human resource management essay example

Essay on Human Resource Management

Introduction

Human resource management is a sensitive matter that any organization has to take into consideration for all activities and operations to run flawlessly. Companies that ensure employees are well handled are more likely to do better in business as compared to firms that have no regard for their workers (Mankins & Garton, 2017). Studying human resource management is essential as it helps many understand various notions and concepts on the topic of discussion. The course has been interesting as it enlightens the society on the role of such departments within a working organization. A thorough analysis of the course indicates that three major insights are vital for the achievement of the desired results. The first idea is based on employees being an essential part of the business (Cascio, 2015). The second idea on human resource management that is evident throughout the course is that firms should invest heavily in their employees. The third concept that can be learnt from the course materials is the fact that human resource management should always apply the right strategies and ensure that decisions are made in a consultative manner (Mankins & Garton, 2017). The paper aims to examine the three insights, their practical application, and why they are valuable in establishing proper human resource management.

HRM Application

Human resource management is vital for every organization as it shapes the direction that operations take within the organization. It is important to examine critically how HRM influences employee relationships within the workplace. From the course materials provided, one can presume that employees of any company are as important as customers (Mankins & Garton, 2017). Employees form an essential part of the company as they spearhead various programs that are important for the continuity of company operations. Without a workforce that is committed to achievement of set objectives, a firm will fail in its quest to become a top company in the industry. Established human resource departments are always committed to ensuring that employees are kept comfortable and satisfied for better delivery during company operations. Employers must provide a conducive working environment for their employees, including safety and health conditions (Mankins & Garton, 2017). Learning of human resource concepts helps one gain essential skills of employee management, performance assessment, and proper supervision of operations. When an employer wants to introduce a quality product in the market, he/she should first provide quality employment.

The second idea that is evident from the course is the fact that investing heavily in employees pays significantly. For instance, companies that leave their employees demoralized and unsatisfied end up posting poor performance at the end of the day (Cascio, 2015). Investing in employees includes preparing training workshops and developmental programs that aim at improving the skills of each employer. There is a need for every firm to implement policies that aim to improve employee happiness as it is a prerequisite for proper performance. The course materials highlight the importance of motivation and commitment among employees that work for any organization (Cascio, 2015). Employee assistance initiatives such as therapy programs and other facilities within a workplace motivate employees to deliver their best. Constructing and availing such amenities to employees is capital intensive, and not all firms within the industry can be able to achieve such a status. Investing heavily in employee relations can prove helpful for any firm that intends to do better in business.

The third insight that one can learn from the course material is the idea of being open-minded and inclusive when it comes to decision making within an organization. Human resource departments should be at the forefront of ensuring that decisions are arrived at after a thorough consultative process within the organization (Bolman & Deal, 2017). Firms should consult their employees before implementing various rules that shape operations within the working environment. There should be a specific approach tailored to handle multiple problems that arise during work operations. Every HRM department must provide the best conditions that can lead to the achievement of set objectives. For instance, when an employee messes within the work setting, the HRM must apply the set guidelines to handle the matter. Procedures applied should be void from biasness and rigidity in a bid to ensure justice and inclusivity (Bolman & Deal, 2017). Studying principles of human resource management enlightens one on how to value employees’ opinions, especially within an organization with a huge floor area.

Learning assessment

Learning of HRM concepts helps one understand why treating employees better can help a company do better. For instance, through proper management of resources, one can come up with organizational structures and designs that promote performance among employees. Corporate design is also an essential aspect in the definition of roles that each individual should play within the work setting (Ugoani, 2020). The concepts learnt in class change one’s way of thinking and approaching of various issues within the community. From learning experience, companies lose a significant productive power to time-wasting, which has derailed improvement of operations. Firms must consider proper management of resources an critical factor that influences production activities.

Critical Analysis

Learning concepts on human resource management helps those in leadership positions to weigh what is essential for employees and organizational growth. Companies that have incorporated HRM principles in their workplaces do better as compared to those that are insensitive to employee issues (Nazir & Islam, 2017). Employee motivation and happiness evoke a sense of responsibility in an individual, prompting such employees to deliver even better. Ethical standards that are acceptable internationally must apply for the HRM department to serve effectively with purpose. In essence, it is through the learning of HR concepts that one can develop knowhow on the handling of various managerial predicaments that arise at a workplace. Inclusivity and open-mindedness are essential virtues that can help a leader implement a culture that aims to promote performance (Mankins & Garton, 2017). Practitioners in this field can learn a lot from the course as it directs individuals on basics that must be incorporated for proper human resource management.

To sum it up, HR management principles require high levels of ethical standards that regard employee happiness. Company goals should be aligned with resources that are present for disposal. Employees should be considered in every decision making process as they form an essential part of the business. Employee welfare should be prioritized to ensure they are comfortable to deliver professionally. Apprising employees and allowing them to go for vacation contributes significantly to employee happiness and eventual retention. Equally, investing heavily in employees can prove helpful in achieving the set goals for the firm. By borrowing theoretically from concepts learnt in class, HR departments have an obligation of ensuring that productivity is improved, given the available scarce resources. Decision making within an organization should be done through consultations, which include employees. The course is relevant to principles that encompass the concept of human resource management within any organization.

Bolman, L. G., & Deal, T. E. (2017).  Reframing organizations: Artistry, choice, and leadership . John Wiley & Sons.

Cascio, W. F. (2015).  Managing human resources . New York: McGraw-Hill.

Mankins, M. C., & Garton, E. (2017).  Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team s Productive Power . Harvard Business Review Press.

Nazir, O., & Islam, J. U. (2017). Enhancing organizational commitment and employee performance through employee engagement.  South Asian Journal of Business Studies .

Ugoani, J. N. N. (2020). Managing Employee Relations and its Effect on Organizational Success.  International Journal of Social Sciences Perspectives ,  6 (1), 1-10.

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Top 7 Examples of Essay on Human Resources

Table of Contents

Human capital is a valuable part of any business establishment, so the business must adapt to the growing need to invest in the proper management, development and retention of its people. Accordingly, many companies are now scrutinizing the science of human resource management. If you are a student in management or entrepreneurship, you will have to write at least one essay on human resources.

The main goal of this assignment for the student is to show his competence and ability to express his thoughts and information correctly. At first glance, it might seem like writing an essay on human resources is a daunting task because it involves a lot of effort. But if you stick to the guidelines, you can quickly and easily allocate time and effort to further write an essay on human resources. Find out how to do this below and get inspired by sample essays.

5 Tips on How to Write an Essay on Human Resources

Writing an essay on human resources can take you a lot of effort and time. Therefore, you need to know a few recommendations before starting work. They will help you make the process of writing an essay on human resources easy, fun and short-lived because you will learn how to allocate your energy and time properly.

• Choose a direction that is good and relevant to you about the essay on human resources. To not drown in this ocean of possibilities, first determine what is most interesting to you. What do you think about most often when faced with the study and writing essay on human resources? What gets your attention to the point where you forget about everything else? What would you like to improve in human resource management methodology?
• Once you’ve decided on the direction of writing an essay on human resources, find out what you like best. Depending on this, your essay will be descriptive, analytical, reflective, critical, or otherwise. Once you’ve combined a topic that interests you with the look of an essay on human resources, sketch out a few options for topics. At this stage, it is not the exact formulation of the important topic but understanding the essence of the problem and the potential for its solution when writing an essay on human resources.
• Remember that not every student can write a good essay on human resources without knowledge and information. Therefore, take the time to gather all the information you need to write an essay on human resources.
• When exploring the potential of an essay on human resources topic, pay attention to the availability of literary sources. In some cases, it is more logical to first find the necessary information in the sources, and then begin to form thoughts in the form of essay on human resources. And remember that this knowledge will help you write an essay and when performing other types of academic work.
• After selecting specific topics for an essay on human resources, evaluate each topic for how meaningful you can cover it. Do you have interesting observations and ideas on this topic? Can you surprise the reader with something? Do you feel inspired when discussing this topic? In writing an essay on human resources, you should understand that you will have to formulate a specific thesis and then prove it with arguments. Will you be able to do this for the selected topics?

