THE IMPORTANCE OF HUMAN RESOURCES MANAGEMENT IN MODERN DYNAMIC ORGANIZATIONS
EVOLUTION OF THE HR FUNCTION - FROM A BUSINESS FUNCTION TO A STRATEGY PARTNER
HR Function Growth Path
HR as a Business Function
HR as a Business Partner
HR as a Strategic Partner
EFFECTS OF TECHNOLOGICAL CHANGES ON HRM AND INTRODUCTION OF HRIS
A RETENTION FACTOR IN TODAY'S DYNAMIC BUSINESS WORLD - TRAINING AND DEVELOPMENT
TQM – THE 3 MAGIC LETTERS TO SUCCESS
TOTAL QUALITY HUMAN RESOURCES MANAGEMENT
How to implement TQHRM
TQHRM in Action
HR'S ROLE IN REENGINEERING
STRATEGIES FOR HR TRANSFORMATION
HR - Support to Strategic advantage
It’s your data working for you: Analytics for global HR decisions
The world of work is rapidly changing. Even as little as a decade ago, the times were calmer than they are today. But that doesn't mean that ten years ago one didn't experience change. One the contrary, we were then, as we are today, in a slate of flux. It’s just- that today the changes appear to be happening more rapidly.
As part of an organization then, HRM must be prepared to deal with the effects of the changing world of work. For them, this means understanding the implications of globalization, work-force diversity, changing skill requirements, corporate downsizing, total quality management, reengineering, the contingent work force, decentralized work sites and employee involvement. Let's look at how these changes are affecting HRM goals and practices. THE IMPORTANCE OF HUMAN RESOURCES MANAGEMENT IN MODERN DYNAMIC ORGANIZATIONS
Researchers feel that successful organizations do not owe their success solely to market realities and sustainable competitive advantages. Actually, there is a lot more. Successful companies are those that consider their human capital as their most important asset. Facts and figures are the quantitative elements of successful management, yet the qualitative, i.e. the cognitive aspects, are those that actually make or break an organization. Human Resources Management (HRM) is the strategic management of the employees, who individually and collectively contribute to the achievement of the strategic objectives of the organization. Assuming that the employees of an organization are individuals with own mental maps and perceptions, own goals and own personalities and as such they cannot be perceived as a whole, HRM holds that the organization should be able to employ both individual and group psychology in order to commit employees to the achievement of organizational goals. Aiming to enable the organization to achieve its strategic goals by attracting, retaining and developing employees, HRM functions as the link between the organization and the employees. A company should first become aware of the needs of its employees, and at a later stage, understand and evaluate these needs in order to make its employees perceive their job as a part of their personal life, and not as a routine obligation. To that end, HRM is very crucial for the whole function of an organization because it assists the organization to create loyal employees, who are ready to offer their best. The HRM activities in modern organizations are typically performed in communication with the General Management in an effort to provide a variety of views when a decision must be taken. In that way, decision making is not subject to the individual perceptions of the HR or the General Manager, but it becomes the outcome of strategic consensus. The main responsibilities of HRM are:
• Retaining low employee turnover rate by inspiring people to work for the company. • Attracting new employees.
• Contributing to employee development.
To achieve these goals, Human Resources Management trains and motivates the employees by communicating ethical policies and...
References: 4. Cardy, R. and Dobbins, G.H. “Human Resources Management in a Total Quality Environment: Shifting from a Traditional to a TQHRM Approach.” Journal of Quality Management 1, no. 1 (1996)
6. Juran, Joseph M. “Human Resources and Quality.” Exerpted from: Juran’s Quality Handbook, 5e. McGraw-Hill, 1999.
7. WHITTINGTON, R. and MOLLOY, E. (2005). HR’s role in organising: shaping change. Research report. London: CIPD.
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