Human Resources Management

Topics: Human resource management, Employment, Recruitment Pages: 10 (2422 words) Published: October 4, 2014

Human Resources Management
Tiffany Schomer
BUS 303: Human Resources Management
Demetra Blacknell-Torrence
November 25, 2012

Human Resources Management
The success of any organization is at the mercy of its human resources. A writer for Caribbean Business states “since the creation of the world, the human factor has been the driving force behind the growth and development of the societies in which we live” Human Resources Managers have a unique job with many functions and challenges to design a workforce of competent and relevant employees to continue such growth and development (Castro, 2013, para. 1). The primary function of Human Resources Management is to maximize the achievement of organizational goals and objectives through continuous efforts to increase employee effectiveness. Human Resources Managers face several challenges in mastering this primary function. Once employees are hired Human Resource Managers must actively engage in functions to support their primary function. Through strategic human resources planning, recruitment and selection Human Resources Managers begin the never ending process of managing human assets; the process continues with compensation, benefits, training, development, safety, labor relations and assessment. While engaging in the management of these processes, Human Resources Management must acknowledge laws and regulations including Equal Employment Opportunity (EEO), Affirmative Action (AA), Occupational Safety and Health Administration (OSHA), and National Labor Relations Act (NLRA) which are designed to govern Human Resources processes promoting a fair and safe environment for employees and employers. Each aspect of the Human Resources Management process is a vital aspect of achieving the primary function. This paper will discuss the role of Human Resources Management and how the aspects of planning, recruitment, selection, training, compensation, and performance management are used to complete the task of achieving organizational goals and objectives through increasing employee effectiveness beginning with planning.Planning in its simplest form involves thinking and organizing. When Human Resources Managers plan, it is much more complex. Human resource planning, outlined by John Ivancevich (2010) “is how organizations assess the future supply of and demand for human resources” they must determine the need for employees based on internal and external factors. These factors include existing employee standings, current and future customer demands, organizational goals, changing demographics, and government policies. Managers begin the planning process with situation analysis, and forecasting the demand for employees and they continue with analyzing the supply of employees and developing a plan(s) for action (Ivancevich, 2010). Situation analysis is an evaluation of environmental conditions that effect current and future employee circumstances such as the need for training or hiring new talent. Forecasting the demand involves approximating how many and what kind of human resources will be needed. Analyzing the current supply of employees is a process of inventorying employees and their skillsets to determine who has what skills. Castro (2013) explains the importance of the human factor “as human resources professionals, we need to develop awareness in our organizations about the importance of the human factor to deal with the changes that businesses must undergo because of our new economic reality” planning is one way to develop awareness and prepare for change (para. 7). Once information is obtained from the situation analysis, forecasting demand, and current employee analysis a plan for action can be developed. In small businesses the process can be short lived while in larger organizations the human resource planning process can be very prolonged. The purpose of human resource planning is to achieve effective and efficient...

References: Castro, I. (2013). 'HR means business... the human factor - the lead to success '. Caribbean Business, 41(36), S2.
Gramm, C., & Schnell, J. (2013). Long-Term Employment and Complementary Human Resource Management Practices. Journal Of Labor Research, 34(1), 120-145. doi:10.1007/s12122-012-9151-z
Ivancevich, J. (2010). Human resource management (11th ed.). Boston: McGraw-Hill.
Johnston, J. (2010). Making a safe, sure bet. LP/Gas, 70(8), 35-37.
Shen, J., Chanda, A., D 'Netto, B., & Monga, M. (2009). Managing diversity through human resource management: an international perspective and conceptual framework. International Journal Of Human Resource Management, 20(2), 235-251. doi:10.1080/09585190802670516
Youssef, C. (2012). Human resource management. San Diego, CA: Bridgepoint Education.
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