7 Examples of Human Resource Management Essays

This selection of 7 essays on human resources will help you find the topic you would like to write an essay about in Human Resource Management. After reading, you will be inspired, and it will be easier for you to decide what you would like to write about because this topic touches on many aspects of this type of management. You will also acquire new and valuable write an essay and perform knowledge about human resources to later independently write an essay on human resources.

Human Resource Essay Example 1: “Do I See Myself as a Competent and Good Manager?”

A manager is a person who holds a permanent managerial position and is empowered to make decisions about specific activities of an organization. This person must have higher education and bear a huge responsibility for the success of the company or projects. I believe that a competent human resource manager should know how to correctly use management mechanisms, tools and management methods.

The relevance of these phenomena is due to several factors. Firstly, there is no doubt that the efficiency of the organization as a whole, the effectiveness of the labour activity of employees, etc. directly depends on the level of construction of the management system. Within the framework of the new paradigm of personnel management, the human resource is positioned as the most important resource of the organization, since it is the source of the formation of strategic competitive advantages. Therefore, the functioning of all systems of the organization directly depends to one degree or another on the human factor.

Secondly, do not forget that management in some countries has a rather short history of development in comparison with developed countries. And so every manager needs to constantly learn and experiment. And this necessitates the adaptation of foreign management experience to domestic realities. In our time, many authors have published a significant number of works within the framework of this discipline, and many management models have also been formed. I believe that according to the requirements a manager:

• must be confident in their decisions, be fair;
• must continuously learn and apply new knowledge in practice;
• suggest new good and proven techniques improve the outcome of the project;
• be able to competently and quickly analyze a large flow of information.

In modern conditions, a manager must have many qualities that will help him solve all the issues that arise. After all, a manager must be a purposeful, energetic and persistent innovator who knows how to manage subordinates. It is these qualities that I also possess, which gives me the opportunity to apply for this position.

It is also worth noting that in modern conditions, the correctness of the behaviour of a business entity in the market to a decisive extent depends on the adequacy and timeliness of managerial decision-making by the head. After all, the following points can be identified, which entirely depend on the personality of the leader, his business and human qualities:

• choosing the right direction of the business;
• the ability to anticipate the development of the market situation;
• the correct choice of development strategy;
• selection of team members;
• correct setting of tasks for team members;
• the ability to build viable plans;
• the ability to establish relationships with other entities: suppliers, consumers, governing bodies and others;
• many other points are related to the development of the organization in a constantly changing market environment.

All these aspects of the organization’s activities are understandable and important to me, therefore I am ready to make effective management decisions on them. Therefore, I see myself as a manager and consider myself a worthy candidate.

Human Resource Essay Example 2: “Purpose, Tasks and Functions of Human Resource Management”

Currently, in the age of information technology, when there is an active change in the structure of society and the consciousness of people, it is extremely important to carry out a process to improve the management processes in the organization. But first, every person who has to improve the quality of human resource management needs to understand the basic functions and tasks of such a complex and responsible process.

Human resources are all employees and their responsibilities in any organization. They include production personnel and management personnel. Throughout the development of mankind and civilizations, people had to regulate relationships for the sake of survival and improving the quality of life. Therefore, in our time, human resource management is a complex system that includes interconnected and interdependent subsystems for the creation, use and development of labour resources.

What are the types of definitions of such a phenomenon as human resource management? Human resource management is an approach to a person as the main factor in achieving the goals of an organization. This is an approach to a person as a source of income and an investment. This is an analysis of the organization’s human resource needs. This is an analysis of the situation with human resources in the environment external to the organization. And also this is the formation of the organization’s human resources and the creation of a system of employee interactions.

The main goal of this process is to ensure the use of company employees and their human resources in such a way that the employer can get the maximum possible benefit from their skills and abilities, and the employees can get the maximum possible material and psychological satisfaction from their work. This process is based not only on the ability to organize a team from a quantitative and qualitative point of view, but also on the ability to use psychological techniques.

Each manager should be prepared for the fact that personnel management is a more complex process than managing the technological part of the production. This is due to the high likelihood of conflict situations on both work and personal issues.

Depending on the line of business of a particular company, a human resource manager must perform the functions inherent in this activity. They are different and each of them gives a certain desired result if the process is established by the manager correctly and correctly. What are the most common and working functions of managers or people involved in human resource management?

• Forecasting the need for personnel working;
• planning the number and quality structure of personnel in the divisions of the enterprise;
• searching for qualified personnel;
• holding competitions for vacancies;
• certification of applicants for work;
• organization of the adaptation process for new employees;
• organization of personnel training;
• development of recommendations for professional development;
• organization of personnel retraining;
• organization of management training and a number of others.

Since the functioning of any enterprise is based on the human factor, there is an objective need to regulate this process. It can be argued that the final result of any project depends on the properly organized activities of the staff, be it a small project or a large-scale project to create an innovative product.

Human Resource Essay Example 3: “Staff and Manager Motivation in Human Resource Management”

As you know, human resources are the foundation of any production process, since it is on them that the effectiveness of a particular activity depends. Therefore, project human resource management is a process that results in the efficient use of human resources. The human resource management process of a project involves the organization, management and leadership of the team that directly implements the process. And I think that this should be given special attention.

In any organization, each person involved in the production process is endowed with certain responsibilities. Otherwise, they can be called project personnel. In my opinion, the basis of the project’s human resource management process is the motivation of the participants. The level of staff motivation is desirable for their high-quality and organized work, both with clients and within the enterprise, because their work directly affects the efficiency of the organization. And so we can conclude that employees are one of the key and important resources of the company.

But sometimes crisis situations provoke a difficult situation for the enterprise, due to which panic can arise in the state. Such an environment, naturally, demotivates employees, and the reasons may be different. This can be uncertainty about the future, a decrease or delay in wages, reductions, and increased workload.

The leader plays an important role in motivating employees. The leader is obliged to take part in all areas of the organization. Everyone understands that the market is now in stagnation and that no one has any illusions about this. But the employee must understand what is being done in the company to overcome the unfavourable situation. And to be sure that the management will not abandon them, that they are needed, they are engaged in important business and receive a worthy reward for it.

It is very important to correctly decompose the project and divide it into manageable stages, if necessary, into subprojects and other components. This procedure is performed at the initial stage of the project. Its purpose is to provide a good basis for sound planning. It ensures that plans are made for reasonably chosen time horizons.

When dividing the project, it is necessary to describe the goals of each component and, at least in the first approximation, estimate the resource requirements for their implementation. It is equally important to draw up a milestone achievement plan and milestone level charts prior to each project phase. Moreover, participants must agree on which milestones are particularly critical to the project and ensure that everyone understands the severity of the implications.

In order for the project to achieve its ultimate goal, it is extremely important to organize and provide for all possible nuances. It can be argued that the processes of organizing a project contain three components.

• The first is organizational planning, which involves drawing up a plan and analyzing all stages of work.
• The second link is the appointment of personnel, in accordance with the required tasks and goals.
• And finally, the third stage is team development. An important point here is the motivation of the personnel, the general focus, the team’s ability to work, and the fighting spirit.

Therefore, of course, the success of any project must be backed by a very competent and wise leader who knows the psychological characteristics of each employee, who knows how to properly organize the production process, is able to set incentives and motivation for the staff. Thus, the success of the project is ensured even in crisis situations.

