiang & Liu, 2015). The best contributors are monthly or yearlyrecognised and awarded. The fourth important practice is team work. The HR employeesshould take the responsibility of breaking through the hierarchal structure of the organisationand give the work groups design and plan how they would supply the deliverables inconsultations with the team members. This whole process s facilitated by the employees. Ithave been observed that the companies that have observed this mode of operations rather thanthe stereotyped and conventional hierarchal work flow structure have been able to createmore adept and responsible taskforce and achieve a client satisfaction rate of more than 70%(Solnet, Kralj & Baum, 2015). The fifth practice communication with internal and externalstakeholders through sharing of information, via internet chat rooms and face to face

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