Human Resource Management: Managing People and Organizational Success

This essay delves into the multifaceted realm of Human Resource Management (HRM), exploring its nature, characteristics, and strategic importance within contemporary organizations. It examines the core processes of HRM, emphasizing the crucial role it plays in aligning people with organizational objectives, fostering cooperation, and securing employee commitment. The essay dissects various HRM strategies and techniques, including talent management, high-performance culture initiatives, and strategic planning tools like strategy maps and HR scorecards. It analyzes the implications of effective HRM policies, focusing on employee engagement, job satisfaction, and the bottom line. Furthermore, the essay addresses current trends in HRM, such as leveraging technology, managing diverse workforces, and addressing key issues like employee productivity, health and safety, and outsourcing challenges. The essay also highlights the pivotal role of HRM in maintaining a positive work environment and organizational culture, concluding with the significance of HRM in achieving overall organizational success.

Running head: MANAGING PEOPLE
MANAGING PEOPLE
Name of the student:
Name of University:
Author Note:

1MANAGING PEOPLE
The essay discusses the process of human resource management and it application on
the current organisations. The process of HRM aims to bring people as well as other
organisations together in meeting the objectives and goals. It aims to try and win whole
hearted cooperation of the people associated with the organisation and secure their best. The
HR management is the art of procuring development and maintain the workforce competent
(Tzabbar, Tzafrir and Baruch 2017). This processes help the management to achieve the
organisational goal in an effective as well as efficient manner. It balances the staff
responsibility with the production of the organisation and maintain a true competitiveness. It
is designed for maximising the performance of the employees in accordance to the strategic
objectives of the employers. This essay however, discusses the nature and characteristics of
human resource management, strategies and techniques in people management, implication
of HRM and current trends followed by the successful human resource mangers. The essay
also discusses the issues regarding managing people in an organisation with support of case
studies and survey data.
The HRM has various features among which its pervasiveness plays a major role. It
permeates all the levels of management in the organisation. HRM particularly focusses on the
actions rather than keeping written records and procedures. The issues of the employees at
their work are solved through rational and logical policies (Xing et al. 2016). HR
management revolves round the people at work. It takes care of both people as well as
groups. It helps to improve the skills of the people so that they can give their best for the
organisations. HRM uses systematic processes of recruitment, training and potential
development together with fair wage policy. HRM selects people on assigned tasks to
produce a good result. The subsequent gains are used for rewarding people which ultimately
motivate them for further improvement in the organisational productivity (Donate, Peña and
Sanchez 2016). It helps the organisations to meet goals by increasing their competence

2MANAGING PEOPLE
through the motivated employees. For instance, in the successful company like Google, the
employees are recruited from the best colleges so that they can carry the brand name and
create positive nature as well as values in the company.
HRM is an integrating mechanism that build as well as maintain a cordial connection
among the employees and other levels of the organisation. The Nature of HRM is to stay
concerned with the decisions taken in the organisations and their impacts on the potential
employees (Veth et al. 2017). The workforce of a company is consisted of various levels of
employees which include top managers, supervisors and other employees. Each of these
employees’ fictions may take diverse shapes at each level. Hence the basic objectives of the
HRM particularly remains the same that is to achieve organisational goals effectively. HRM
enables the employees to get maximum satisfaction out of their work.
Human resource department of an organisation works hand in hand with the operating
manners. The HR mangers of the organisation efficient advice the managers to apply
motivational methods to the employees as they know the strengthens as well as weaknesses
of each of the employees. Through these advices from the HR departments, the operational
mangers can regulate their employee functions (Caligiuri 2014). HRM is an interdisciplinary
activity where the managers utilise their knowledge as well as inputs drawn from sociology,
psychology and economics. HR managers are capable of unravelling the mystery of the
human brains based on which they can understand as well as appreciate contributions of the
soft skills of the employees. One of the major features of the HRM process is its constant
alertness and responsiveness to the employees along with the organisations (Ahlvik and
Björkman 2015). It utilises awareness of human relations in the everyday operations. In the
top IT firm IBM which has a lot of branches all over the world, maintains a flexible
environment in the workplace so that the HRs can reach the employees easily and catch their
requirements. Each department have HR in order to reduce time for meetings.

