Comprehensive Analysis of Human Resource Management Practices

This essay provides a comprehensive overview of Human Resource Management (HRM), examining its various approaches, practices, and impact on organizational performance. It discusses the role of the HR department in maintaining relationships between management and employees, highlighting key practices such as leadership, cultural support, employee engagement, and feedback collection. The essay addresses the complexities within HRM, including talent management, cross-cultural communication, and differing employee perceptions. It also explores the dimensions of HR practices, such as planning, recruitment, training, and compensation, considering ethnocentric, polycentric, and geocentric approaches. Furthermore, the analysis covers the influence of stakeholders—including employees, suppliers, government, and shareholders—on HRM policies and organizational performance. Finally, the essay delves into key HRM theories, such as the Guest model and the John Storey model, emphasizing their connection to business objectives and the importance of strategic integration and employee commitment. Desklib offers similar solved assignments and past papers for students.

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

1HUMAN RESOURCE MANAGEMENT
Different approaches and practice of HRM
Human resource (HR) management is one of the most important sectors of an
organisation. Through the HR department, all the significant resources of the organisation get
accounted for and that is the reason a better productivity can be acquired by the organisation.
The department is also liable for maintaining a relationship with the management and employees.
The department has its own responsibility and through the approaches, they are carrying out this
process. These activities of HR department are considered as the HR specific approach of the
organisation. There are some situations when the same work is treated by the employees and thus
these situations regarding the effectiveness of HR practices are considered. According to Forbes,
65% of the employees in the world said that they needed grander and more regular feedback than
they already receive (Thite, Wilkinson & Shah, 2012). This just isn't conceivable with annual
assessments.
This not only makes the employees attentive and on their feet at all times but it also aids
to keep the check on the completion of work on a regular basis. It also shows effectiveness in
inducing cohesion between employers and management. The responsibility of HR is to build a
bridge between them and deliver a better organizational approach for the developmental increase
in an organization. Some of the basic practices that HR department takes care of are maintaining
the proper leadership for the team, enhancing the cultural support for the organization, having
focus on the employee engagement and delivering the best possible ways to engage employees,
expressing opportunities for employees, and declaring the best fit situational analysis and
organizational need for the organization (Andreeva&Kianto, 2012). Other than these prime
practices, collecting feedback from employees is another aspect that they have to look after.
There are lots of appreciating occasions in the organization. In most of the cases, HR takes this

2HUMAN RESOURCE MANAGEMENT
responsibility to take that initiative and appreciate the employee for some deeds. This works as
the intrinsic motivation for the employees and in case of this better work can be expected from
employees. In case of career development section, HR intervention is needed. There are some
skill and growth development reasons and all over the globe 76% employees develop their
position through the training and developmental process (Marler & Fisher, 2013). This is an
important aspect for the HR team and also for the employees. Setting good management
practices in place can support to surpass the key points of being a project manager. Integrating
technology in organizational methodology is an effectual way to doing this. Tact and finesse
must be used on the occasion of employees viewing a lack of development and be inspiring when
underpinning the good performance of others. This will be considered as one of the major areas
of HR practices and employees work in an effective manner in all these instances.
Complexity and dimension of HRM
Complexity in Human Resource is one of the common problems and the HR has to take
initiatives to mitigate the complex problem so the better chances of result can be drawn. Talent
management and maintaining a good atmosphere in the organisation is also considered as the
development scenario for the organisation. Employees are from different backgrounds and
culture so the accumulation of those employees and working together is another complex
process. The cross-cultural communication is a complex scenario that HR has to formulate in the
workplace so the conflict situation will not arise (Shaw, Park & Kim, 2013). The perception of
every employee is different and in case of a meeting of seminar these thoughts are placed.In
midst of these some of the thoughts that are relevant to the condition of the company and leaders
has taken those, but the rest employees' thoughts are not considered and they may think that they
are not as important aperson, whose idea has been selected. In that case, HR strategy needs to be

3HUMAN RESOURCE MANAGEMENT
strong and they will clarify the importance of all and rather explain them the value of their job
roles and responsibilities (Petrick, 2012). These are the main concern of complexity in the HR
cases and through the diverse control of maintaining HR team does their job.
There are four major dimensions of HR practices like Planning, Recruitment and
Selection, Training and development, and Compensation. In case of planning section, HR
department of any multinational organisation follows any one of those approaches in between
ethnocentric, polycentric and geocentric. These three ways are generating the planning for
human resourcing. In case of ethnocentric planning, HR department plans to recruit employees
from the host country. In case of polycentric, the department plans to recruit employees from
different countries and also parent-country nationals (Costea, Amiridis & Crump, 2012). In case
of geocentric the department forget about the nationality of the people and recruit employees as
per their quality and designation. In case of recruitment and selection, sometimes cultural
inclination and behavioural aptitude have been tested by the department and some other cases,
this is not considered. In case of training and development aspect, the major focus of the training
is to improve the factual knowledge about the situation and deliver the best for the company
(Aust, Obereder & Matthews, 2018). To meet the target level enhancement, the procedure of
training is important. At the last section, the issue of remuneration, compensations and other cost
living cases are important for the development of employees’ performance.
Stakeholders act and initiation of HRM
There are the different key aspect of HR management and all these stakeholders' impacts
over the organisational performances to improve the situation from the existing one. Employees,
suppliers, government, banks, creditors, management, shareholders, local community, and