Human Resource Essay Example 4: “Variety Management”

The structural basis of management in the field of various art consists of an organization (theatre, production centre, a philharmonic society, etc.), whose effectiveness will depend on the correctly found model, as well as the personality and professional training of the manager. Each direction on the stage has its own management models, together with the criteria for its effectiveness.

The main goals of management in the field of pop are such as the creation of the most favourable conditions for the promotion of creation and the dissemination of art, for creativity, as well as the professional growth of performers, the development of genres of professional art, copyright protection, and the achievement of optimal financial results. Management in the field of professional art is, in general, a combination of management of the artistic process, economic and organizational activities. The solution of these problems is inextricably linked with the improvement of the culture of serving the population and the formation of services for different categories of the population.

If you were to find yourself behind the scenes of any performance, you would witness total chaos. For example, there might be actors in one corner rehearsing their lines, while tailors and seamstresses hemming their suits at the same time. The background can swirl right and left while the team stands by, ready to carry furniture for the next scene. However, at the centre of all this chaos is a critical person and this is the leader. He coordinates all aspects of the production, from costumes, sets to actors and rehearsals, so that everything goes well.

Stage managers typically provide practical and organizational support to the director, actors, designers, theatre crew and technicians throughout the production process. I believe that such a position presupposes high professionalism and moral training, which will positively influence the work process during crisis situations in an institution or in a team.

Human Resource Essay Example 5: “How to Start the Process of Human Resource Development and How to Avoid Problems?”

Human potential tends to grow constantly. This is due to the fact that over time, an enterprise or organization begins to demand more and more efficiency from its employees. That is why the development of human resources is one of the key issues of the firm’s management.

One of the most difficult periods for any employee is his adaptation to the enterprise. Not only do newcomers have to familiarize themselves with all the organizational issues, but they also have to take a certain place in the team and go through serious psychological pressure. The introduction of a person into a new position is also of great importance, namely, acquaintance with official duties.

The policy of the enterprise management on these issues is of great importance in the course of these processes. A friendly atmosphere is also important, and methodological support is also required. For example, large firms have practices such as conducting lectures and seminars for new personnel, as well as introducing training programs. Thus, the development of the potential of each employee can be quick and beneficial for the company or organization.

But the enterprise can often face difficulties. One of the most important problems faced by the human resource of an enterprise is paying insufficient attention to this issue. Nevertheless, managing people requires specialized knowledge, as well as skills and mechanisms. So, the first thing worth paying attention to is the development of leadership in the team. Moreover, this should relate specifically to the working moments, and not to the personal relationships of employees. Unfortunately, this is often neglected by many businesses.

Another important problem of the organization is paying insufficient attention or completely ignoring the need for human resource management. However, it should be understood that cadres do not have the ability to self-regulate. A clear policy should be developed on this issue.

Also, one of the most serious shortcomings of modern management is considering the organization separately from the staff. So, sometimes employees are not ready for changes in the work of the enterprise. Therefore, the manager must understand the main concept of personnel management. This category includes several aspects:

• economic component;
• strict subordination to a single leader;
• definition of a clear management hierarchy;
• development of discipline norms, as well as a system of rewards and penalties;
• clear definition of the area of ​​responsibility of each of the employees;
• development of organizational culture, thanks to which the personnel feel the unity of the work collective.

In conclusion, I can say that the biggest mistake can be considered an underestimation of the human component in the work of an enterprise, which interferes with the development of human resources. It is often this leadership oversight that causes serious economic problems.

Human Resource Essay Example 6: “What Recommendations Can I Give on the Management of Human Resources?”

In every enterprise or organization, the main motive for development is the competent management of human resources and their improvement. In order for the use of human resources in the enterprise to be effective, managers must be guided by a number of recommendations in their activities. For example, the best motivation for employees will be a clear demonstration of the career growth of senior management. Why is this done? Personnel must set specific goals for themselves and be aware of the reality of their achievement.

Another of the most important aspects is decent wages, even in the most difficult and crisis periods. Employees must receive the agreed amount in order to realize their value to the organization. In any case, the employee will leave the company if he cannot fully support himself and his family.

Also, employees must thoroughly know comprehensive information about their enterprise, as well as the mechanism for making a profit. The knowledge of employees should not be limited to a narrow range of their duties. It is important to note that in communicating with each of the employees, respect should be guided because each of them has the opportunity to leave for another organization.

But the main recommendation is that the manager thoroughly knows and learns new methods of human resource management in the organization. What it is? Methods are a way of influencing a team or an individual employee to achieve a set goal, coordinating his activities in the production process.

Administrative methods are based on power, discipline and punishment. They rely on the administrative subordination of the object to the subject, based on the existing management hierarchy. The main functions of administrative methods are to provide a stable legal environment for the activities of an organization, to protect a specific environment, to guarantee rights and freedoms. And economic methods are based on the use of economic incentives. With their help, material incentives for the team, individual workers are carried out.

By the mechanisms of the economic method, the state has a tax, credit and financial system, a price system, the size of the minimum wage, and plans for economic development.

Socio-psychological methods are based on the use of moral incentives to work and influence personnel with the help of psychological mechanisms in order to translate an administrative task into a conscious responsibility, an inner need of a person. This can be achieved through:

• building a team, creating a normal psychological climate and creative atmosphere;
• personal example;
• meeting the cultural and spiritual needs of workers;
• the establishment of social norms of behaviour and social stimulation of the development of the team;
• the establishment of moral sanctions and encouragement;
• social protection.

In conclusion, it should be noted that the role of human resources should be clearly understood at all levels. This is one of the most important elements of the functioning of not only a single enterprise, but also the state as a whole. It is important to remember that a person is of the highest value, and his abilities and intelligence are of the greatest economic interest. Therefore, managers should not neglect the trust of their employees.

Human Resource Essay Example 7: “What Are the Main Directions of the Psychologist’s Activity in the Human Resource Management System?”

The place of a psychologist at an enterprise is very important because it is this person with a higher education who can objectively assess many human qualities and ways of their development. I believe that the main focus of a psychologist is to create a reserve for the internal growth of a specialist, as well as to participate in career planning. This is done by describing the personal qualities of employees and their development strategies. Determination of opportunities and boundaries for growth and self-development is very important for the categories of specialists and managers.

Also, a specialist in the field of psychology, in my opinion, should be engaged in identifying factors that prevent the emergence and development of conflicts since conflicts cause enormous damage to the organization. It is possible to reduce the likelihood of conflicts by carrying out the correct selection and placement of personnel, taking into account not only professional but also psychological characteristics.

Other cases in which a specialist psychologist can help identify motivation and needs for changing the system of material incentives. In general, with any organizational change, a psychologist’s participation is necessary to reduce the resistance of employees. Latent resistance is especially dangerous. What other types of psychologist activities are there in the human resource management system?

Professional selection is a procedure that, in the case of professions with relative professional suitability, helps assess the effectiveness of an employee and establish a forecast of his professional development. Personnel selection – creating a reserve, completing departments following specific criteria (professional competence, specialization features, etc.) Personnel adaptation is the process of getting new employees acquainted with the organization, with new working conditions and changes in the behaviour and psychological climate of the organization.

Personnel assessment is one of the most critical areas of work with personnel. It is carried out constantly throughout all stages of the personnel life cycle: recruiting, adaptation, consolidation (stabilization), development, leaving (moving personnel to subsidiaries, branches), etc. Assessment is a method of a comprehensive assessment of personnel that every psychologist should know in organizations. It is based on using a system of complementary methods, focused on the real work behaviour of the evaluated employees and taking into account the specifics of the requirements of job positions.

Psychological support of human resource management is a set of technologies, activities, procedures, and application principles, involving the use of psychological mechanisms and patterns of human functioning, who acts as a subject of labour, a collective subject of activity and a social community. I think that the role of psychological support is to optimize the ergonomic, organizational, informational, hygienic prerequisites for the activities of the personnel of the enterprise.

