Sample HR Management Research Paper on Human Resource Management

Human Resource Management

Introduction

Human resource management could be approached from essentially a couple of dissimilar methods (Marler & Fisher, 2013). Human resources workers may fill entirely administrative tasks, just enhancing the formalities entailed for activities like recruiting new workers and tackling the remuneration insurance of employees. Nevertheless, it is vital for Human Resources Management to change from being mainly administrative, in addition to operational, to becoming a more strategic partner for organizational success. There are numerous major benefits of strategic human resource management, which encompass the promotion of the most favorable worker performance and enhancement of a productive work setting. The process facilitates Apple Inc. to ensure that its overall goals are in a better association with the activities of the workers. When employed rightly, strategic human resource management can cultivate a collaborative work setting that steers the company towards utmost performance. Changing the Human Resources roles into a strategic partner has the potential of taking the labor force policies to the next phase, boosting the value of the human capital to build up clear-cut competitive benefits.

Profitability

Boosting of profit denotes a major reason behind the transformation of human resource management from being primarily administrative and operational to being a more strategic partner (Marler & Fisher, 2013). Being a strategic business partner allows human resource management to acquire backing for facilitating employee proficiencies and training workers to satisfy business stipulations (Jiang, Lepak, Hu, & Baer, 2012). These are the most efficient means of promoting profitability, productivity, and worker involvement, which consequently prepares the labor force for difficulties linked to efficiency and business requirements.

Funding

The change of human resource management from being mainly administrative and operational to being more strategic enables human resource management to justify sufficient financing for human resource endeavors (Jiang et al., 2012). Financing for training, worker advancement, competitive wages and benefits packages reinforces the organization’s position and competitiveness in the attraction and retention of valuable endowment and proficiency (Marler & Fisher, 2013). Devoid of workers’ endowment and proficiency, an organization risks the loss of production abilities, the incapacity to realize utmost gains, which directly influences revenue, prosperity, and position in association with its competitors.

Hiring and Retention of Human Capital

The fundamental objective of strategic human resource management is the recruitment and retention of valuable labor force with respect to workers that will endeavor towards the fulfillment of the major aims of an organization. The human resource management in an organization has to identify the means of aligning its undertakings with the strategic objectives with the purpose of realizing success with minimal or no turnover (Jiang et al., 2012). Strategic human resource management might just turn out to be greatly beneficial if it is applied in a way that is in line with what the organization seeks to attain. For instance, an organization cannot recruit the best performing person for a given position devoid of first realizing the responsibilities entailed and personal proficiencies that are vital to creating a helpful contribution to the organizational culture.

 

Competitive Advantages

Strategic human resource management denotes generating a competitive benefit via an organization’s labor force (Buller & McEvoy, 2012). The hiring of committed, experienced, and well-trained workers in Apple Inc. has had the capability of augmenting effectiveness and productivity in operations, in addition to facilitating the product quality and client experience. Strategic human resource management is interested with the recruitment of workers with great potential for professional development, then offering workers adequate opportunities to learn and advance in their employment positions. The development of workers with superior proficiency in their disciplines may provide access to the smartest minds in the sector, placing an organization on the lead with respect to innovation.

Executive Progression

Strategic human resource management practice directs a company to implement goals and values of triumph. The panning of values of success demands that the company first establishes what is vital to its continued achievement and then drives the setting of goals and ensures that the executive of an organization endorses such crucial measures. The triumph of medium and small businesses could be inseparably associated with the proficiency, fervor, and personal dealings with different organizations (Lengnick-Hall, Beck, & Lengnick-Hall, 2011). Attributable to this, executive progression forecast may be essential in small businesses. Merely administrative human resources management does not deliberate concerning a substitute for the executive management till when things are out of course. In this regard, a provisional manager might have to get involved when the ownership of a company is officially transferred. Strategic human resource management operates in conjunction with the ownership of a company to mark possible successors timely, nurturing them in the course of the years of experience, mentorship, and development to be in a position of taking the control of the organization when the owners dies or chooses to withdraw. Strategic progression setting up might maintain an organization moving in the proper direction following a major leadership transformation.

Offers a Structure for Decision-Making

Strategic human resource management offers a platform where all employees can arrive at daily decisions and comprehend that the resolutions are driving the organization in a given course (Marler & Fisher, 2013). It is not achievable (nor practical or suitable) for the executive of an organization to become aware of all the ideas of the management or for the director to understand all the notions of the employees. Strategic human resource management gives a vision of the future, ascertains the rationale and principles of the organization, plans goals, elucidates risks and opportunities, establishes techniques to influence strengths, and tones down weaknesses. On this note, it establishes a setting and apparent boundaries where decisions can be realized. The collective impact of the decision (that can amount to countless with time) may have a considerable influence on the triumph of the organization. The provision of a structure where the executive of the organization and the employees can create such ideas assists them better concentrate their attempts on the suitably backs the triumph of the organization.

Labor Cost-Effectiveness

Primarily administrative and operational human resource departments dispense pay increment nearly as a matter of track with the application of discretional metrics that encompass the number of years that a worker has spent in the organization to establish compensation. Strategic human resource management learns to support and recompense their best performers, the ones that act excellently towards the realization of organizational objectives and lasting company triumph (Jackson, Schuler, & Jiang, 2014). A strategic human resource viewpoint makes sure that utmost reward is offered to the workers with the greatest contribution to the success of the organization, instead of the ones that the ones that do not show considerable improvement in their performance.

Legal Conformity

Primarily administrative and operational human resource management addresses legal concerns responsively, putting strategies in position to hinder expensive occurrences from re-happening (Kehoe & Wright, 2013). Strategic human resource management implements strategies to make sure that their organizations are on the right course of employment regulations, encompassing job discrimination concerns and equal employment chance directives. A strategic human resource management, for instance, would establish the reality that a building lacks the provision of access for disabled people prior to the occurrence of a problem.

Conclusion

Human resource management could be advanced from fundamentally a couple of dissimilar methods. Human resources workers might fill primarily administrative undertakings, just facilitating the rules and regulations entailed for activities like recruiting new workers and handling the pay of employees. On the other hand, for organizational success, it is vital for human resources management to change from being administrative to becoming more strategic. Strategic human resource management nurtures a shared work setting that steers the company towards paramount performance.

 

References

Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.

Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.

Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366-391.

Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243-255.

Marler, J. H., & Fisher, S. L. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), 18-36.