Human Resource Management

Introduction

The human resource and management is considered as one of the most essential part of an organization. It is only because the human resource or HR is the only department that handles the employees from the time that they are hired up to the time of their retirement. The human resource applied different interventions that can help the employees boost their competencies. in addition, the HR is the one who knows all the sequencing or procedures of the work, the human resource staffs are the one who are capable in telling if an employee needs, improvement, retention, or termination.

Major Activities and Their Objectives

There are three identified major activities in human resource management. First is the staffing where the recruiting, interviewing and hiring is being held. Through their affirmative action and understanding in diversity, the appropriate person or people are being hired. Staffing also involves the promotion, transferring of an employee to the other department or the separation. The newly-hired individuals are oriented and with the employee selection methods of the human resource, there is a right acquisition of talents. The second activity is the performance management and appraisal. The human resource appraised an employee based on his or her performance objectives, and execution of the procedures. This is considered as a strategy to promote the productivity and other enhancing programs for the workforce. In addition, appraisals can be done through the customer-focused performance appraisal where an employee can be rated based on the ideas of the customers.

The third activity is the employee training and organizational development. Human resource management promotes the idea of development or improvement to achieve the goal of the business. Through the introduction of the career planning of the individuals, the improvement or the desire to improve can be found on each employee. Furthermore, the human resource management can add the employee assistance, counseling programs, attitude surveys and training and development programs to boost the competencies in the workforce (Bernardin, 2006).

Models of Human Resources

Human resources applied different models in managing the workforce and there are two identified models that are still popular in human resource setting. In terms of staffing, the human resource personnel or manager use the actuarial model. Basically, human resources have more views in realistic job than talking. The realistic job can help the organization reduce the turnover and the use of actuarial model can help the human resource to choose who is the right person to hire and can be predicted in multiple measurements. The nest model is the chain of relationship model that links the management practices to employee satisfaction, customer satisfaction, and long-term profitability and growth. The organizations have the control in this kind of model but still there is a link of job opportunities for the human resource because of the existence of the workforce (Bernardin, 2006; Long, et al., 2008).

Human Resource Planning and Development Methods and their Efficiency

Human resource planning is based on the strategy or also called as the organizational design. The applied developmental method is through the job analysis or work analysis, job design, and the system such as the information systems. An effective planning and methods can be derived from the design and analysis. The capability of the human resource involves the arrangement of the work or tasks based on the interaction of people, technology, and the nature of work. Through the analysis, the strategic planning of the entire organization can be establish or restructured. The efficiency of the appropriate planning and methods can be measured through the capability of the human resource to answer the identified problems that results from the changes of economic conditions, new technologies, new opportunities, and other potential challenges (Kolehmainen-Aitken, 1993).

Analyzing the Employees’ Performance: Measurements and Monitoring

Human resource applied the concept of performance management in their workforce. In the performance workforce, the individual are assessed and measured the need for the improvement. The appraisal may happen depend on the management and it helps maintain the performance of the employee. This is also the process where the organizational leaders make s a decision if an individual should be terminated, promoted, or given an appropriate or suitable employee training and development. The employee performance can be monitored is the procedures of assessments. On the other hand, the employee training and development programs are concern in establishing, fostering, and maintaining the employee skills based on the organizational and employee needs. Moreover, there are included activities that specializes the training for jobs or management functions, career development, and self-directed learning (van Sluijs and Kluytmans, 1994).

Conclusion

The Human resource department and its management have complex functions. This is where the organizations derive their idea for improvement and with the aid and knowledge of the HR manager, the right people can be hired in a right position. Their applied methods and strategies in maintaining the competency of the workforce is the main purpose of the management.

Works Cited:

Bernardin, H., 2006. Human Resource Management and the Environment. Strategic Human Resource Management in Changing Environment. [Online] Available at: http://highered.mcgraw-hill.com/sites/dl/free/0072987251/348490/Bernardin_chapter1.pdf. [Accessed 26 Jan 2010].

Kolehmainen-Aitken, R., 1993. Human Resource Planning: Issues and Methods. [Online] Available at: http://www.hsph.harvard.edu/ihsp/publications/pdf/No-1.PDF. [Accessed 26 Jan 2010].

Long, J., Johnson, C., Johnson, M., & Foster, R., 2008. Applications of Grounded Theory in Human Resource Management. ASBBS, Vol. 15, No. 1. [Online] Available at: http://asbbs.org/files/2008/PDF/L/Long.pdf. [Accessed 26 Jan 2010].

van Sluijs, E., & Kluytmans, F., 1994. Business Strategy and Human Resource Management: Setting the Scene. [Online] Available at: http://www.merit.unu.edu/publications/rmpdf/1994/rm1994-036.pdf. [Accessed 26 Jan 2010].