Discussing Intellectual Capital and Employee Engagement in HRM

This essay provides a comprehensive overview of Human Resource Management (HRM), focusing on the comparison between Burr and Girardi's ideas on intellectual capital and the Towers Watson framework for sustainable employee engagement. The essay explores the core concepts of HRM, including hard and soft approaches, various practices like HRIS and recruitment, and the complexities involved, such as planning, recruitment, and training. It examines similarities and differences between the two frameworks, highlighting the importance of intellectual capital, competence, commitment, and employee engagement. The essay also delves into the application of HRM theories, such as behavioral, resource-based, and interactive theories, to achieve organizational goals. Finally, it concludes by emphasizing the significance of ethical values and a healthy work environment for employees, drawing on various academic sources and research findings.

Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
The management of human resources is termed as Human resource management (HRM).
The human resource management means to manage the human resource in the company . The
main objective of the human resource is to concerned with the people in the company. HRM
work's is to manage the work of the employees in a corporation by focusing on their performance
(Jiang and et.al., 2012). in the human resource management there are some approaches like hard
and soft HRM and practices. And also there are some of the complexities of the human resource
management. The HRM conducting the job analysis, planning, recruiting, orientation, salary
providing etc.
TASK
There are some similarities and some differences among the Burr and Girardi's ideas
about the Towers Watson and the intellectual capital framework. There are the many assets
which are very valuable for the company involving the invisible and visible. The mainly focus of
the contemporary companies are on the strengthens of the ability and on the knowledge creation
of such companies for realise the opportunities in each point. There are the paper focus on the
intellectual capital model which is expounded by the Burr and Girardi. There is the similarities
between the Burr and the Girardi is that they introduce the Ulrich's conception of the intellectual
capital and that is demonstrated through the formula, and the formula is intellectual capital=
commitment and the competence which takes place in to the considerations a third integral
control. The Burr and Girardi concluded that the intellectual capital has the three core ideas and
these are opportunity, capacity and the willingness.
The Burr and Girardi divide the job control in to the cognitive and the behavioural.
The are two basic approaches of the human resource management and these are harda nd
soft approaches. In Hard HRM, the manager have the skills and the abilities to perform the job or
the task. Treat all the employees as a resource like the building and the machinery. In the hard
skills focus only on the workforce needs of business like for instance recruitment and manage
accordingly. In this approach the employees are in interest and also do not take any type of
interest in the work. The soft skills includes the leadership skills, communication skills,
flexibility and also the openness to the new ideas. It is the responsibility to the manager to
communicate well with the people of the company and also communicate outside the boundary
of the company.

There are some practices of the human resource management. HRIS(Human resource
information system. There is the interaction of the information system through the software of
the human resource. In the HRIS, there is the online entry related to the payroll, data entry,
information about the employees of the company, accounting functions etc. Next is Recruitment,
When the company is hiring any employee then it is necessary to see the skills, knowledge and
the abilities of the person to perform the job properly. Next is Retirement benefits, the meaning
of the retirement is when the employee are leaving the job. The -phased retirement is bridge the
gap among the full time employment and the full time retirement.
The Human resource management deals with the following complexity:
In the equilibrium situation, the system is facing the risk of death. As the HRM is self made
organisation, so they consist of different complexities because their intelligence constitute in
their node. As per view of the Jiang,2012 that in the initial stage they look like very simple but
on the other hand consist of a large number of the complexity. (Meredith Belbin, 2011). There
are different team members This creates the task rigid and complex.
The four basic dimensions of the HRM are listed below: Planning- The planning includes
the three approaches and these are geocentric, polycentric, ethnocentric. The planning help in
working in the future. With the help of the planning, the work will easily complete an din the
systematic way. Next is Recruitment and selection, in this the Human resource select the right
people for the right place and at the right time. If the HR manager is recruiting any person, then
firstly the manager checks the knowledge, skills and the abilities of that person. And the person
is capable to perform the job then the HR manager select the person. And the next is Training
and development, Training is for the employees and the development is for the executives. In the
training, the particular skills of the employees are improved but in the develop, there is the
overall grooming.
The stakeholders follows the corporate social responsibility(CSR) in order to act together
to shape the human resource processes. In the CSR the companies contribute in some part of the
profit for the society welfare. The stakeholders have to follow below listed regulations laid by
the CSR: Employees,the employees working under the different stakeholders should given
healthy environment by examining their health. The working hours is determined priorly so that
no extra work will be done by them forcefully. The wages should also be proper as per the
working criteria. Consumers: The consumers should be given quality products as they paid for

that product. There should not be any cheat regarding the payment and the product quality.
Investors, the stakeholders have to maintain a loyal relationship between their investors as the
loyalty will improve the company reputation among the consumers as well as the employees.
The investors should also provide accurate share that they deserve.
There are certain theories of the HRM that can be applied on the business strategies to
achieve the aims and objective of the company. The first theory is Behavioural theory, this
theory is based on the certain assumptions that deals with the real scenario of the business which
is based on the behaviours of the employees. Because the behaviours of the workers effect both
the strategies of the business as well as the performance of the organisation (Boxall and Purcell,
2011).
According to Swart ,2006 the intellectual capital and its second tier sub- components with
the view to developing an research framework which is to be improved. It is examined that the
HRM assure that the employees should behave in a well cooperative manner so that the work
can be effectively and factly done. The workers should maintain a positive attitude towards team
members. There must not be any conflict among them due to certain misunderstanding and the
negative attitude of the employers. The next is Resource-based theory this theory is based on the
resource based competition in any business. The resources must be buy at different locations
which become a difficult task for the competitors to buy such resource. And the last theory is
Interactive theory, the theories of behaviour and the resource availability are not linear. It may be
more or less. The interactive theory deals with the linear management of the business strategies
as well as the human resource management. It concentrates on the employees matching as per the
applied strategies. The workers are considered as an asset or a means to achieve the business
plans and goals not a part of the corporation.
CONCLUSION
From the above based report it has been concluded that the Human resource management
deals with the performance of the employees in an organisation so that there will be no in justice
in their side. There should maintained the ethical values in the corporation in order to provide a
healthy environment to the workers. The study and the different approaches are used in this
regard. Different theories of the HRM are applied to achieve the goal of the business strategies.

The Burr and Girardi have some dissimilarities and some similarities ideas about the intellectual
capital.

REFERENCES
Book & journal
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal.21(1). pp.3-13.
Hendry, C., 2012. Human resource management. Routledge.
Jiang and et.al., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of
management Journal. 55(6).pp.1264-1294.
Meredith Belbin, R., 2011. Management teams: Why they succeed or fail. Human Resource
Management International Digest.19(3).
Burr, R. and Girardi, A., 2002. Intellectual capital: More than the interaction of competence x
commitment.Australian Journal of Management.7(1 suppl). pp.77-87.
Swart, J., 2006. Intellectual capital: disentangling an enigmatic concept.Journal of Intellectual
capital.7(2). pp.136-159.
Online
Intellectual Capital: More Than the Interaction of Competence x Commitment, 2002. [Online].
Available through:
<http://journals.sagepub.com/doi/abs/10.1177/031289620202701S09>. [Accessed on
24th may,2017].