The Role of Human Resource Management in Sustainable Organizations

This business report addresses the critical role of Human Resource Management (HRM) in fostering sustainable organizations. The report begins with recommendations for a CEO of a healthcare organization struggling due to a lack of a proper HR department. It emphasizes the need for a dedicated HR generalist and outlines how HR goes beyond administrative tasks to represent employee voices, align objectives with business plans, and monitor performance using balanced scorecards. The second part of the report explores the essential features of a sustainable HR department, highlighting its nature as a blend of art and science, its continuous and multi-disciplinary activities, and its focus on employee development and organizational goals. The conclusion summarizes the key takeaways, reinforcing the importance of HRM in organizational success.

Running head: MANAGING HUMAN RESOURCES
The role of HR (human resource) in creating sustainable organizations
Name of the Student
Name of the University
Author Note

1MANAGING HUMAN RESOURCES
Executive summary
This report deals with the business report, which comprises of the two main questions. First,
one recommends the CEO of a health care that is having trouble because of not having a
proper Human Resource department. The second question deals with the essential features
that are important for an effective human resource to sustain. Findings and recommendations
says that HRM is an important part of any organization way more than just an administrative
department. It manages the employees and act as their true representative to the higher
authority.

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Table of Contents
Introduction................................................................................................................................3
Business report...........................................................................................................................3
Answer 1................................................................................................................................3
Answer 2................................................................................................................................5
Conclusion..................................................................................................................................6
References..................................................................................................................................7

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Introduction
The aim of this report is to write a business report that is based on the given questions
from the case study. The essential purpose of this assignment is to progress with a skill in
administering human resource management (HRM) frameworks and representations to
analyze a workplace case study that is facing experiencing ruthless challenges affecting the
role of the human resource (HR).
The business report is a report that is written keeping a business purpose in mind. It is
slightly different from other reports as it only deals with business related information. In this
business, report the first question deals with the recommendations that are for the CEO in the
hospital for using the right methods for improving the performance of the HRM and the
second one deal with the important features that will help constructing a HR that is
sustainable and capable. However, this report is commenced to improve the conditions of the
first hospital in the case study provided.
Business report
Answer 1
When human resources are concerned to health protection, it can be described as the
divergent sort of clinical and non-clinical employee supervised for public and individual
well-being intervention. In the case of the first hospital, the CEO must seriously develop a
HR department and a HR manager because the HRM has a completely different and efficient
role to play like that of recruitment and selection of the staffs, orientations, preserving
satisfactory working conditions, organizing stable staff relationships and training and
development of the new joiners. However, to improvise the operation of the HRM at the

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hospital the CEO must keep in mind that when an organization passes 40 employees there is
always a need for a HR generalist and here the employee strength is 400 so there is definitely
an urgent need. HR generalist has an understanding as well as training to handle different
duties of the HR and this can be a starting edge improvements. Adjoining a member of the
staff who will only focus on the employees will improve both the business and the HR team.
This will help in increasing the employee’s satisfaction, productivity, morale and this in turn
will decrease turnovers and enhance profit (Bratton & Gold, 2012).
Another major starting point would be to change the outlook about the functioning of
the HR department. HR is much more than just an administrative department; this must be the
outlook of the CEO. However, basic HR functions are administrative in nature like handling
payroll and recruiting fresh employees but apart from these, the main important contribution
of HR is to serves the employees. Therefore, CEO should involve the HR to the meetings
where they can actually represent the voices of the workers towards the developing policies
and objectives, which will in return help, in developing in a motivated and committed
workplace. The objectives of the HR department should be joined with the business plans and
aspirations of the company. The hospital must begin with scrutinizing the plan of their
business and statement of the mission and their long-term goals and then they must allow this
investigation became the base for fixing up the objectives of HR so that it can keep the
business moving towards attaining the long-term goals of the hospital. Finally, the CEO
should keep a watch on the HR performances and verify that its activities join with the
objectives of the business. An equitable scorecard calculates performance affected to each
objectives of the HR using standard metrics like the ratio and percentage computation or a
subjective evaluation. This is the reason why a balanced scorecard is to be used to monitor
the performances of the HR (Lohrey, 2017).

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Answer 2
The key features of building a potential HR that can be maintained at a certain rate or
level are various as HR is the essential asset that is possessed by the organization. It is the
HR, which is able to detain the competitive advantages in the market. HR is a procedure and
outlook of acquisition, occurrence, utilization and preservation of capable human force to
attain objectives of an organization in a well-organized and successful manner. However, HR
is a management of both human energy and proficiency. Firstly, HR is a compound mixture
of art and science. It should have the art of managing employees by the possibility to be
creative and original approaches. On the other hand, it should be a science as well because
they must have clarity and meticulous implementation that is needed. The evolution of HR is
to surround all level of individuals and management and working employees. They should
not show any kind discrimination to any group. All the managers should execute the duty of
HRM. Organizations either they are making profit or not they must follow HR. HR is a
continuous activity as it takes up a number of tasks to perform in a series. It is a constant
process as it starts with HR planning then recruitment then selection until training and
performance evaluation.
HR is not at all a beneficial center. It should assist all other serviceable department.
However, the fundamental responsibility must rest with the line managers. The HR manager
has a power only inside his own department but has labour control to the extent in which
other departments are disturbed. The HR functions must be liberating in a way that legal rules
are not disrupted. It must be multi-disciplinary in nature where it can enclose well-being,
labor, staff management and keeps adjacent alliance with employees and business
relationships. It must change itself with following changing surroundings. HR should have
the characteristics of travelling from using the labors to serving them as uniform associates in

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the task. HR must be fully aimed to its performance. It should have its attention on the
outcome, somewhat than on the regulations. It must attempt to secure the most from the
employees by gaining their wholehearted collaboration. Its focus should be to bind the
employees and the organization together so that the aims and objectives of the organization
are successfully met. HR is all about the employees at work or in the groups. It should try to
help them to enlarge their prospective fully as the sole responsibility of HR lies in structuring
the human capital (Jiang et al., 2012).
Conclusion
To conclude this report, it can be said that HRM is a crucial job that is important for
any organization. Starting from recruitment and selection of the staffs, orientations,
preserving satisfactory working conditions it organizes stable staff relationships, training
them and developing new joiners. HRM is more than just an administrative department and
thus its main concern is to manage the employees. However, the CEO should involve the
HRM members in the meetings so that they can represent the employees’ point of views.
HRM on the other hand has certain important features to sustain which help evolve an
organization and make it powerful.

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References
Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2012). Human resource
management in public service: Paradoxes, processes, and problems. Sage.
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave
Macmillan.
Collis, J., & Hussey, R. (2013). Business research: A practical guide for undergraduate and
postgraduate students. Palgrave macmillan.
Daley, D. M. (2012). Strategic human resources management. Public Personnel Management,
120-125.
Hendry, C. (2012). Human resource management. Routledge.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management
influence organizational outcomes? A meta-analytic investigation of mediating
mechanisms. Academy of management Journal, 55(6), 1264-1294.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management
influence organizational outcomes? A meta-analytic investigation of mediating
mechanisms. Academy of management Journal, 55(6), 1264-1294.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human
resource management the next approach?. The International Journal of Human
Resource Management, 25(8), 1069-1089.

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Lohrey, J. (2017). How to Improve a Human Resources Department.
Smallbusiness.chron.com. Retrieved 18 August 2017, from
http://smallbusiness.chron.com/improve-human-resources-department-78722.html
Purce, J. (2014). The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals), 67.