Key Concepts in Human Resource Management: A Critical Analysis

Key Concepts In Human Resource Management 1
KEY CONCEPTS IN HUMAN RESOURCE MANAGEMENT
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Key Concepts In Human Resource Management 2
Article 1
Introduction
Human resource management (HRM) is globally well-thought-out to be a significant way to
improve operations and organizational performance. Human resource professionals usually play
a vital role in contributing to the success of a business or firm through effective development of
policies that align with the organization’s goals, mission and values Renwick, Redman, and
Maguire (2013). HRM mirrors a fundamental, partial perspective on nature of employment
relationship. This paper seeks to critically analyze the peer review journal ‘Human Resource
Management, Theology and Meaningful Work’ by Sandrine Frémeaux and Grant Michelson.
The critical analysis entails the key points, arguments, assertions, and assessment of the author’s
research.
Key Points
Major business HRM attempt to associate employee management practices and policies with the
organization effectiveness. HRM has been faulted that it is not vocal on the attitudes and
behavior of employees. Most of the HRM seems to emphasize on the notion that employees are
not humans but resources hence workers treated as merchandises. HR professionals should be
capable of creating an environment where meaningful work can take place, though they aren’t
able to produce meaning work to enhance involvement and motivation. Organizations are
considered to be worthy if it treats humanity in its employees as the end and not means, hence
the employees should have the appropriate independence to be able to enhance their desires. The
common understanding is that what several people share is being human therefore having human
nature is significant in HRM (Kramar 2014). Meaningful work has characteristics such as

Key Concepts In Human Resource Management 3
providing adequate salary, allowing employee’s independence, is not coercive and support moral
development. According to Renwick, Redman, and Maguire (2013), organizations should
practice the five levels of human quality treatment which includes maltreatment, indifference,
justice, care, and development.
Arguments
It is not reasonable to hold the HR single handed accountable for ensuring that there is
meaningful work because it is dependent on employee’s desire to meaningful work. Employees
may prefer to be paid large package of salaries with and less meaning. Meaningful work
experiences are beneficial to both the employees and the organizations. Employees who feel that
their work is meaningless are likely to quit their jobs since they don’t see a link between them
and the organization (Jonck & Swanepoel 2015). Meaningful work is linked to dignified work.
Dignified work is interconnected materially to reasonable salaries, job security and work-life
balance. The meaningfulness of the work is related to putting equilibrium between other
commitments and paid work. A spiritual view of meaning at work entails spiritual sources such
as becoming self, expressing self and serving others. Guerci (2015) assert that HR practitioners
commit to helping the employees and organization to achieve exceptional excellence.
Assertion
HR policies and other management practices that are perceived to be coerced have the likelihood
of causing meaningfulness in spite of its intention making HR practitioners to face challenges.
Thite (2013) denote that HR practitioners are role models and therefore have an influence in
developing an organization. It is possible for the HRM to create an environment where there is
meaningful work. Organizations that insist on creating meaningful work through their HR, the