Strategic HRM Report: Career Planning, Adult Learning, and Theories

This report comprehensively examines the functionality of the Human Resource Department (HRM) within an organization, emphasizing its crucial role in managing employees and achieving company goals. The report delves into key HRM functions such as training programs, performance management, and employee motivation, while also addressing the strategic importance of career planning for both current and departing employees. It outlines essential factors for individuals seeking HR positions and explores adult learning principles, highlighting their significance in guiding and motivating employees. The report also critically analyzes various HRM theories, including those related to performance and motivation, providing a well-rounded understanding of the department's impact on organizational success. References to relevant research papers are also included to support the analysis. The report also includes a case study on employee motivation.

Running Head: Human Resource Department 0
Human Resource Department
July 29
2019

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Executive Summary
The report is completely based upon the Human resource management and its functions
performed in the organization. For every organization the HRM plays dominant role in
controlling the management of the organization. It is the responsibility of the HRM to ensure that
every individual who is working in the organization is able to achieve the goals decided by the
management of the company. This report is summarizing with the training program organized in
the organization in order to provide the information to new employees. The report includes the
importance of the training programs with the career planning strategy. In the report the theories
which are used for analyzing the process and function of the organization are critically analyzed.

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Table of Contents
Executive Summary.........................................................................................................................1
Human Resource Department..........................................................................................................2
Career Planning Strategy.................................................................................................................3
Adult learning principles and Theories of HRM.............................................................................4
Conclusion.......................................................................................................................................6
References........................................................................................................................................7

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Introduction
The main aim of the assignment is to explain the functionality of the Human Resource
Department in an organization. In any organization, the human resource department plays an
important role they have responsibilities to look after the concerns of the employees and their
satisfaction. Human resource department controls the training program, performance
management, development of the organization, motivation of employees, etc. In the report, the
research is conducted upon the key factors which are necessary for achieving designation in the
human resource department. The report holds the strategic plan for the employees who are not
satisfied and want to leave the company. It is the key responsibility of the Human resource
department to hold such employees and to motivate them with the workplace.
Human Resource Department
In an organization it is the department which controls the recruiting employees, manages and
supports the people who are working over there. HRM conducts its operation by following the
strategy through which they manage people at the workplace, culture, and environment of the
organization. If the HRM works effectively than it helps the organization to develop and grow in
the appropriate direction also helps to achieve the objectives and targets. The function of HRD is
categorized into four divisions which are described below (Lee, Pak, Kim, and Li, 2019):
• Planning
• Organization
• Directing
• Controlling
i. Planning: Before working on any project every manager design plans which get discuss with
the subordinates; although planning plays a dominant role to achieve the targets and goals for the
organization.
ii. Organizing: The step in which the manager or the senior authority designs the structure of
the organization including distinct operations. The developing organization structure involves
following terms which are defined below:
• To make groups of functions and positions of personnel activity

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• Assign different activities to a different individual
• Provide authority to the individual according to their goals and responsibilities
• To develop coordination in the activities with every employee.
iii. Directing: When the plan is prepared and gets implemented than its results are based upon
the dedication of the employees or the people who are going to execute or perform the tasks.
HRM is responsible for increasing and improve the morale of the employee through directing
them for the career plans and providing attractive salary plans (Ferraris, Erhardt, and Bresciani,
2019).
iv. Controlling: This is the fourth important function of HRM; this function is all about to
check that plans which are designed are conducted appropriately or not. The results which are
obtained throughout the process are compared with the standard values (Peccei, and Van De
Voorde, 2019).
Career Planning Strategy
People or the authority who designs the human resource management which holds the critical
functions of the organization leads the company towards success or failure. The HR executives
get the training to recruit the people and to direct the employees to achieve the career goals
which help them to improve their careers, to make them motivated. There are some necessary
factors which are necessary for the position of HR in an organization (Kim, Kim, Choi, and
Phetvaroon, 2019). These factors or requirements are described below:
• Education: For the position of HR executive an individual required the bachelor’s degree.
The community of the human resource management provides the degree program in which
business, mathematics, economics, behavioral and social science are included. For this position,
the advanced program of MBA with the specialization of HR is included. The individual can also
select the master’s program associated with organizational behavior, organizational
development, and psychology of organization or human resource management.
• Certification: In some of the major areas for the position of HR executive the certification is
required which is approved by the professionals of Human resources. Some companies recruit
the individual for HR executive who works on the designation for example at certified

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compensation professional (CCP), Global Remuneration Professional (GRP), and Certified Sales
Compensation Professional (CSCP), etc.
• HR Experience: The most important qualification for any relevant work is experienced in the
same sector. It may include the experience of the 8 to 10 years as an HR or any senior role in the
division of an organization where the individual works as a specialist of leadership. The
individual must have a wide knowledge of human resource for the position of HR in which
selection, training, recruiting, leadership development and organizational design are included.
• Industry Experience: The concerns which rise or the focus of the HR executive keeps on
varying with the industry. Most of the companies look for the individual who has the experience
as HR executive in the same sector so that he/she remains familiar with the industry or the
environment.
For every organization, HRM is the most critical sector which holds the responsibilities which
leads the organization to achieve its goals. The HR executive must be confident while recruiting
the employees, there should be good observation skills to examine the candidate(de Oliveira,
Cavazotte, and Alan Dunzer, 2019). The individual must have good interpersonal skills so that
he/she can communicate with the candidate or employees without any challenge. The HR
executive should have brief knowledge about statistics and finance.
Adult learning principles and Theories of HRM
According to one of the researcher proposed their perception of adult learning who identifies that
adults are now days getting self-directed. In every organization, managers should be considered
for the adult learning process. These learning are essential because it keeps them motivated and
helps them to avoid distractions.
Use of Life and experience: Individual who have the experience about the family, work and
education they can use their experience by sharing it with the younger employees relating with
the theories which help them to gain the knowledge about the function of the organization.
Appeal to goals: Generally adults are focused on their goals which they want to complete. They
always found the environment which is necessary for resolving the results of their learning.
Adults have to explain their younger employee about the importance of the training required for
improving the goals of their career.