Still, essential tasks for a psychologist are such procedures as psychological, educational activities and psychological examination. Increasing the psychological literacy of staff, creating a favourable image of both the psychologist’s activities in the organization and the tasks of psychological support, popularizing and explaining the latest psychological research, developing the need for psychological knowledge and skills among staff and the desire to use them in professional activities and other life situations.

Expertise is understood as the study of any issue requiring special knowledge, with the presentation of a reasoned opinion. For example, to establish the compliance of professionals with the requirements of the labour post. As well as a study of organizational projects, regulatory documents, workplaces, working conditions, work and rest regimes, incentive and motivation systems for work, systems for the distribution of labour functions, corporate culture, causes of conflicts and causes of injury.

Therefore, do not neglect a specialist in the field of psychology. In my opinion, he can best understand how to properly manage human resources and have the best influence on personnel to achieve better results in an organization or an enterprise.

As you can see, an essay on human resources can be a fun and educational assignment for you, which will open you up to important new knowledge in this area. With the right effort, you can write an essay on human resources well and then it will be easier for you to write more complex academic work while at university. So don’t be afraid to get started!

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Essay on Human Resource Management (HRM): Top 6 Essays

In this essay we will discuss about ‘Human Resource Management’. Find paragraphs, long and short essays on ‘Human Resource Management’ especially written for school and college students.

• Essay on Human Resource Management

Essay Contents:

• Essay on the Functions of Human Resource Management

Essay # 1. Introduction to Human Resource Management :

Men, materials, machines and money are considered as the main factors of production. Out of all these factors, men are considered as an important factor. It is very difficult to handle the other factors of production with­out the efficient use of human resources.

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Several terms have been used by various management thinkers to represent human re­sources. These include ‘personnel’, ‘people at work’, ‘manpower’, ‘staff’ and ’employ­ees. Whatever may be the term used, human resource of any organization consists of all individuals engaged in any of the organiza­tional activities at all levels.

The importance of human factor can be judged from the point that some people consider management and personnel/human resource management as one and the same thing. Lawrence A. Appley observed that “Management and personnel administration are one and the same. They should never be separated. Management is personnel administration”. Of all the tasks of management, managing the human component is the central and most important task, because all else depends on how well it is done.

With the increase in number of employees in an organization, greater emphasis is being placed on personnel management and also on the adoption of standardized procedures and compensation plans. The personnel department helps management in using and developing appropriate manpower to achieve organizational goals.

Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise.

Essay # 2. Definition of Human Resource Management :

Human Resource Management (HRM) has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization.

Some of the definitions of human resource management as given by various persons are:

Human Resource Management is the function within an organization that focuses on recruitment, management, and providing direction for the people who work in the organization.

Human Resource Management is the understanding and application of the policy and procedures that directly affect the people working within the project team and working group. These policies include recruitment, retention, reward, personal development, training and career development.

Human Resource Management is the effective use of human resources in order to enhance organizational performance.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Essay # 3. Scope of Human Resource Management :

The scope of HRM is very wide.

It covers the following aspects:

(i) Personnel Aspect :

This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.

(ii) Welfare Aspect :

It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

(iii) Industrial Relations Aspect :

This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Essay # 4. Objectives of Human Resource Management :

Objectives are predetermined goals to which individual or group activity in an organization is directed. Objectives of human resource management are influ­enced by organizational objectives and individual goals.

Some of the objectives of HRM are:

a. To ensure effective utilization of human resources.

b. To ensure respect for human beings.

c. To identify and satisfy the needs of individuals.

d. To achieve and maintain high morale among employees.

e. To provide the organization with well-trained and well-motivated em­ployees.

f. To increase to the fullest the employee’s job satisfaction and self-actual­ization.

g. To develop and maintain a quality of work life.

h. To provide better conditions of employment.

i. To develop overall personality of each employee in its multidimensional aspect.

j. To enhance employee’s capabilities to perform the present job.

k. To provide fair wages to employees.

l. To inculcate the sense of team spirit, team work and inter-team collabo­ration.

Essay # 5. Nature of Human Resource Management :

Human Resource Management is a process of bringing people and organiza­tions together so that the goals of each are met.

The various features of HRM include:

a. It is pervasive in nature as it is present in all enterprises.

b. Its focus is on results rather than on rules.

c. It tries to help employees develop their potential fully.

d. It encourages employees to give their best to the organization.

e. It is all about people at work, both as individuals and groups.

f. It tries to put people on assigned jobs in order to produce good results.

g. It helps an organization meet its goals in the future by providing for competent and well- motivated employees.

h. It tries to build and maintain cordial relations between people working at various levels in the organization.

i. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Essay # 6. Functions of Human Resource Management:

Every manager in an organization has to perform the personal functions in one form or the other in order to get the things done through others.

The functions of human resource management can be classified as:

(i) Managerial Functions.

(ii) Operative Functions.

(i) Managerial Functions :

The managerial functions are mainly concerned with planning, organizing, directing and controlling the various activities of personnel management.

These functions are explained below:

(a) Planning:

Planning is deciding in advance what to do; how to do; where to do; and who is to do it. For personnel manager, planning means the determination in advance of personnel programme. Planning is concerned about present manpower positions, what number and kind of people are required for the organization.

(b) Organization:

After the establishment of organizational goals and objectives, human resource manager must design and develop organization structure to carry out the various operations. Organization involves identification and grouping the activities to be performed and dividing them among the individuals and creating authority and responsibility relationships among them.

(c) Directing:

Directing as a managerial function involves building sound industrial and human relations among people working in the organization. The direction function of the personnel manager is meant to motivate and guide the people to achieve organization goals. The employees can be motivated through salary administration, career planning, provision of health and safety requirements etc.

(d) Controlling:

Controlling function is concerned with regulation of activities in accordance with the personnel plans. It includes checking, verifying and comparing actual with the plans, identifying deviations if any and correcting them. Auditing, training programmers, analysing, labor turnover records, conducting separate interviews are some of the means for controlling the personnel management function.

(ii) Operative Functions :

Operative functions are those functions which are usually delegated to the human resource department as these require specialized skills and knowledge in their performance. All these operative functions are interacted by managerial functions. Further these functions are to be performed in conjunction with management functions.

Some of the operative functions of human resource management are:

(a) Employment :

It is the first operative function of HRM. Employment is concerned with securing and employing the people possessing required kind and level of human resources necessary to achieve the organizational objectives. It covers the functions such as job analysis, human resources planning, recruitment, selection, placement and induction.

(i) Job Analysis:

It is the process of study and collection of information relating to the operations and responsibilities of a specific job.

It includes:

i. Collection of data, information, facts and ideas relating to various aspects of jobs including men, machines and materials.

ii. Preparation of job description, job specification, job requirements and employee specification which help in identifying the nature, levels and quantum of human resources.

(ii) Human Resources Planning:

Human resource planning involves fore­casting the human resource requirements of an organization and the fu­ture supply of human resources. It is a process for determination and assuring that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which would meet the needs of the organization.

(iii) Recruitment:

It is the process of seeking and attracting prospective candidates against a vacancy in an organization.

After having determined the number of persons required for different jobs and requirements of different jobs, the recruitment process will begin.

The term recruitment may be defined as the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. In other words, the term ‘recruitment’ stands for discovering the sources from where potential employees will be selected.

(iv) Selection:

Selection is the process of identifying and establishing the credentials of a candidate for a job to ensure success.

Recruitment vs. Selection :

Both recruitment and selection are the two phases of the employment process. Recruitment comes first and is followed by Selection.

(v) Induction and Orientation:

Induction and orientation are the tech­niques by which a new employee is rehabilitated in the changed sur­roundings and introduced to the practices, policies, purposes and people etc., of the organization.