3MANAGING PEOPLE
HRM strategies include talent strategies which is the forecast the future employee
needs and retaining top talents. These strategies revolve round proper identification of job
competencies like knowledge, abilities and skills for performing function. HR strategies
needs for continuous training and progress of the employees (Zibarras and Coan 2015). The
high performance culture strategies include proper methods of motivating the employee so
that they can maintain proper organisational behaviours and consequently enhance
productivity of the companies. This particular strategy of high performance helps the manger
plan activities for fostering organisational culture enjoying and appreciative. This influences
the employees to recognise high performance level and improve creative ideas. The method
of strategic planning in human resource management is defining as well as implementing
appropriate plans for which the managers use some specific and efficient tools. The
automotive companies employ a lot of employees to cope up with the demand hence cannot
differentiate unskilled labours from the skilled (Foss et al. 2015). During the production, the
HRM identifies the inefficient employees. At the time when their sales reduce, they remove
unskilled showing the company’s sales decline.
The strategic planning tools enable the companies to see how each o department has
been contributing in achieving the company’s strategic goals. Strategy map is one of the
major tools that helps the employees and executives to visualise the link of efforts with e
organisational goals (Veloso, Tzafrir and Enosh 2015). It assists the management to assess
profitability, revenues and costs goals. The HR scorecard is a process to assign financial or
non-financial goals to HRM. It helps the managers to qualify the connection between the HR
activities like testing and training, employee behaviours, customer services and firm-wide
strategic results and performance like customer satisfaction and improved profitability.
Digital dashboard is another tool that helps the HR to form metrics with desktop graphs,
computerised pictures and charts so that the mangers get to know the current position of the

4MANAGING PEOPLE
company (Ayentimi, Burgess and Brown 2016). It displays the real-time trends for different
strategy and activities. Based on this, the managers can take remedial actions.
Development and implications of the HR strategies are special contributors of HRM
responsibilities. The implications of HRM policies aim to utilise human capital properly that
can result in worker engagement, work satisfaction and most essentially, impressive bottom
line. HR of an organisation is responsible for the requirement, training, development of
potential, maintain workplace safety and managing performance. These are not easy tasks but
implementation of these policies are the most difficult part of the Human resource
management. The managers check everything carefully them plan to implement the policies.
for popper implementation the companies spend time as well as money due to which the HR
managers remain completely responsible to both the employees as well as the organisations.
Proper implementation of HR polices and strategies assist the organisation work smoothly
and efficiently and result in business improvement. Implementation of policies must be
matching with the recent changes in the technologies and consumer behaviours trends. Beside
these, the needs of the companies are also being changed. The HR management therefore
needs to plan and develop flexible policies so that these policies can meet the ever changing
needs of the organisations as well as market.
Sometime introducing new policies or strategies can be risky and confusing for the
executives and employees. Due to this reason, the top executives can be reluctant to introduce
new methods of the HR planning. Through inept and instantaneous policy changing can
proved to be tiring for the employees. Hence, by implementing policy must be focused on
addition of one feature at a time so that the curent employees grow accustomed with the new
ideals. These policies can include cost cutting and termination processes (Vanhala and Ritala
2016). With the current technological advancement, the demand of the firms is also changing.
Everything has been digitalised by replacing traditional operation methods. This is the reason

5MANAGING PEOPLE
why the companies are trying to get the results within a short period. This is why these
organisations aim to put pressure on the employees and implementing new HRM policies to
gain more competitive advantage from their internal environment. The techniques of
occupational performance management have been changing each day for gaining more
benefits.
Current patterns and trends in HRM purely focus on managing organisation, targeting
and achievement of goals, focus and successful implementation of HR strategies. Overtime
rises the wage structure of a company which regulate the productivity along with employee’s
capabilities. HR manage has been utilising high end technological tools through which they
have been tracking desired information within a moment. A company works with different
vendors and clients. The data of their operations are spread in multiple systems and gathering
and integrating these data is very difficult for the HRM of a company. Hence they use change
in tech support as well as models in HR organisation can solve this issue.
Clubbing the business for the companies is very important as well as natural thing. In
order to maintain workforce management, the new trends are helpful (Nieves and Quintana
2018). As the HRM policies disclose that this segment always cares for maintaining
employees demand and satisfaction. Hence the HRM is expected to increase human side of
the business. By considering current employees, the management increases recruitment but
gives preferences high skilled employees. The policy of demonstrating Performance reviews,
is a better marker of changes through which the organisations can judge the places for
improvement and increase ability to perform. The companies suffering from dropped rate of
performance, are using this trend. As digital marketing has been improving the methods of
marketing in one hand, the human resource managers are also using them to get the facilities
of creating as well as maintain a high brand profile. The facilities of two-way communication

