The Concept of Human Resource Management and Its Issues

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Table of Contents

Introduction
The Role of Human Resource Management
Problems Facing Human Resource Management
Conclusion
Works Cited

Introduction

The objective of every business enterprise or organization is to achieve success, which is usually measured in terms of earnings and profits. In order to achieve this feat, companies invest heavily in various resources. The human resource is one of the most significant resources on which a company depends to achieve its objectives.

It is, arguably, the most vital in any business establishment (Armstrong 3). The skills, expertise, experience and energy of individuals, among other factors determine the success of businesses. For this reason, proper management of this resource is vital.

Attempts to attach a definition to the concept of human resource management are riddled with difficulties (Bratton 1). These difficulties stem from the fact that human resource management as a management concept is understood differently in various organizations and even countries/regions.

It is generally agreed that it involves the acquisition, development and the rewarding of human resource in order to achieve the organization’s objectives (Armstrong 10). Issues such as career progression, equal opportunities at the workplace, trade union relationships and environmental issues are sometimes included or excluded when focusing on human resource management (Armstrong 10).

The Role of Human Resource Management

The human resource departments of business establishments are continually recruiting, acquiring and developing talent through human resource management practices (Bratton 15). Continuous training and skill development is crucial, to ensure that the company or organization has at its disposal, a well trained and motivated team. Investment in such a workforce is vital for the continuous growth and survival of firms in today’s competitive market environment.

Management of the human resource in an organization is aimed at achieving certain objectives which are crucial for the survival of the firm (Armstrong 2). In order to contribute to the success of business, management of people at the workplace inevitably involves fulfilling certain obligations. One of these is the role of supporting the learning process of employees (Bratton 4).

Continuous development of the skills which are relevant to the needs of the firm is important, in order to keep and maintain a relevant work force. Good human resource management practices involve providing employees with opportunities and resources to acquire additional and relevant qualifications with the aim of improving their performance.

Motivation of the workforce is crucial for a better performance. A crucial role played by human resource management is putting in place policies and measures to ensure that employees are motivated to perform better and remain committed to their work (Armstrong 12). When an employee achieves another level of competence, acquires new skills or posts good performance, it is important to make him/her feel appreciated and valued. This can be done through reward systems put in place by a good human resource management regime (Bratton 13).

A work environment that is conducive for the harmonious co-existence of employees and other stakeholders at the work place is vital. The productivity of employees is significantly influenced by their work environment. The ability to work in harmony, without undue pressure and stress can be a great boost to their performance.

Fostering partnerships, cooperation and good relationships between employees and management are the roles of human resource management in an organization (Bratton 4). In achieving the aim of providing a good working environment, the management should also put into consideration, the differences existing among employees, and their individual needs.

The workplace in most organizations today has undergone a total transformation. There are more women in senior management positions, and they are increasingly taking up roles that were hitherto ‘reserved’ for men (Bratton 32). Managing the human resource of any organization currently requires attaching importance to the need to offer equal opportunities for all, irrespective of race or gender.

There are arguments that good human resource management policies such as ensuring equal representation of minority or disadvantaged groups in positions of leadership, earn the company a good reputation (Armstrong 21). The effect may translate into favorable public opinion and improvement in share prices.

The role of human resource management in organizations cannot be conclusively defined. The reason for this is that different organizations and business entities view the concept differently from others.

However, there are many functions of HRM that are agreed on. These include; developing policies, systems and procedures that are in alignment with the strategies and policies of the organization, developing and utilizing the human resource to achieve competitive advantage of the firm, encouraging employees to develop their capabilities, embrace teamwork and remain committed to their work (Thomas 27).

Problems Facing Human Resource Management

Good HRM practices emphasize leadership, communication and motivation when dealing with employees. These principles have for a long time been core to the management of people at the workplace, and were employed to ensure that the employees performed their duties with commitment.

However, changes in the business environment have led to a different attitude towards HRM practices (Thomson 337). Increased competition among firms, pressure from shareholders to post good performance and maintain a good share price among others, have led to the capitalization of human resources (Thomson 341).

Employees are treated as any other resource that should be exploited for maximum gain (Thomas 21). This is contrary to the traditional approach to HRM which stressed the need to appeal to the minds and hearts of employees in order to get their commitment.

Good HRM practices involve treating employees as valued assets, whose skills and high competence aid in achieving the goals of the organization (Thomas 39). This should be achieved through the creation of trust and commitment to the organization. This is not the case at present, since the trust in employment relationships is often disregarded.

Changing trends in capital accumulation have meant that the needs of the firm take precedence over those of the individual employee (Thomson 339). HRM policies have changed from managerial and people oriented to financial and capitalism oriented policies. Companies are increasingly breaking settlements, contracts and arrangements with employees regarding various aspects of their employment. This trend has seen the ‘human face’ removed from human resource management.

Many organizations have adopted an international outlook towards business. Many have opened offices across the world but are still controlled and managed from their home countries (Beaver and Plessis 21). The globalization of business has imported an international aspect to human resource management, since managers now have to deal with the management of employees who are away on special assignments or working in offices overseas.

The problems in human resource management that come about as a result of globalization are numerous (Beaver and Plessis 41). For example, dealing with the local employment laws of other countries where the human resources of the firm are present may be a problem. Issues surrounding remuneration, trade union relationships, employee benefits among others may cause immense problems in HRM.

Employees are not similar all over the world, and it would be naïve for a company to assume that its employees, wherever they are, will accept similar treatment. Cultural, religious and other forms of diversifications affect the perspectives of employees and developing a HRM policy that will be acceptable to most of the stakeholders is a huge problem facing human resource management in present times.

Conclusion

The human resource remains an important asset to business enterprises, despite being subjected to changes over time. The roles played by human resource management as a concept of management within an organization have shifted towards capital accumulation, and management practices have almost lost the ‘human’ face associated with human resource management.

Works Cited

Armstrong, M. 2006, Human Resource Management. Web.

Beaver, B. and Andris P. 2008, The Changing Role of Human Resource Managers for International Assignments. Web.

Bratton, J. 2007, Strategic Human Resource Management. Web.

Thomas, D. 2008, Managing Human Capital: Global Trends and Challenges. Web.

Thompson, P. “The Trouble With HRM.” Human Resource Management Journal 21.4 (2011): 335-367. Wileyonlinelibrary. Web.

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