Human Resource Management and Employment Relations

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Human Resource Management (HRM) is defined as an approach that stresses the connections between an organization and its employees, and outlooks labour management as a considered variable that has a significant influence on the performance of the organization (Balnave, Brown, Maconachie, and Stone 22).

In simple terms, HR is also referred to people management because in practice it handles various issues influencing individual employees.

HR is very significant and influential in achieving the best performance. Although, HRM transpires in the organization, external factors and forces also play a significant role in understanding internal decision-making.

HRM has developed over the past few decades. Policies and specialists in the field have emerged with common objectives of integrating cost effectiveness with business strategy, promoting quality of goods and services, promoting flexibility; adapting to changing environments and circumstances and promoting commitment by lowering absenteeism and increasing turnover.

To achieve these objectives, HR managers have to formulate a framework of systems, practices, and policies that influence employees’ attitudes, performance, and behavior (Balnave, Brown, Maconachie, and Stone 25).

HRM deals with employee management in numerous issues that include rewards and payments; HRM rewards employees for good performance and pays them even for overtime or gives them bonus based on the organization’s policies or guidelines.

In addition, employees get performance appraisals and development to promote commitment and dedication thus boosting overall performance of the organization. Moreover, HRM offers recruitment, selection, and training in order to boost employee competence in their fields of work (Balnave, Brown, Maconachie, and Stone 26).

Furthermore, HRM undertakes the legal obligations of employees, resolves conflicts among them and handles stakeholders. Internally, HRM may work hand in hand with other departments within the organization and may be externally involved in trade unions.

In HRM, the work involved is categorized into various levels including operational, managerial, and strategic ones.

In the operational level, work involved includes administration, payroll, leave, and superannuation. The second one, the managerial level, involves promotion, recruitment and selection, performance administration systems, development and training programs (Balnave, Brown, Maconachie, and Stone 29).

On the other hand, the strategic level handles workforce planning, corporate culture, corporate strategy, and organizational advancement.

With HRM, organizations seek to gain their strategic goals and planning, with the main aspect being to gain competitive advantage.

This is achieved by improving and supporting strategic business relations and operations from within and without through developing quality and skills, modernization, reinforcing positive corporate culture, and developing policies that support and advance business strategy. HRM aims at delivering business results by servicing the organizations.

HRM mostly deals with issues influencing individual employees because the behavior of individuals may greatly influence the culture of an organization’s personnel. To avoid such a thing from occurring, HRM is also involved in diversity and fairness, counseling, and educational growth.

Again, HR can be a place or platform for employees to turn on to when faced with individual problems, which is why HR professional are required to understand the ethical aspects of privacy and confidentiality (Banfield and Kay 45).

As much as HRM may seem very significant for an organization, it has some limitations. HRM has been disparaged for emphasizing mostly on the strategic enterprise level at the expense of other internal or external aspects (Banfield and Kay 85). Additionally, it is designed for white collar personnel, neglecting blue collar personnel with industrious links.

Employment relation is crucial in an organization and forms an integral part of the relevant factors that affect the employment relations backbone. It involves prioritizing, ordering, and understanding any intricate range of variables in any given circumstance. Employment relations are based on policies of strategic choice.

Works Cited

Balnave, Nikola, Janine Brown, Glenda Maconachie, and Raymond J. Stone. Employment Relations in Australia. Australia: John Wiley & Sons Australia, Limited, 2009. Print.

Banfield Paul and Rebecca Kay. Introduction to Human Resource Management. London: Oxford University Press, 2008. Print.

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Human Resource Management and Employment Relations

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