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Relate the leaning with the work: It should be the responsibility of the learner that they relate
their learning with their work. All the theories and concepts can significantly use in operational
work. They should know about the task or the activity which they are performing.
Reflecting Respect: Higher authorities of the organization and managers should understand the
importance of the training or working capacity required for the learners (Juarez-Tarraga,
Santandreu-Mascarell, and Marin-Garcia, 2019). Every individual joins any organization for
their growth so it is the responsibility of the organization to show them benefits so that they can
work in a better way.
Theories of Human Resources
The theories of human resources explain the management behavior and structures which are
responsible for the positive and negative impact on the employee. If any organization has the
appropriate knowledge about the theories of human resource and the methods to implement them
that such organization will hardly face any challenge to obtain the productivity and creativity
from their employees (Bui, Chau, and Cox, 2019).
Theories of performance
The aim of the HR theories is to obtain two results to increase the number of motivated
employees and to increase the effective performance in the job. According to Henri Fayoi who
was a famous researcher the results from the performance of workers will be efficient when they
will observe the organization is working for them an inefficient way (Tweedie, Wild, Rhodes,
and Martinov‐Bennie, 2019).
Theory of Motivation: According to Abraham Maslow who was the first person to propose any
theory for the HRM which helps to understand the factors which motivate any individual; they
explain that needs of any person are organized in a pyramid. Basic needs such as shelter, food,
etc. are placed at the bottom of the pyramid and they are necessary to meet first. If these needs
get completed for an individual he started to feel safe and look after for the other opportunities of
their life. All of the needs to be increased when moving above in the pyramid (Chau, and Liu,
2019), therefore an individual who is considered about the job or afraid for the job than he/she
wants to meet all of the requirements it will motivate that person if the all of needs get achieved.

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Conclusion
In every organization, every department has its specific works and functions. All of them plays
their role to complete the goals which are defined by the management of the company. The
human resource department who manages all the functions and task leads to any organization
towards development. The assignment is totally focused upon human resource management; it
holds a brief description of the function of human resources. The part of the assignment
describes some career plan strategy for the employee who wanted to leave their job and also
looking at their career as Human resource executive. The plan or strategy will help to identify the
individuals to set their career goals in human resource management. In this report the theories
which are proposed for human resource management and explains the importance of their
functionality.

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References
Bui, H.T., Chau, V.S. and Cox, J., 2019. Managing the survivor syndrome as scenario planning
methodology… and it matters!. International Journal of Productivity and Performance
Management, 68(4), pp.838-854.
Chau, V.S. and Liu, J., 2019. Proliferation and propagation of breakthrough performance
management theories and praxes. International Journal of Productivity and Performance
Management, 68(4), pp.670-674.
de Oliveira, L.B., Cavazotte, F. and Alan Dunzer, R., 2019. The interactive effects of
organizational and leadership career management support on job satisfaction and turnover
intention. The International Journal of Human Resource Management, 30(10), pp.1583-1603.
Ferraris, A., Erhardt, N. and Bresciani, S., 2019. Ambidextrous work in smart city project
alliances: unpacking the role of human resource management systems. The International Journal
of Human Resource Management, 30(4), pp.680-701.
Juarez-Tarraga, A., Santandreu-Mascarell, C. and Marin-Garcia, J.A., 2019. What are the main
concerns of human resource managers in organizations?. Intangible Capital, 15(1), pp.72-95.
Kim, Y.J., Kim, W.G., Choi, H.M. and Phetvaroon, K., 2019. The effect of green human
resource management on hotel employees’ eco-friendly behavior and environmental
performance. International Journal of Hospitality Management, 76, pp.83-93.
Lee, H.W., Pak, J., Kim, S. and Li, L.Z., 2019. Effects of human resource management systems
on employee proactivity and group innovation. Journal of Management, 45(2), pp.819-846.
Peccei, R. and Van De Voorde, K., 2019. The application of the multilevel paradigm in human
resource management–outcomes research: Taking stock and going forward. Journal of
Management, 45(2), pp.786-818.
Saeed, B.B., Afsar, B., Hafeez, S., Khan, I., Tahir, M. and Afridi, M.A., 2019. Promoting
employee's proenvironmental behavior through green human resource management
practices. Corporate Social Responsibility and Environmental Management, 26(2), pp.424-438.
Tweedie, D., Wild, D., Rhodes, C. and Martinov‐Bennie, N., 2019. How does performance
management affect workers? Beyond human resource management and its critique. International
Journal of Management Reviews, 21(1), pp.76-96.