6MANAGING PEOPLE
provided by social media, has been helping the HRM to successfully communicate with the
employees and maintaining the branding of the companies.
HRM issues chiefly revolves round the improvement of productivity and maintain
them in the organisation. There are many ways like minimising cost and maximising
profitability that increase productivity of the companies. In doing so, HRM recruits high
sickled labours which is of great demand. Attracting these high skilled labours and training
them properly are great challenges faced by the HRM. Different companies have different
technical terms with different core technologies. Proper utilisation of the training methods
applied in the employees is a great contest for HRM. (Fay et al. 2015) HR management of a
company is responsible for everything related to the employees. Some of the issues can be the
health and safety of the employees. Rese issue sometimes result in the legal problems for
which also the HRM remains responsible. One of the major issues that the HRM of a
company faces is to maintain secrecy about the employee details which if missing can lead to
ramification.
HRM faces problems regarding outsourcing which often creates issues for the smooth
operation of the company. Complete responsibility of the outsourced employees rest on the
HRM which includes arrangement of the employee’s travel in a systematic way. HRM often
deals with the hardest parts of the company’s operations like payroll. Starting from preparing
records regarding salary, bonus, extra allowances, attendance based earnings and overtime,
all are handled by HRM. Due to the complication of these tasks, the managements, often uses
HR software account system to avoid pay problems. Finally, the HRM is also responsible for
maintaining health environment in the workplace and positive culture is that each of the
employees can be satisfied with their work. However, due to diversification, some work
places can record cases of discrimination which disturbs the smooth progress of the
organisations.

7MANAGING PEOPLE
Therefore, it can be concluded that HRM is one of the most important part of the
organisations. Beginning from recruitment, training and wages to expansion, outsourcing and
payroll, HRM manages everything. This is the reason why the companies have been leaning
towards the technological support so that the HRM can work more efficiently and retain
highly skilled employees to enhance productivity.

8MANAGING PEOPLE
References:
Ahlvik, C. and Björkman, I., 2015. Towards explaining subsidiary implementation,
integration, and internalization of MNC headquarters HRM practices. International Business
Review, 24(3), pp.497-505.
Ayentimi, D.T., Burgess, J. and Brown, K., 2016. Do subsidiaries of MNEs demonstrate a
convergence across their HRM practices in a less developed host-country? Evidence from
Ghana. In 2016 Irish Academy of Management Annual Conference (p. 16).
Caligiuri, P., 2014. Many moving parts: Factors influencing the effectiveness of HRM
practices designed to improve knowledge transfer within MNCs. Journal of International
Business Studies, 45(1), pp.63-72.
Donate, M.J., Peña, I. and Sanchez de Pablo, J.D., 2016. HRM practices for human and social
capital development: effects on innovation capabilities. The International Journal of Human
Resource Management, 27(9), pp.928-953.
Fay, D., Shipton, H., West, M.A. and Patterson, M., 2015. Teamwork and organizational
innovation: The moderating role of the HRM context. Creativity and Innovation
Management, 24(2), pp.261-277.
Foss, N.J., Pedersen, T., Reinholt Fosgaard, M. and Stea, D., 2015. Why complementary
HRM practices impact performance: The case of rewards, job design, and work climate in a
knowledge‐sharing context. Human Resource Management, 54(6), pp.955-976.
Nieves, J. and Quintana, A., 2018. Human resource practices and innovation in the hotel
industry: The mediating role of human capital. Tourism and Hospitality Research, 18(1),
pp.72-83.

9MANAGING PEOPLE
Tzabbar, D., Tzafrir, S. and Baruch, Y., 2017. A bridge over troubled water: Replication,
integration and extension of the relationship between HRM practices and organizational
performance using moderating meta-analysis. Human Resource Management Review, 27(1),
pp.134-148.
Vanhala, M. and Ritala, P., 2016. HRM practices, impersonal trust and organizational
innovativeness. Journal of Managerial Psychology, 31(1), pp.95-109.
Veloso, A., Tzafrir, S. and Enosh, G., 2015. How employees perceive HRM practices:
Differences between public and private organizations. Human resource management
challenges and changes, pp.19-36.
Veth, K.N., Korzilius, H.P., Van der Heijden, B.I., Emans, B.J. and De Lange, A.H., 2017.
Which HRM practices enhance employee outcomes at work across the life-span?. The
International Journal of Human Resource Management, pp.1-32.
Xing, Y., Liu, Y., Tarba, S.Y. and Cooper, C.L., 2016. Intercultural influences on managing
African employees of Chinese firms in Africa: Chinese managers’ HRM
practices. International Business Review, 25(1), pp.28-41.
Zibarras, L.D. and Coan, P., 2015. HRM practices used to promote pro-environmental
behavior: a UK survey. The International Journal of Human Resource Management, 26(16),
pp.2121-2142.