Consideration of HRM

Topics: Human resources, Human resource management, Management Pages: 5 (935 words) Published: December 13, 2013

A Consideration of Human Resource Management future: It’s time to unleash HR's full potential


Human Resource Management involves the recruitment and management of the people who work in an organization. The focus of Human Resource Management is to attract, select, train, motivate and compensate employees, while making sure that they comply with employment and labor laws. In the stressful environment of today's businesses, organizations and managers are faced with numerous challenges. Technological change and innovation in product on one hand and the management complexity, on the other hand, make managers rely on human capital. Due to the changing business environment, human resource management also does undeniably need to change to respond to changes. The future is unpredictable and difficult to determine. As a result, the flexibility and business knowledge towards responding to this uncertainty is important. Today, the strategic challenges in the field of human resources are not limited only to administrative matters, but at the same time attention should be given to the four criteria: 1) Human resources development infrastructure should be maintained, 2) Employees` commitment should be engineered,

3) Human resource professionals are strategic partners of the organizations and, 4) HR professionals as internal consultants handle their change management.

Literature Review
Researchers and theorists have different views about what will happen to human resource function in future. Most research has been done on topics of technology, intellectual capital, and government regulation, workforce demographic changes, shrinking organizations, international management and globalization. It is evident that all the issues mentioned play a very important role in human resource management over the coming decades, and some are clearly more effective than others, but very broad issues like the Future of human resource management are ambiguous. Workforce planning grew during the 1960s and early 1970s in a period of relative economic stability when unemployment was low and organizations were faced with supply shortages and the need to improve labor utilization (see Reilly, 1996). It remained a significant practice in most large HR departments ‘right up until the economic downturn of the 1980s when the failure to prove the economic value of workforce plans resulted in many efforts being eliminated.

The Problem Identification
The activities of HR appear to be - and often are - disconnected from the real work of the organization. In fact, the primary responsibility for transforming the role of HR belongs to the CEO and to every line manager who must achieve business goals. The reason? Line managers have ultimate responsibility for both the processes and the outcomes of the company. It follows that they should lead the way in fully integrating HR into the company's real work. Indeed, to do so, they must become HR champions themselves. More important, they must hold HR accountable for delivering it. A team of professionals cannot be built by an organization without good Human Resource Management. As a result, businesses with good Human Resource Management (HRM) have higher profits than businesses without or with poor HRM. So, now it’s demand of time to explore new value for HRM. Although, some studies was done previously in the field of HRM but mostly all studies explored the importance of HRM (Q.Ye et al., 20110) and scope, limitation which is now only for an historic symbol .These studies do not generalize for the future orientation. Also, there is a very limited research in the existing HRM literature by exploratory method.

Therefore, this study will be undertaken to explore the Future of HRM among the world.


The objectives of this study are to investigate and create an entirely new role and agenda for the field that focuses it not on traditional HR activities, but on...

References: A., Abbasi, T., 2009. Advanced Human Resource Management, Tehran, Yekan Publication
Laura Epsom (1999), The Challenge of Managing Knowledge, Financial
Business Review
Daniel Goleman (1998), What Makes a Leader?, Harvard Business Review
Larry E. Greiner (1972), Evolution and Revolution as Organizations Grow,
Harvard Business Review Classic
Phillipe Haspeslagh, Tomo Noda, and Fares Boulos (2001), Managing for
Value: It 's Not Just About the Numbers, Harvard Business Review
Frederick Herzberg (1968), One More Time: How Do You Motivate
Employees, Harvard Business Review
John P. Kotter (1982), What Effective General Managers Really Do,
Harvard Business Review Classic
David C. McClelland and David H. Burnham (1976), Power is the Great
Motivator, Harvard Business Review
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