(b) Training and Development :

This process aims to train and develop employees to improve and update their knowledge and skills, so as to help them perform their jobs better. The process also includes developing the attitudes, beliefs and values of the employees to match the organizational needs. This comprises of performance appraisal, training, management/executive development, career planning and development.

(i) Performance Appraisal:

It is the process of evaluating the performance of an employee on the job and developing a plan for improvement.

(ii) Training:

Training is the systematic development of the knowledge, skills and attitudes required to perform a job.

After the employee is selected, the most important part of human resource program is to impart training to the employee. Training plays a significant role in human resource development. Human resources are the life-blood of any organization. Only through trained and efficient employees, the organization can achieve its objectives.

Training is defined as “the art of increasing the knowledge and skill of an employee for doing a particular job”.

Since training involves time, effort and money by an organization, so an organization should carefully design its training program. The objectives and need for training should be clearly identified and the method or type of training should be chosen according to the needs and objectives established.

Need of Training:

Training is necessary both for existing and new employees. It increases the skill of the employees.

The need of training arises because of the following factors:

(a) Rapid Changes in Technology:

As the technology is changing at as fast pace, so employees must learn new techniques to make use of advanced technology.

(b) Frequent Accidents:

Due to increase in number of industrial accidents, an effective training program should be made for the safety of the employees.

(c) Quality Conscious Customers:

As the customers have become quality conscious, so there is need of training to employees for improving the quality of products.

(d) Increase in Productivity:

Effective training helps in increasing productivity and reduction in production costs of an organization.

(e) Supply of Trained Personnel:

Training ensures an efficient supply of trained employees at all levels of organization.

Benefits of Training :

Some of the benefits of training are:

a. Better performance of employees both in terms of quantity and quality of output.

b. Elimination of wastages which leads to reduction in cost of production.

c. Reduction in needs of supervision.

d. It helps in developing and improving the organizational culture.

e. Increase in morale of the employees.

f. Reduction in number of accidents.

g. Improvement in quality of work.

h. Reduction in machine breakdown and maintenance cost.

i. Increase in productivity which results in enhanced earnings for employees.

j. Increase in self-confidence.

k. More opportunity for growth/promotions.

(iii) Development:

It is the concept of developing the employees in an organization to meet future changes and challenges.

(iv) Career Planning and Development:

It refers to identifying one’s career goals and formulating plans of reaching them. It attempts to harmonize an individual’s career aspiration with organizational needs.

(c) Compensation :

Compensation function is concerned with securing adequate and equitable remuneration to persons for their contribution. Fixation of compensation or wage rates for different categories of employees is an important task of management. Function related to job evaluation, wage and salary administration, incentives, bonus and fringe benefits falls under this category.

Compensation is what employees receive in exchange for their contribution to the organization.

Generally, employees offer their service for three types of rewards:

b. Incentives.

c. Benefits.

Pay refers to the base wages and salaries employees normally receive. Incentives in the form of bonuses, commissions and profit sharing plans are incentives designed to encourage employees to produce results beyond normal expectations.

Benefits such as insurance, medical, recreational, retirement etc. represent a more indirect type of compensation.

So, the term compensation is a comprehensive one including pay, incentives, and benefits offered by employers for hiring the services of employees. In addi­tion to these, managers have to observe legal formalities for offering physical as well as financial security to employees. All these play an important role in any HR department efforts to obtain, maintain and retain an effective workforce.

(i) Job Evaluation:

It is the systematic determination of the value of each job in relation to other jobs in the organization.

(ii) Wage and Salary Administration:

The process of formulating and operating a suitable wage and salary program is known as wage and salary administration.

(iii) Incentives:

Incentives are the rewards an employee earns in addition to regular salary based on his performance or of the collective performance.

(iv) Bonus:

Bonus is primarily a share in the surpluses and is often directly related to the organization performance.

(v) Fringe Benefits:

Fringe benefits are monetary and non-monetary benefits including disablement benefits, housing facilities, canteen facilities, conveyance facilities, educational facilities, recreational facilities, medical and welfare facilities, post-retirement benefits, etc.

(d) Integration :

The basic objective of human resource management is to secure maximum performance from the employees in order to accomplish the objectives of an organization. This is possible through better integration between the organi­zation and its employees. The integration between the two can be achieved through three things-motivation, leadership and communication.

(e) Maintenance :

Maintenance function is basically concerned with the working conditions and welfare facilities provided to the employees. Morale and motivation of the employees is greatly influenced by these conditions. Working conditions include measures taken for health, safety and comfort of the employees. Welfare facilities include provisions of rest rooms, cafeteria, safe drinking water, education for children of employees etc.

(f) Industrial Relations :

It is the responsibility of human resource manager to maintain industrial peace in the organization. This can be done through collective bargaining, joint consultation and settlement of disputes, whenever they arise.

(g) Personnel Records :

Another function of human resource manager is to maintain the records of the employees. This is helpful in taking decisions relating to transfers and promotions, performance appraisal etc. These also help in identifying the weaknesses in the employees and the areas in which they need training.

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Strategic Human Resource Management (SHRM) Essay

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Stakeholders in SHRM

How stakeholders evaluate effectiveness of shrm practice.

Modern business environment dictates that organizations need to employ effective strategies in their operations for assurance of success, survival, and growth. There are many changes taking place in the environment in which organizations operate. Therefore, organizations need to take adapt to those changes and equip themselves well with adequate ‘tools’ to help such organizations win and realize growth.

Strategic human resource management (SHRM) is a concept that has evolved to define modern organizations within perspectives of strategic planning. This research paper constitutes the goal of defining the concept, exploring it with regard to key stakeholders, and subsequently, assessing how SHRM goals can be evaluated effectively. Such information will be important especially to organizations in the process of working out their SHRM policies.

There are increasing levels of uncertainty coupled with intensification of competition that have combined to force organizations to put more emphasis on developing key core competencies (Yuksel, 2011). The development of these key competencies is seen to aim at increasing the competitive advantage of organizations in the dynamic environments.

Prahalad and Hamel (1994) observed that those organizations that possess unique and non-substitutable resources and competencies competitor organizations do not have, exhibit high chances of realizing sustainable advantage (cited in Yuksel, 2011). An organization’s competitive core competences and capabilities can be obtained from numerous sources.

Such sources include possessing effective technology, enhancing organizational learning, and encouraging strategic flexibility and innovative capacity found among the human resources (Yuksel, 2011). As a result, it can be deduced that effective creation, organization, and leverage of knowledge throughout the organizations are becoming increasingly the main sources of competitive advantage in fast changing, information-driven economy.

Boxall and Purcell (2003) contend that almost all organizations have strategies since it is the duty of organizations’ managers and employees to design and implement strategic choices for their organization to function on in achieving goals (Ojo, 2011). Known as strategic choices, organizations are forced to create and implement sustaining strategic choices that become vital in dealing with strategic problems and challenges within the organization.

In this way, a strategy may be developed and implemented by a particular company either to maintain viability of the organization or to produce sustained advantaged within the organization in dealing with the external environment (Ojo, 2011). In creating these strategies, the aspect of human resource has become important and research indicates that human resource practices play and influence the direction and shape of any particular strategy of an organization (Ojo, 2011).

Strategies represent an organization’s capacity to compete with other organizations successfully in the dynamic environment of business world. The aim of such strategy is to see an organization succeed and realize its goals while at the same time being able to survive and realize meaningful growth (Mathis and Jackson, 2010). Realizing and accepting this to be important and vital to the organization, modern-day organizations are characterized by formation of strategic plans.

In simple view, strategic plans are designed on the aim of utilizing the organization’s available resources in such a way that the organization is able to outperform its main competitors in the industry (Mathis and Jackson, 2010). Wheelen and Hunger (1995) provides a definition of strategic planning/management as “that set of managerial decisions and actions that determines the long-run performance of a corporation” (Bratton and Gold, 2001, p.39).

