The Impact of Human Resource Management toward Effective Organizational Goal and Development

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.

Background and Problem Statement

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 applied chain of relationship model links the management practices to employee satisfaction, customer satisfaction, and organization’s 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). Because of the major activities that involved in the responsibilities of the HR, how will the department support the organization to achieve its goal and development?

Research Aim and Objectives

The main aim of the study is to identify the specific roles or strategy that HR management can generate for the organization. In order to achieve this aim, the study should consider three objectives. First is to investigate the challenges exists in the HR departments or management within an organization. Second is to identify the theories, practices, and models applied by the management to cope with organizational goals and development. And third is to enhance the specific strategies to strengthen and increase the capability of Human Resource Management in all organizations.

Literature Review

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).

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).

Methodology

The suggested method in the study is the use of the secondary information focused in the study of human resource management and its development throughout the years. The materials that can be use are the contexts regarding the human resource management, case studies, and organizational reviews on their human resource department. Through the reviews of the suggested materials, the study can gain the information and the necessary ideas on the contribution of the HR in the entire development of the organization and its achievement to its specific goals.

References:

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 12 August 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 12 August 2010].

Long, J., Johnson, C., Johnson, M., & Foster, R., (2008) Applications of Grounded Theory in Human Resource Management, ASBBS, 15(1) [Online] Available at: http://asbbs.org/files/2008/PDF/L/Long.pdf [Accessed 12 August 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 12 August 2010].

The Importance of Staff Retention in Organizations

Introduction

Every organization is looking for the bright people who can lead the entire operation with control. Dealing with the human capital is an important relationship that every organization should build and b part in their organizational culture. The employees are the key people that play their role and responsibilities. The investment of the organizations in their people is totally different in their investment with machineries and other equipments. Therefore, it is expected that through the proper compensation and benefits can give answers to the needs of people, for in such there is no depreciating value that can equal in their skills but only improvement and productivity. In the aim and support if the management in the training and development system of the people, the essential elements like the career opportunities, talent management, productivity advancement are part of the management planning to gauge the people who can be part of the staff retention. Apparently, the development of the people in their position is the most desirable outcome that the organization is looking forward to totally increase the organizational performance and productivity.

Staff Retention in Workforce

Most of the institutions are in need of people that give them the most of the advantage and create a great impact in the organization. The “make” or “break” of an employee is part of the career growth of an individual in which the organizations or managers based their decisions regarding the status of the staff and acted in Human Resources Department. In terms of the staff retention, the employees can create a difference through the learning the standards and quality of work that can be part of his career opportunities. All the investments that an individual can create can be part of his competitiveness and meaningful contribution in the organization. All the employees who are under the staff retention of the organization are expected to lead the other employees (Neff, 2002).

It is also arrived to the fact that through the job satisfaction and commitment, the employee can lead to retention that can answer the vacancies in the organization. Even if there is a decentralized recruitment process, there still a support coming for the retained employees and gives the creation of quality of work, and other organizational opportunities. The performance management definitely understands the career development of an individual. Therefore, it is important for them to use the employees to increase their competitiveness and productivity (Struyk, 2003). One of the best practices that an organization might create is the staff retention program that can add value to the organization and improve the employee-employer relationship.

As a Strategy

Part of the business strategy of an organization is to produce a talent that is suitable in their nature of business (Hornsby and Kuratko, 2005). Organizations included the training to reward some staff for the motivational and staff-retention purposes. From the simple approach of the HR in the recruitment and hiring, they are also taking the part in terms of compensation and rewards that can motivate each employee (Schuler, 2004). The business community is bound to compete in the business arena and therefore they are looking forward to construct a good relationship among their employees. From the compensation and insurance package, there are rewards and interesting work that can attract the quality of environment in the purpose of the organization in meeting the challenges.

