Personal Response on HRM

This assignment discusses the concept of Human Resource Management (HRM) and its importance in achieving organizational strategic objectives. The writer's personal experience with POSB Bank Singapore as an accountant highlights the role of HRM in employee engagement, job analysis, human resource planning, and maintaining employee relationships. The study also explores how HRM can be strategic by involving people, operations focus, processes, and strategic planning. Overall, HRM plays a crucial role in ensuring sustainability and achieving desired organizational outcomes.

Running Head: PERSONAL RESPONSE ON HRM 1
Personal Response On HRM
Student’s Name
Course
Date

PERSONAL RESPONSE ON HRM 2
Human Resource Management (HRM)
After going through this study, I was able to understand and define Human Resource
Management (HRM). The knowledge acquired through reviewing definitions from many
scholars assisted in definition. For instance, it is clear that HRM deals with involving people
productively so as the organization can be able to achieve its strategic objectives as well as
achieving the employee satisfaction (Stone, 2013 p. 4). HRM will also deal with the
activities in the organization that involves people. It is therefore a department that is
established in the organization to overlook the employee’s welfare and their work (Boxall &
Purcell, 2011 p. 1).
I have had an experience with POSB Bank Singapore as an accountant. The HR
manager and his team always regard the employee as an important asset (Fulmer & Ployhart,
2014, p.161). The department is headed by the HR manager who has some roles like
employee advocate and the organization ambassador. HRM has a number of activities that it
is carries one being Job analysis, human resource planning and minding the relationship of
the employee among others.
A strategy and strategic HRM
HRM contributes to the business effectiveness in the organization. This is the reason as to
why HR professionals use the term HRM. A strategy is a plan of action or a policy that aims
at achieving certain goals for an organization. These HRM strategies are supposed to be
contingent on context and circumstance. They should align with the main goal of the
organization (Marler & Fisher, 2013, p.18).
In POSB bank, there were a lot of strategic plans that were laid. Many were to ensure
sustainability of the bank. The HR played a very great role as an administrative expert and as

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an employee partner who was an agent of change as well. The strategies that the management
laid were achievable through the strategic HRM and employees engagement. The strategies
would define the direction in which the bank intended to move. Strategies would then provide
the ways to get to the destination within the stated time (Bakker, 2017, p.67).
HRM can be strategic
According to the knowledge I got from the Model of Dave Ulrich, HRM can be
strategic because it involves strategic focus, people, operation focus and processes. For
instance, in POSB bank, the HRM is concerned with employee, that is people, action plan for
action and directing the processes that are within the organization. This means that HRM is
strategic. Having these activities and roles as HR, he is expected to make implementation
through provision of service aimed at following the laid strategies towards the strategic
objectives of POSB Bank of Singapore (Albrecht et al., 2015, p.07).
Conclusion
After reading the slides and listening to the podcasts, I came to conclude that HRM is
actively involved in the strategic planning of an organisation, for this case, POSB Bank,
Singapore. HRM does this through employee engagement which is aimed at achieving
desired organizational outcome. (Schuck and Wollard, 2010 p.15). People in the organization
provides manpower. According to the HRM experts, people are the most important asset that
an organization can secure so as to realize its strategic goals (Sparrow, 2013, p.99). HRM
will then guide the people in the organization such as POSB bank to device and follow the
strategies.

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Reference
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015).
Employee engagement, human resource management practices and competitive
advantage: An integrated approach. Journal of Organizational Effectiveness: People
and Performance, 2(1), 7-35.
Armstrong, M. & Taylor, S. (2014). Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bakker, A.B. (2017). Strategic and proactive approaches to work engagement.
Organizational Dynamics, 46(2), pp.67-75.
Fulmer, I. S., & Ployhart, R. E. (2014). “Our Most Important Asset” A
Multidisciplinary/Multilevel Review of Human Capital Valuation for Research and
Practice. Journal of Management, 40(1), 161-192.
Marler, J.H. &Fisher, S.L. (2013). An evidence-based review of e-HRM and strategic human
resource management. Human Resource Management Review, 23(1), pp.18-36.
Sparrow, P. (2013). Strategic HRM and employee engagement. Employee engagement in
theory and practice, pp.99-115.
Stone, R.J. (2013). Managing human resources. John Wiley & Sons Australia.