Given that in strategic planning there is long-term consideration, the concept can be taken to constitute all activities that have ‘vision of the future’ and at same time are updated constantly on both internal and the external environment (Bratton and Gold, 2001).

As a long as the operations and activities of an organization have to continue with an indefinite time, strategic management should constitute a continuous activity that an organization’s management team undertake. Moreover, as the process takes place, the management should encourage some forms of adjustments but all ingrained within the aspects of: management, environment, and the available resources (Bratton and Gold, 2001).

Strategic planning depends and gets enormous input from possessing the right human resource in the organization. The right human resource to be utilized in the strategic planning process may be present or the organization may need to outsource them from outside.

This entire process has resulted to what is known as strategic human resource (SHRM) in many organizations. SHRM has being described as the process that “entails providing input into organizational strategic planning and developing specific human resource initiatives to help achieve the organizational goals” (Mathis and Jackson, 2010, p.38).

Michael Armstrong, writing in a book titled ‘Strategic Human Resource Management: Guide to Action’ defines SHRM in the perspectives of organization’s strategic planning (Armstrong, 2008). According to the author, SHRM entails “an approach to the development and implementation of human resource strategies that are integrated with business strategies and enable the organization to achieve its goals” (Armstrong, 2008, p.1).

According to this definition, SHRM is a long-term process that largely succeeds on evaluating organization’s strategies and human resource strategies and how well the two categories of strategies can be merged to achieve organization goals.

SHRM as a concept cannot be divorced from the overall strategy that an organization envisions to undertake. In this way, SHRM is seen to be intertwined to the strategic objectives of an organization. Due to this, strategic human resource management has to emphasize the need for human resource plans and strategies to be formulated within the context of overall organizational strategies and objectives that are further, responsive to the changing nature of the organization’s external environment (Ojo, 2011).

This line of understanding leads to Wright and McMahan (1992) define SHRM as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals” (Ojo, 2011).

As such, the role of SHRM is seen to constitute all aspects that contribute to organizational performance in achieving organizational goals and objectives. The themes of SHRM have been categorized into three: process of integration all human resource key practices into a comprehensive and functional unit; an aspect of incorporating and utilizing broad organizational goals; and lastly, responding to the external environment in the most strategic and effective way (Ojo, 2011).

In this way, SHRM can be described as a comprehensive framework of human resource that constitute process of evaluating the impacts of external and internal environments and instituting the appropriate human resource measures in terms of strategy to enable sustainable adaptation of the organization.

Organization functions and carries out its activities dependent on goodwill of its stakeholders. Multiple stakeholders of an organization exist and their role in the organization defines the success, growth, and sustainability of the organization. Some of notable organizational stakeholders include the investors, organization itself, in terms of management team, employees, customers and suppliers (Schuler and Jackson, 2007).

Each of these stakeholders affects and influences an organization in one way or the other. Human resource practices have been identified to affect all these stakeholders either directly or indirectly (Schuler and Jackson, 2007). As a result, strategic planning in the organization has the ability to impact the stakeholders differently. In turn, the stakeholder may undertake initiatives of evaluating the different human resource practices in accordance to their outcome.

SHRM builds on the need to create human resource strategies that exhibit capacity to satisfy multiple stakeholders of the organization. In this way, there is always need to create SHRM practices and strategies that address the concerns of key stakeholders in the organization (Schuler and Jackson, 2007).

Investors constitute the first category of organizational stakeholders. Investors constitute all groups of people who have channeled their resources into the organization with intend of realizing positive returns on those resources. Positive returns generally come in form of profits and dividends that investors enjoy.

As a result, introduction of SHRM practices in an organization usually has the blessing of investors since it is viewed to change the current operations in the organization and improve financial performance of the organization. Organization’s employees constitute another category of stakeholders of an organization (Deckop and Deckop, 2006).

Numerous researches have been carried out on the implication of various human resource practices on employees in different organizations (Deckop and Deckop, 2006). Human resource practices that may impact employees include recruitment and selection, training and development and performance management (Deckop and Deckop, 2006).

The aim of the research on these practices has been to evaluate the impact of the practices on individual outcomes. At the same time, more research has been done on the impact of practices on employee outcome such as on job satisfaction, motivation, socialization and career success (Deckop and Deckop, 2006).

Therefore, introduction of strategies of human resource management in most cases impact employees to great length. The third type of organizational stakeholder is the consumer, usually known as product-market stakeholder (Deckop and Deckop, 2006). Activities of any organization always aim at achieving customer satisfaction with regard to organization’s products or services (Deckop and Deckop, 2006).

As a result, customer satisfaction is seen as a mediating variable between human resource practices and business performance. In introducing SHRM practices an organization aims at changing the dimension of work climate that in turn lead to customer satisfaction through customer orientation, quality emphasis, teamwork, cooperation, and involvement of customers in product designs (Deckop and Deckop, 2006).

Evaluation of SHRM practices in an organization has to consider the impact of the SHRM system on all of the organization’s multiple stakeholders (Schuler and Jackson, 2007). Creating SHRM practices aims at introducing changes in the manner activities are performed in the organization. As a result effectiveness of such practices and systems are measured on objectives such as improvement in productivity, improvement in profitability, and the ability of the organization to sustain in the future (Schuler and Jackson, 2007).

On the part of employees, effectiveness of SHRM practices normally depends on total quality of the practices on the work within the organization, the innovativeness of the practices in contributing to realization of goals in the organization, ability of the practices to contribute to job satisfaction, enhancement, and enrichment (Schuler and Jackson, 2007). At the same time, employees have been regard as key resources of an organization in ensuring the success of any SHRM system.

In this way, the effectiveness of SHRM can be evaluated on the level of commitment and engagement by employees and overall satisfaction of employees (Schuler and Jackson, 2007). On the part of customers, evaluation of SHRM system put into consideration aspects such as quality and variety of products introduced in the market, the prices at which the products are being sold and overall services that accompany the products (Schuler and Jackson, 2007).

Human resource being one of the core components of an organization has to be re-organized and re-aligned to the new developments taking place. Re-organization and re-alignment in the modern world cannot take place within traditional and usual frameworks of human resource management.

Today there is need for strategic planning solutions that can guarantee organizations success. As a result, strategic human resource management (SHRM) is a concept that defines modern organizations that aim to realize organizational goals and objectives through strategic planning of its human resource. Introduction of SHRM systems in an organization is a path that sees ability of an organization to effectively compete in the dynamic environment and sustainability while remaining focused to the goals and objectives of stakeholders.

Armstrong, M. (2008). Strategic Human Resource Management: A Guide to Action . PA: Kogan Page Publishers. Web.

Bratton, J. and Gold, J. (2001). Human resource management: theory and practice . NY: Routledge. Web.

Deckop, J. R. and Deckop, J. R. (2006). Human resource management ethics . NY: Information Age Publishing. Web.

Mathis, R. L. and Jackson, J. H. (2010). Human Resource Management . OH: Cengage Learning. Web.

Ojo, O. (2011). “Impact of strategic human resource practice on corporate performance in selected Nigerian banks.” Journal of Ege Akademik Bakis, Vol. 11, No. 3, p.339. Web.

Schuler, R. S. and Jackson, S. E. (2007). Strategic human resource management . MA: Wiley-Blackwell. Web.

Yuksel, M. (2011). “Core competencies of managers in an emerging market”. Journal of American Academy of Business, Vol. 17, No. 1, p.104. Web.

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Human Resource Management

Introduction

Human resource management (HRM) is an area of business that is concerned with a variety of employee-related processes (Cascio 2018). Its main goal is to maximize employee performance and ensure the organization has sufficient workers equipped with everything they need to achieve top results and be satisfied with the job. HRM also includes management over the company’s dynamic development in the aspect of the workforce.

