5BIC

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

HR management is also known as “ A strategic approach to managing employment relations which emphasis that leveraging people’s capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies programmes and practises.”

particularly in the UK, who viewed the emergence of HRM in general and of a normative high

Indicative Content: Understand key contemporary business issues affecting the HR function within private, public and third sector organisations. Types of organisation; the role of management within them; ways in which HR is delivered; the main functional areas of management; the search for sustained organisational performance, business

The Chartered Institute of Personnel and Development (CIPD) is an organization that was founded to ‘’set professional standards and provide the expertise to drive the HR and L&D professions forward’’ (CIPD, 2016). The organization works to create new solutions and find new ways to help Human Resource personnel develop themselves in matters related to Human Resource Management so that can get the most and do the most for the other members of staff that depend on them. The HR personnel is expected to apply the policies and practices they have in organizational development and design, work on employee resourcing, provide adequate learning and development opportunities to employees, and are expected to be generally involved in the services that enhance the wellbeing of employees (Taylor & Armstrong, 2014).

Previously HRM dealt with basic things like hiring and recruitment, training and development, compensation and benefits and performance

For the past three decades, privatizing some Human Resource functions or the whole HR department in the public sector became prominent, as Public Human Resource Management (PHRM) was

“During the 1980s organizations came to realise that people were a resource that needed proper management at a strategic level, and it was out of this realisation that the term 'human resource management ', or HRM, emerged” (Redman and Wilkinson 2001). HRM is concerned with managing people within the employer-employee relationship. Specifically, it involves the performance of people in achieving the organization 's objectives and the satisfaction of personal employee needs. HRM can be a major contributor to the success of the enterprise. HRM has been regarded in various

“Human resource management (HRM) is the managing of human skills and talents to make sure they are used effectively and in alignment with an organization’s goals” (Youssef, 2012). The primary role of human resource management is to plan, develop, and order policies and programmers designed to make prompt use of an organization’s human resources. It is that part of management which is concerned with the people at work and with their relationship within an organization. I currently work for a Human Resource agency in my town as a Workforce Development Manager. I do have some responsibilities as a human resource manager, but I am limited to some. In this reflective paper I will explain how the HRM aspects work together to perform their primary function and determine if any of the five are more valuable than the others. Finally, I will determine if the HRM role can be optimized for shaping organizational and employee behavior

The use of human resource management in organisations has certainly evolved over the past decades. It has been described as a key source of competitive advantage for an organisation and there are many reasons and examples of this. However human resource management has had many role changes thus meaning new challenges for the human resource professionals. This essay will discuss these role changes and new challenges in regards to how they have been dealt with in order to achieve competitive advantage for organisations.

Today context for SHRD is quite complex and challenging. Let’s look at how HRD can play a strategic role via different approaches. HRD has been investigated from different perspectives, including the examination of dominant paradigms, roles and status of HRD and as well as the link between business strategy and HRD (Auluck 2006, Auluck 2007, Garavan, Gunnigle et al. 2000, Gibb 2003, Sambrook 2004, Senge 1994, Simmonds and Pedersen 2006, Sloman and Philpott 2006, Smith 2004).

“Human resource management (HRM) is the managing of human skills and talents to make sure they are used effectively and in alignment with an organization’s goals” (Youssef, 2012). The primary role of human resource management is to plan, develop, and order policies and programmers designed to make prompt use of an organization’s human resources. It is that part of management which is concerned with the people at work and with their relationship within an organization. I currently work for a Human Resource agency in my town as a Workforce Development Manager. I do have some responsibilities as a human resource manager, but I am limited to some. The human resource aspect in any organization is a very sensitive issue which should

The human resources department of a company manages the wellbeing of the employees and the development and growth of the business. ‘Outcomes such as employee well-being, organizational effectiveness and wider societal contributions have long been the focus to argue that HRM can make a positive contribution to the organization and broader society’ (Becker and Smidt, 2016). Without experience within the human resources, it can be of a disadvantage of a company due to how vital it is. Altarawneh (2016, pg. 487) focuses on why implementing strategic human resources management is to an organisation, they state ‘strategic human resource management can be defined as, the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals’.

Nadler and Nadler (1970) defines HRD as a series of organized activities conducted within a specified time and designed to produce behavioural change. HRD recognises that any firm’s most valuable asset is its human capital, employees, which need to be strategically managed in line with long term business goals. Effective HRD policies and procedures must be chameleon-like in

Culturally, the traditional HRM was more bureaucratic, top-down communication, centralization, whilst today’s HRM is more open, participative and empowered the workers.