General Evaluation of Human resource and organizational Behaviour



Table of Contents

Introduction1

Discussion2

Human Resource Management2

Strategic Human Resource Management3

Personnel Management3

Human Resource Management Practices4

Recruitment and Selection5

Employee Performance Appraisals and Rewards7

Employee Behaviour Tools in relation to HRM Practices8

Employee Motivation8

Employee Commitment8

Employees Empowerment9

Conclusion9

References11

General Evaluation of Human resource and organizational Behaviour

Introduction

The purpose of this paper is to enlighten and explore the significance of human resource management in organizations. This paper aims to enlighten different perspectives of human resource management; in addition, the paper discusses that the human resource management is concerned with employee management in organizations and its difference with personnel managent. Human resource management has raised the status of personnel management in the UK in recent years as personnel management is adopted by managers to advance their interests (Kiessling & Harvey, 2005, pp. 22 - 45).

Human resource management is a dynamic field, evolving understanding of the patterns of impact of HRM practices and systems on performance to embracing the mediating mechanisms. At the same time, researchers in this area continue to engage in exciting research in HRM performance (Wright & McHahan, 2000, pp 295 - 320). Linkage between HRM and firm performance are based on the assumption that firms are heterogeneous with respect to the strategic resources.

On the other hand, the increasing aim of the strategic human resource management process cannot be overlooked. SHRM promotes effective resource allocation decisions and activities regarding the management of the human resource of the organziation. Apart from that, the resource-based view has undoubtedly dominated HRM role in contemporary business environment (De Saa-Perez & Garcia-Falcon, 2002, pp 123 - 140). Companies that focus on capitalizing the human resource expand its ability to grow in global markets and gaining sustained competitive advantage on the basis of human capital.

The hard and soft HRM models are also two different theories of managing the human resource. The hard HRM model focuses on administrative functions, employees adjsutments with job, promotion by seniority, stiffness in management and functions without any particular HR policy (Baird & Meshoulam, 2000, pp 116 - 128). Apart from that, there is no performance management or job assessments. In contrast, the soft HRM model follows an integrated management system with quality, risk prevention and environment. Job descriptions are predetermined and selction is done in accordance. It does has a performance management system. Furthermore, the paper discuses about the HRM practices and their impact on motivation, knowledge, skills, and behaviors of employees (Kiessling & Harvey, 2005, pp. 22 - 45).

Discussion

Human Resource Management

Human resource management, rather than being a particular department or set of policies, is a set of coherent and strategic management activities intended to make the most of the talent in an organization (McWilliams, Van Fleet & Wright, 2001, pp. 1 - 23). Human resource management has its root deep inside all the areas of organization including pay, motivation, leadership, and legal issues related to human capital. In addition, we will also discuss topics that are unique to human resource management in the nonprofit sector, including the management of volunteer resources, mission attachment, and differences in ...