Human Resource Management Overview

Human Resource Management Overview

David C. Charnley

HRM/300

January 19, 2016

Dr. Sheila Christy-Martin

Human Resource Management Overview

Human Resource Management (HRM) must maintain a role that supports the organization in achieving their goals by hiring and maintaining competent employees. The human resource manager is in charge of the staffing, defining and designing work, and employee compensation and benefits. The goal for HRM is to make the most of the production of an organization by improving the success of the employees (SHRM, 2015). 

Proposal and Key Factors

Over the next six month, Human Resource Management will deal with the growth of the company and the need for a larger workforce. HRM will focus on workforce diversity, employee participation,  labor shortages, changing skill requirements, technology changes, ongoing improvement cycles, the contingent labor force, decentralized work sites, and globalization as it applies to the company as a whole (DeCenzo & Robbins, 2013). The three primary functions of human resource management are overseeing department functions, skill requirements, and managing employees. Which include strategic responsibilities, benefits, training, recruitment, and, employee relations.

Four Functions of HR

The four primary purposes of HRM: are staffing, training, skill development, incentive programs, and corporate preservation (DeCenzo & Robbins, 2013). Staffing include strategic HR planning, hiring, and selection. Training and development include orientation, training, skills development, and future career opportunities. Incentive programs comprise of motivation theories and job specifics, performance evaluations, rewards/compensation programs, and employee perks. Corporate preservation programs contains safety, workforce health, communication, and building individual employee relationships. The primary functions of management are planning, organizing, leading, and controlling (DeCenzo & Robbins, 2013). Planning is critical because that is the time to establish goals and plan for the present and future. Planning is the time when a strategic plan in place. Organizing is the time to decide what activities need to take place. Leading is the time to be sure the right people are hired and stay motivated. Controlling is the time to monitor the actions to be certain the goals are met.

Human Resources and the Strategic Plan

The role of HRM in strategic planning has often been debated, mostly because professionals observe it differently. Many senior level managers picture human resource management merely as a compliance function. Therefore, others understanding it as leadership change, performance administration, and employee arrangement. Although HRM is often called upon to support a strategy after decisions have been made, it should have a reserved seat in the strategic planning process. Simultaneously, HR specialists are looking to be more involved in the strategic planning process, vice the after effects. According to Rydell, Andersson, Hedlund, (2014), “no strategic plan is successful without the recruitment, deployment, development and management of human capital.” A strategy is rarely developed without the before mentioned considerations. For HRM to participate in strategic planning, they must first have a clear knowledge of the process.