Six Functions of Human Resource Management

HRM has multiple functions, but there are six main ones that characterize it. Among them are:

• Recruitment and selection;
• Maximization of job safety;
• Management of employee relations;
• Management of payments;
• Ensuring labor law compliance;
• Developing human potential.

Recruitment and selection are some of the most significant tasks of the HR department (Cascio 2018). Deciding on a hiring policy and selecting the right team for the task at hand is critical for the performance of the whole company. A skilled HR member needs to assess every candidate’s strengths and weaknesses to ensure only the best work at the organization.

Safety of the work environment, processes, and practices is another area of supervision and management of HR. It is needed to provide a stress-free, injury-free, and secure workflow that has a direct influence on the fail-safe and continuous operation. Ideally, each employee has to be mindful of safety and security, which is one of the main tasks of HR staff in this area.

Employee relations include a whole range of different aspects that influence the performance of the team and organization as a whole (Cascio 2018). Inter-personal, inter-group, employee-management, management-employee, and many more types of relationships are the spheres where HRM is needed to ensure adequate communication. The balance of interests needs to be achieved for every worker and manager.

Benefits, compensations, salaries, wages, and other financial payments for the workforce are one of the most essential parts of the workflow. It often becomes a ground for debates within and outside of the organization. Therefore, proper management in this sphere is paramount.

State and federal laws require organizations to meet certain standards in order to ensure the safety of employees, the adequacy of compensation for their work, non-discrimination, and a range of other issues. Compliance with the variety of standards is a demanding task partly due to the fact that non-compliance is penalized.

The business environment and labor conditions are changing under the influence of a multitude of factors such as automatization, society norms, political priorities of the country, and many others. HR has to continuously overview the ability of the company’s workforce to adapt to new conditions and withstand challenges. In addition, the HR department is responsible for identifying and developing the potential of their employees in order to provide them with new opportunities and have the company yield benefits from them.

Workforce Planning

Another core function of the HR department and its management tasks is workforce planning (Cascio 2018). This activity is a process that balances the needs of employees and employers within the framework of state and federal policies and legislation for the purpose of achieving the company’s goals. Planning includes the identification of resources, skills, knowledge, and experience that will be required for a company and to what extent the current workforce is satisfying the criteria. The operational workforce planning is usually limited to 12-18 months and proceeds in agreement with the company’s planning timeframe. HR staff has to research every person employed in the organization, assess the individual and cumulative potential for growth and standard compliance, and report the results to the senior management. This process is required for monitoring and adjusting the company’s HRM course in accordance with the company’s goals and priorities.

Workforce planning is affected by many factors, which HR members answerable for this process need to consider. Among them are social, political, economic, technological, legal, and environmental (Bratton & Gold 2017). All of those factors can potentially aid or undermine the process of work planning.

Political will is capable of bringing significant change to the labor sphere. Depending on the domestic and foreign policy successes and failures, the companies might need to introduce change to their structure, goals, or objectives. Therefore, HR needs to be aware of any significant changes in the political course of the country.

Economic changes are one of the most influential in the sphere of business and human resources. The economic recession in one area and upturn in another demand the enterprises to be rather flexible to withstand significant losses of human capital. The global economy as well provides excellent opportunities and great risk that places even more emphasis on adequate human resource management and workforce planning. Predicting rises and falls is a necessary ability for HR managers in order to provide a proper report on workforce planning.

Technology can both create and destroy jobs (Bratton & Gold 2017). Its potential for minimizing labor costs is enormous. However, certain risks and challenges are also present. Automation of factories, modernizing communication processes, equipping staff with advanced tools, and ensuring adequate knowledge and experience is present to wield technologies are the tasks that HR managers need to put on their schedules.

New labor laws and regulations complement, contradict or replace the old ones, which poses an additional challenge for planning the workforce. Compliance with the existing and future legislation requires a great deal of flexibility in the assessment, evaluation, and prediction of standards, which the company’s workforce must meet. It is important to stress one more that HR plans are extremely susceptible to change under the weight of emerging laws and a proper state of knowledgeability is required.

The environmental factor is also paramount to consider in workforce planning. Weather conditions and company location might affect the number of necessary employees or impose additional costs for maintaining their performance level. If relocation of company’s facilities or opening new outlets, for instance, is mentioned in the company’s nearest objectives, new environmental factors need to be properly assessed also in workforce plans.

Recruitment and Selection

As it was mentioned above, recruitment and selection are essential tasks of the HR department that aim to provide the company with suitable people for the job openings it has. Despite these two tasks being often perceived as one continuous process, they are in fact two different stages of it with their distinct goals and objectives (Bratton & Gold 2017).

Thus, recruitment usually means a process when HR creates a pool of potential candidates that the company might want to hire. Changing labor market and company’s priorities often require HR to edit the criteria for search and inclusion. Recruitment may be assigned to the company’s own HR department or be managed by certain agencies or people called ‘headhunters.’ Those people are usually well informed of the labor market situation, equipped with proper tools and skills to find the best candidate or form a pool of potential employees tailored to every company’s needs.

Having such a ‘reserve’ of available candidates is very beneficial for the company as it allows for greater flexibility at all times. Especially, when organizational changes are at hand, and certain workforce losses are often imminent. The list of potential replacements becomes handy when such situations occur. They help mitigate the financial problems connected with the temporary absence of employees by speeding the process of appointing a new one (Bratton & Gold 2017).

Selection is a logical continuation of the recruitment process. It presupposes narrowing down the choice of potential candidates to one or several people from a pool of potential ones. This process is rather labor-intensive as it requires matching the personal and professional data to the company’s criteria and comparing them to other candidates as well. The result of this process is a shortlist of people who are contacted and invited to an interview or tested otherwise.

The goal of the selection process is to ensure that from all the potential candidates the one with the best-matching skills, experience, and personal qualities is appointed to the position. Although many criteria are rather objective such as the amount of suitable experience, the presence of required skills, and knowledge, there is also a subjective side to the selection where personal bias may undermine the whole process (Bratton & Gold 2017). This practice appears to be obsolete on a systemic level in the present-day U.S. However, in certain companies, it is still an issue, and frequent scandals about discrimination in the media confirm that fact.

Selection is also sensitive to information correctness. It might be the case when the data the candidate provides himself or the data that HR selection specialists managed to find differ from reality. This is why interviews and tests are applied as a part of the selection process. During these stages, skills and competencies are being verified against those the candidate mentioned. In addition, selection allows evaluating the level of personal adequacy and stability required in the company as jobs often require teamwork.

Legislation in Recruitment and Selection

In the U.S. the process of appointment of a person to a position is regulated by several federal and state laws. Since it became paramount to establish equal rights and the absence of discrimination in the process of candidate selection, a number of laws have been issued to protect the civil and employment rights of different population categories. As such, the Civil Rights Act of 1964 prohibits discrimination on the basis of race, sex, religion, or nationality. In addition to that, the Age Discrimination in Employment act of 1967 and the Americans with Disabilities Act of 1990 prohibit the non-inclusion of disabled and aged people on the list of potential candidates. Since recruitment and selection are often accompanied by the process of reducing the current staff, the Worker Adjustment and Retraining Notification Act of 1988 protects the rights of those made redundant.

Also, the Fair Labor Standards Act of 1938 regulates the rights and obligations of companies to hire children of 16 and older. Under this act, children younger than 18 years are not allowed to work full-time and need reduced hours. One of the more recent legislation in the sphere of recruitment and selection is the Equality Act 2010. It unites under one banner a number of previously issued acts. It is a compound document that targets all known kinds of discrimination (both direct and indirect ones) and prohibits them. The Equity Act also covers sexual harassment, victimization, discrimination by association, and a number of other inappropriate practices.