The employee retention is important for both employees and business leaders and therefore, the chances to acquire the valuable employee are at stake (Struyk, 2003). Active employees and other staff are incorporated in the organization different agenda. It is an advantage for the organization to retain their employees for there is no need for another orientation, briefing, and initial training. On the other hand, the employee is also benefitted in the organization’s action for they can feel the security in their employment status and securing their future. Because of the retention policies, the employees are encouraged to give their best performance in terms of efficiency and productivity. In the changes and challenges in the globalization, the employees’ expertise can endure the different impact and can even create different strategies (Kwong and Miscevic, 2002).

Conclusion

A competitive organization is always looking for the people who can keep and sustain the competitiveness of the organization in the business arena. In order to provide the most desirable solution in the problem of competitiveness and performance, the staff retention of the organization and the continuous support in strengthening the workforce is the most realistic strategy.

References:

Hornsby, J and Kuratko, D (2005) Frontline PR: a Handbook for the Emerging Manager, Thompson, Crawfordsville, IN

Kwong, P and Miscevic, D (2002) ‘Globalization and Hong Kong’s Future’, Journal of Contemporary Asia, Vol. 32, No. 3

Neff, T.M., (2002) What Successful Companies Know That Law Firms Need to Know: The Importance of Employee Motivation and Job Satisfaction to Increased Productivity and Stronger Client Relationships, Journal of Law and Health, Vol. 17

Schuler, RS (2004) International Human Resource Management: Policies & Practices for the Global Enterprise, Routledge, New York

Struyk, R., (2003) Motivating Staff for Higher Productivity and Increased Retention, Accessed 09 Aug 2010, from, http://unpan1.un.org/intradoc/groups/public/documents/apcity/unpan007811.pdf

[Thesis Statements] Human Resources Management

Thesis Statements

1. It is undeniable that the world is full of competition and it is essential that every individual should have the ability to compete especially those who have the responsibility to manage the people within the organization.

2. The human resource management strategies employed by HR experts are crucial to employee development.

3. HRM in an organization also play significant role in the overall business development.

4. Human Resource Management (HRM) is an approach that manages employee relations which emphasizes that leveraging people’s capabilities is vital to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated organization environment and culture.

[Research Proposal] HUMAN RESOURCE OUTSOURCING AS A SOURCE OF COMPETITIVE ADVANTAGE OF SMES IN INDIA

RATIONALE

The workplace today is in a state of metamorphosis with contemporary issues such as customer satisfaction, competitive advantage, revenue and expenditures, organisational culture, technological advancement, global markets, diverse customer demands and need for effective workforce with a global mindset penetrating every aspect of the organisation. Effective workforce is crucial as it is the organisation’s primary player in accomplishing goals and delivering service. According to Burke & Cooper (2004), “a firm’s human resource management (HRM) practices and the kind of workforce help attain organisational competitiveness (p.3).” HRM is the organisational function that enhances creativity, innovation, speed, flexibility, and efficiency of the workforce to transform them into organisational assets. Human resource management is now highly recognised as a strategic lever for the organisation in creating value.

Basically, this paper discusses in detail the research proposal that examines the significant effectiveness of human resource outsourcing to SMEs in India. The researcher attempts to identify whether the human resource outsourcing employed by most SMEs in India has significant impact to their progress. This includes discussion of its history, the current status of human resource outsourcing, and its relationship to the business development. Specifically, this proposed research explores the perceptions of employee respondents and their view regarding the effectiveness of the said human resource outsourcing.

Moreover, the objectives of the study and the research questions are presented. Here, vital concepts, questions and assumptions are stated. Finally, the scope and limitation of the study, overview of the methodology used, the significance of the research and definition of terms are discussed.

OBJECTIVE OF THE STUDY

The primary objective of this study is to examine and determine the perception of the employee respondents regarding the effectiveness of human resource outsourcing in their current SME Company. To address this objective, the researcher explores the nature of training and HRM practices: its benefits and advantages to different employees.

Apparently, a survey to be conducted to SME employees aimed to determine their perception towards the current training scheme in their respective company/organisation. Furthermore, an interview will be also conducted to know what are their problems and concerns regarding human resource outsourcing. Finally, this research comes up with pertinent findings, and provides insightful recommendations on human resource outsourcing in relation to the development of SMEs in India.