4HUMAN RESOURCE MANAGEMENT
environment all these are considered as the stakeholder of HRM and in most of the cases, HR
policies are depending on the same situation. 91% of HR strategies are impacted on employees.
All the policies and line management scopes are resulting in the intricate business strategies that
improve the relationship between employees (Cintas, Gosse & Vatteville, 2013). To avoid the
inconsistent practice in HR management all the relative works of stakeholders imparted over
there. Managing the flow and act over the business implementation is the correct idea of business
and that will gain the potential advantage for the organisation. Internal and external stakeholders
need to be happy so that management can develop their organisational position and limiting
internal creditability. Stakeholders’ factors of workforce characteristics, management philosophy
all these aspects are highlight all stakeholders and influence their interest as well.
Key theories of HRM and connection with business objectivity
There are some key models of Human Resource management and all these models try to
highlight the function of HRM and deliver the best possible way of blending organisational
culture with the better form of productivity. The Harvard Model by Beer in 1984, The Michigan/
Matching Model by Tichy and Devanna in 1984, The Guest Model by Guest in 1987, and the
model by John Sore in 1989 all are the possible best models to understand the human resource
processing and extract the best possible assumption to deliver the aspect in a right way.
The Guest model is the fusion of both hard and soft approach of HRM and through the
four crucial components, the theory can be established. This is the ability to maintain a
relationship between the HRM strategy and business strategy. In case of strategic integration, the
harder side of the Guest model has been discussed. In case of achieving the business objectives,
primary goal achievement is the main aspect of the HRM process (Guest, Paauwe& Wright,

5HUMAN RESOURCE MANAGEMENT
2012). In case of labour exploitation, HR management is important for saving those employees
those are exploited by the organisation. The model has shown the benefit of understating the
situation. In case of high commitment is behavioural assurance is the most effective concern of
this situation and that delivers better quality and the good services for the assumption of
managing people.
Another model like John Sorey model highlights the holistic approach to employee
management. Through the belief and assumption in case of distinctive approach and fundamental
production, factors are essential in that case and that relation treated the situation with great care.
Strategic qualities are there and get competitive advantages are the concern matter for the
organisation and through the HR policies belief of business understating will be addressed. In
this model, the role of line manager is important as the person controls the operational aspect and
the making a strong link between subordinates or employees (Story et al., 2014). The aspects of
key levers are also important as the situation delivers the commitment and flexibility in business.
Recruitment, job redesign and empowerment of HR policies are important in that case and the
values and beliefs boost the organisational culture for the development.
In case of business objectivity, the use of HR management is important as all these sub-
sectional factors deliver their contemporary essence in business for the long-term business
development and improvement. The objectives need to be precise the influence business
understanding and deliverers better role in an organisation.

6HUMAN RESOURCE MANAGEMENT
References
Andreeva, T., & Kianto, A. (2012). Does knowledge management really matter? Linking
knowledge management practices, competitiveness and economic performance. Journal
of knowledge management, 16(4), 617-636.
Aust, I., Obereder, L., &Matthews, B. (2018). Competing paradigms: status-quo and alternative
approaches in HRM. In Contemporary Developments in Green Human Resource
Management Research (pp. 136-154). Routledge.
Cintas, C., Gosse, B., & Vatteville, E. (2013). Religious identity: a new dimension of HRM? A
French view. Employee Relations, 35(6), 576-592.
Costea, B., Amiridis, K., & Crump, N. (2012). Graduate employability and the principle of
potentiality: An aspect of the ethics of HRM. Journal of business ethics, 111(1), 25-36.
Guest, D. E., Paauwe, J., & Wright, P. (Eds.). (2012). HRM and performance: Achievements and
challenges. John Wiley & Sons.
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), 18-36.
Petrick, J. A. (2012). Enhancing ethical US HRM education and practice: integrity capacity and
HRM professionalism. SAM Advanced Management Journal, 77(4), 42.
Shaw, J. D., Park, T. Y., & Kim, E. (2013). A resource‐based perspective on human capital
losses, HRM investments, and organizational performance. Strategic management
journal, 34(5), 572-589.

7HUMAN RESOURCE MANAGEMENT
Story, J. S., Barbuto, J. E., Luthans, F., & Bovaird, J. A. (2014). Meeting the challenges of
effective international HRM: Analysis of the antecedents of global mindset. Human
Resource Management, 53(1), 131-155.
Thite, M., Wilkinson, A., & Shah, D. (2012). Internationalization and HRM strategies across
subsidiaries in multinational corporations from emerging economies—A conceptual
framework. Journal of World Business, 47(2), 251-258.