The current legislation protects the rights of all layers and groups within the U.S. society (Bratton & Gold 2017). However, it does not specify directly the requirements for the companies to hire less privileged or less-skilled workers. There seem to be no quotas for hiring disabled or gay people. The employer is eligible to choose candidates according to the requirements he or she chooses. The law only states that these requirements are not explicitly or implicitly discriminative towards any group of people.

Approaches to Recruitment and Selection

Two major approaches related to recruitment and selection include internal and external sourcing. Internal sourcing is the practice of encouraging vertical and horizontal mobility of the workforce within the organization. Should a position open in the company, existing workers based on their skills and eagerness are welcomed to apply first. External sourcing is the approach that targets people from outside the organization to appoint on the vacant position.

Strengths and Weaknesses of Internal and External Approach

As for the internal and external approaches, they both have their own tactical and strategic differences that may be utilized depending on the situation. One of the main strengths of the external approach is the variety of potential candidates. In addition, external sourcing allows hiring people that may provide a fresh look at the company’s problems and become a valuable addition to the team during periods of stagnation or crisis. Hiring professionals from outside let the company assess the strengths and weaknesses of other employers where candidates might have worked. It also provides a better outlook on the job market situation in the sphere of the company’s interests. Diversity is nowadays an essential criterion for success, and, with the variety of candidates external recruitment provides, it becomes easier to meet it.

As for the weaknesses of this approach, one can name the time-consuming procedure (Cascio 2018). Additionally, appointing a person from outside to a position in a company requires him or her to pass several stages of recruitment selection, receive training and education on the company’s values, and other details. It could take rather a significant amount of time and other resources before an applicant could become a high-performing and valuable asset. Existing employees could be left at a disadvantage if a person from outside becomes their manager as such an approach denies them a promotion opportunity. Finally, there is always a risk that a new employee will not be able to fit in the team or his personal goals will conflict with the company’s ones.

The internal approach, on the other hand, provides an opportunity to promote an experienced employee to a higher position that works both as a retention strategy and as a security measure. Besides satisfying the need of certain employees to grow and develop professionally, others may also note that the company provides such an opportunity and will be motivated to perform better. Among other advantages, the internal approach generates less paperwork and consumes less time to find, approve, and assign the person to a position.

Disadvantages of the internal approach include potential antipathy and unhealthy competition among colleagues, which may undermine the work process. Above that, new ideas and out-of-the-box thinking may become lacking in the organization due to the absence of new faces. Diversity policy may also suffer as a result of the internal approach.

Onboarding and Induction

Induction is an event where a newcomer acquaintance himself or herself with the job and the company. Other staff also gets to know the new employee. The fresh worker learns about the vision, goals, and practices of the company and what his or her place within the organization and the team will be. In addition, a few days are allocated on orientation when the employee gets to know the surroundings and colleagues. It is a part of a bigger process called onboarding, which is an ‘acclimatization’ with the company that may take up to several days.

Recruitment and Selection and Company Goals

Recruitment and selection are essential processes that directly influence a company’s capacity to achieve its goals. Each goal requires careful planning and careful allocation of resources including human ones. Employers usually consider the fact that a large portion of success is dependent on how well workers are performing. Recruitment and selection of the right people for the job is, therefore, critical for planning goals and reaching them. HR department’s policy should also be adjusted to satisfy the appetites of the company leaders. It is their duty to shape a body of employees and managers into a united team that strives towards a common goal. By employing various strategies and techniques HR professionals implement a policy that allows higher management to be certain about their future. It is no less important than the hired personnel is retained as frequent substitutes may undermine team performance and slow down a company’s goal achievement. To prevent such outcomes recruitment and selection strategies need to be accurate.

Internal and external approaches may both be used depending on the situation. If the company suffers from a lack of ideas, the external approach may be a perfect choice. If the problem is motivation and high employee turnover, then an internal method might be used. For companies that are oriented towards innovation and continuous change, an external approach might be more suitable. Organizations that target consistency and stability of their position on the market perhaps need more reliable and permanent solutions provided by the internal approach.

Recruitment and Selection in Tesla

Tesla as an innovation-oriented company requires bright minds and teams which can unlock their potential. Therefore, the hiring process has to be carefully planned and orchestrated. In Tesla, the recruitment and selection process may differ depending on the department to which one applies. For instance, in Software development, one has to undergo three rounds of interviews: one with HR, the next with a senior developer, and the third with the potential team leader. The interviews are conducted either face-to-face or via electronic means of communication such as Skype. The whole process may take up to four weeks.

Such procedure is standard for many companies, however, two-step or even one-step selection processes are also common. Tesla has chosen such a long procedure to ensure not only that a person has the necessary skills and has the capacity to implement them but also is capable of working in a team. The first step tests the general adequacy of the person and identifies whether he or she fits with the company and its goals. The interview with a same-field professional aims to put the candidate’s self-reported skills, competencies, and experience to test within the framework of his alleged tasks in the company. The interview with a team manager ensures the applicant’s desire and ability to work as a part of a group that is either newly built or already fitted.

Internal or External Approach

An external approach is better because it allows the company to find the employee it needs. The required skills and experience could be chosen from a variety of applicants, and there is a significant chance that such a perfect employee is found. It also negates a risk of internal approach that a promotion will be ill-advised as managerial skills of the promoted are somewhat worse than his or her professional skills. Despite the fact that the external hiring strategy requires more resources, it delivers more accurate results due to a broader pool of applicants. Under the external strategy, a company has the ability to set and change recruitment and selection criteria and adjust its hiring policy in accordance with current priorities. Google, for instance, hires mostly externally as it values the influx of new ideas and non-standard thinking. For a 21-st century company in almost any sphere, it is also important. Walmart also utilizes this approach because it is an established and well-known brand that does not fear personnel turnover.

Internal or External Approach in Tesla

Tesla is an innovation-driven company that produces electric vehicles and solar roofs and batteries for houses. The brand is world-famous and attracts many people with its philosophy and ideas. It promotes alternative energy and aims to replace all energy sources with renewables. By setting such ambitious goals, the company practically announced its orientation towards evolution and growth that attracts many young and idealistic people. External recruitment and selection fit in perfectly with such a paradigm as long as the salary remains competitive. The external approach provides an opportunity to hire the best specialists in almost any field, which is crucial for Tesla’s priorities. In addition, an external approach lets a company assess the job market, which is crucial, as the IT sphere is extremely competitive and skilled workers are always in demand. Being a rather successful and well-known company, Tesla can handle the high resource cost of the external approach and utilize the advantages enumerated above to their fullest potential.

Internal hiring policy for Tesla would not be as effective. It possesses one critical weakness that makes it inferior in comparison with the external approach. Promoting a skilled and talented employee to a managerial position, for example, leaves the company vulnerable because such action is both a risk and a loss of a specialist. In the sphere of new technologies, bright IT workers seem to be in higher demand than managers. The internal approach will likely create a lack of this valuable human resource. For companies where an influx of new people could disrupt the process of stable operation, internal hiring could be the primary choice, but for Tesla, it will be a deterring factor. The company could handle the flow of managers, but it has to have a good grip on its innovation-driving force in the face of its IT professionals.

By using this approach, the company achieved rather good diversity and ensured the influx of fresh ideas. Replacement of certain people in management in relation to recent scandals also was not a problem. Thus, Tesla responded to the allegations of improper practices rather quickly and hired a new HR head that has 10 years of experience in the field (Tesla 2017). The internal approach would not have helped in this case, while the benefits of the external are obvious. Therefore, Tesla’s experience of using it appears to be positive.

Reference List

Bratton, J & Gold, J 2017, Human resource management: Theory and practice , 6th edn, Palgrave, New York, NY.

Cascio, W 2018, Managing human resources , 9th edn, McGraw-Hill Education, New York, NY.

Tesla 2017 , Tesla welcomes Gaby Toledano. Web.

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