What Is Human Resource Management?

In today’s competitive business environment Human resource has become the most valuable resource among other organizational resources as it is the only resource with logical thinking ability. Therefore, most of the business firms perform their main functions by using people instead of robotic technology. HR practitioners believe an equitable, honest, and respectful work environment for all members of the workforce is vital to the success of the organization.

So, in respect of these people of an organization as generally bounded by human resources management which is mostly known as the core branch of any organization. Because in any organization people drive the businesses where recruiting and developing employees become significant to any organization. 

The traditional definition of HRM or mostly known as personnel management is that it is the process of managing people in organizations in a structured manner. This covers the fields of hiring people, retaining them, pay, performance management, change management and addressing the absenteeism and turnover for an overall picture of the process. It was almost of a shape of manpower management which far more wider aspect with today’s context.

The modern definition of HRM highlights the management of people in organizations from a wider perspective. This approach focuses on the objectives and results of the HRM function which is people enabling, people development and a focus on enhancing employment relationship by fulfilling both the management and employees.

Preliminarily it was essentially “workforce” centered where human resource management is “resource” oriented. The key difference is HRM in recent is about covering the management objectives of providing a greater weight on planning, monitoring, and control.

Human Resource Management includes planning employee needs, conducting a job analysis, recruiting the right people at the right time for a job, training, managing wages, and salaries thorough payroll management, rewards, and recognition providing benefits, incentives and ensuring welfare, evaluating performance, resolving disputes via grievance handling and legal procedures, effective communication among employees at all level and industrial relations. 

People tend to change in diverse way, where its common in human psychology which means any employer or to be more specific the HR, should understand this human behavior in a proper manner and strike a balance between both employee and the employer to ensure a win-win situation in both hands which is a greater challenge in any organization. Focusing on managing physical and emotional capital will allow any business to compete while grabbing a greater proportion in the industry.

With the competitive world of work, people tend to search for more flexible work patterns to ensure their work life balance. They are in continuous search for better growing and establishing in the career in a great place to work. So, HRM is responsible for managing both employee expectations and the management objectives and reconciling them to ensure employee fulfillment whilst achieving of management objectives. So, to mention effective designing and implementation of various policies, procedures and programs while managing knowledge, skills, creativity and talent by using them optimally is the key to success.

To be more specific balancing harmonious relationships among the employees and the management is little tricky. But any organization whose HR will be able to strike the balance will endeavor. In conclusion, the practice of HRM needs to be integrated with the overall strategy to ensure effective use of people and provide better returns to the organizations by utilizing people fully. 

References

Human Resource Management, Business Directory Site - Available from: http://www.businessdictionary.com/definition/human-resource-management-HRM.html

Juneja P, Human Resource Management (HRM) - Definition & Concept, Management Study Guide, Available from: https://www.managementstudyguide.com/human-resource-management.htm

Kavanagh, C. & Doyle E. Human capital and productivity in The Irish Context: Human capital, productivity and returns to the individual. Chapter 18.