The Contemporary Human Resources Function

RUNNING HEAD: CONTEMPORARY PEOPLE MANAGEMNT

1CONTEMPORARY PEOPLE MANAGEMNT
Introduction:
People management is defined as the “subset of the human resource management which
deals with the strategic, financial and the policy issues that governs and maintains the people
within the workforce (Garavan Barnicle and O’Suilleabhain 2019).” The human resource is
considered to be the most important tangible resource in an organisation as it is the main centre
of productivity. Thus, creating a workforce that is efficient, engaging and motivated is
quintessential for any organisation. The mangers responsible for the creation of an engaged and
dynamic workforce needs to be well equipped with the ideas of the proper management of this
resource in order to understand the needs and scope for development of the people in the
organisation. The contemporary age is the age of globalisation and multicultural relations. With
the spread of internet and web based models of operations, organisation are aiming at the
development of more competitive advantages in a global scenario. The people working in the
organisation are at present more equipped with the knowledge about their rights and needs. This
has created urgency in all industries to manage the people effectively (Scullion Collings and
Gunnigle 2017). The present essay will discuss various aspects of the contemporary people
management, and how, the proper knowledge of these aspects will help the mangers in
effectively managing the human resource.
Discussion:
With the emergence of the aim of the organisations in expanding their business outside
boundaries, the strategic orientation and the operations of the organisations are changing
dynamically. Stress has been given upon the formation of the diverse culture in the workforce

2CONTEMPORARY PEOPLE MANAGEMNT
and the integration of various perspectives in the mode of operations. The organisations thus,
needs to learn the competencies and the abilities of the workforce or the candidates that they are
selecting in order to staff them effectively so that they meet the organisational vision. The
management is expected to anticipate the changes in the market trends, customer’s perception
and the socio economic trends in order to make themselves flexible for changing their strategic
business objectives and culture. This will highly impact the recruitment and the selection process
of the organisation as any organisation will tend to select the skilled and competent candidates
for the competitive advantage. The people manager is responsible for understanding the needs of
the candidate and analyse their competencies in adapting to the environment of change (Taylor
2018). Since the contemporary trend is to expand the market globally and the inclusion of a
diverse work culture, without analysing the competencies of the candidates, the manager will not
be able to put the right people in the right place at the right time. According to the pool of
researchers, the emerging market is at present dealing with difficulty the issue of retaining and
recruiting the managerial talents that are required to operate in the changing environment and
most of the candidates are found to be unwilling to resort to the changes. The managers need to
accommodate specific practices for the people management in order to motivate and make the
candidates competent in adapting to the change. Moreover, a manager is expected to be well
equipped with the need analysis of the employees. According to the theory of Maslow, the
general need hierarchy of an individual goes from the attainment of basic needs to the
achievement of higher needs. The fulfilment of these needs will motivate the employees to take
up new responsibilities and challenges. Thus, in the recruitment policies or in the promotion
policies as well, the manager needs to asses not only the competencies, but also the needs of the