HYPOTHESIS

The study would like to test the following null hypothesis:

“The level of effectiveness of employee training as part of human resource management of SME managers significantly affects the general efficiency of the organisation.”

RESEARCH QUESTIONS

Generally, the purpose of this study is to conduct a study on the quality of human resource outsourcing of SMEs in India and identify the perception of the employees to quality training. This study tries to answer the following queries:

1. What are the employees’ perceptions regarding the human resource outsourcing in their respective companies?

2. What are the variables that significantly affect the perception of the employees regarding human resource outsourcing?

3. What are the advantages and disadvantages of employing a training program in SMEs in India?

4. Is there any significant difference between the perception of the respondents regarding human resource outsourcing and company development?

SCOPE AND LIMITATIONS

The study intends to investigate the level of effectiveness of the human resource outsourcing in most SMEs in India. For this study, primary research and secondary research will be used. Primary research will be conducted using anonymous questionnaires that will be sent to selected employees of SMEs in India. The questionnaires will be used to collect quantitative data and the interviews will be used to provide qualitative insights into the data collected.

The data will be analysed and compiled for the correlation of the hypothesis. The data will then be presented by means of graphical representations and illustration and the difference would be highlighted. A negative correlation between the variables would suggest that the hypothesis is null, that is, the level of effectiveness of human resource outsourcing significantly affects the general efficiency of the organisation.

RESEARCH METHODOLOGY AND TECHNIQUES FOR DATA COLLECTION

Research requires an organised data gathering in order to pinpoint the research philosophies and theories that will be included in the research, the methodology of the research and the instruments of data interpretation. In this study, the Research Process “Onion” will be utilised so that the findings of the study can be thoroughly established. The inner part of the onion describes the methodology portion whereas the outer part discusses the strategies that can be utilised in interpreting the results of the findings.

The descriptive research method uses observation and surveys. In this method, it is possible that the study would be cheap and quick. It could also suggest unanticipated hypotheses. Nonetheless, it would be very hard to rule out alternative explanations and especially infer causations. Thus, this study will use the descriptive approach. This descriptive type of research will utilise observations in the study. To illustrate the descriptive type of research, Creswell (1994) will guide the researcher when he stated: Descriptive method of research is to gather information about the present existing condition. The purpose of employing this method is to describe the nature of a situation, as it exists at the time of the study and to explore the cause/s of particular phenomena. The researcher opted to use this kind of research considering the desire of the researcher to obtain first hand data from the respondents so as to formulate rational and sound conclusions and recommendations for the study.

The research described in this document is partly based on quantitative research methods. This permits a flexible and iterative approach. During data gathering the choice and design of methods are constantly modified, based on ongoing analysis. This allows investigation of important new issues and questions as they arise, and allows the investigators to drop unproductive areas of research from the original research plan.

This study also employs qualitative research method, since this research intends to find and build theories that would explain the relationship of one variable with another variable through qualitative elements in research. These qualitative elements does not have standard measures, rather they are behaviour, attitudes, opinions, and beliefs. Furthermore, as we define the qualitative research it is multimethod in focus, involving an interpretative, naturalistic approach to its subject matter. This means that qualitative researchers study things in their natural settings, attempting to make sense of, or interpret phenomena in terms of the meanings people bring to them. Accordingly, qualitative researchers deploy a wide range of interconnected methods, hoping always to get a better fix on the subject matter at hand.

The primary source of data will come from interviews and anonymous questionnaires from employees of SMEs in India. The primary data frequently gives the detailed definitions of terms and statistical units used in the study. These are usually broken down into finer classifications. The secondary sources of data will come from published articles from social science journals, theses and related studies on personnel management. Acquiring secondary data are more convenient to use because they are already condensed and organised. Moreover, analysis and interpretation are done more easily.

REFERENCES:

Burke, R and Cooper, C (2004), Reinventing Human Resources Management: Challenges and New Directions, Routledge, New York.

Creswell, JW (1994) Research design. Qualitative and quantitative approaches. Thousand Oaks, California: Sage.