Defining Human Resource Management: Function and Roles Essay
Defining Human Resource Management: Function and Roles
Human resource management conducts several operations, and plays a vital role in organizations. Many employees look to human resource management for assistance and representation. A company’s ability to manage people effectively can build a more successful organization, and also helps maintain a more vibrant workforce, which in turn aids companies in keeping a competitive edge in many of today’s industries. The following information defines human resource management, touches on personal experience, and examines the functions and roles human resource management plays in an organization.
Human Resource Management
Human resource management helps organizations to obtain and develop employees. People comprise any organizations most valuable asset, and sufficiently motivating and maintaining a well-trained workforce allows organizations to perform at optimal levels. Human resource management acts a subset of management, and coincides with the planning, organizing, leading, and controlling functions thereof (DeCenzo & Robbins, 2007).
From a personal viewpoint, human resource management involves several activities. At previous larger employers, hiring, training, payroll, and conflict resolution were some of these duties, while others included company party planning, employee benefit disbursement, and annual progress reports. Today, human resource management at a current employer has significantly less duties, as the small property maintenance company employs a much smaller workforce of fewer than 15 employees. However, at all places of personal employment the human resource departments had multiple responsibilities related with not only managing people, but also providing various support functions to the organization.
Primary Functions of Human Resource Management
According to DeCenzo and Robbins (2007), two primary responsibilities include, “assisting the organization in it strategic direction and representing and advocating for the organization’s employees (DeCenzo & Robbins, 2007, p. 34). As previously discussed, human resource management can involve several organizational activities, but the main focus constitutes supporting both the company and company associates. The four primary human resource management activities that provide organizational support include staffing, employee development, motivation, and maintenance (DeCenzo & Robbins, 2007).
Staffing an organization often requires screening several candidates to seek out the best fit for a particular position. Once hired, human resource departments must provide adequate training and orientation to help not only new employees, but also further develop and enhance existing company staff. Building a quality workforce for an organization takes time and effort from human resource management teams, largely because as stated by DeCenzo and Robbins (2007), “People, not buildings, make a company successful,” (DeCenzo & Robbins, 2007, p. 32).
Additionally, the human resource department finds efficient ways to motivate workers such as benefit packages, performance bonuses, and other influential compensation. This function is highly important, as it helps build and maintain morale. Motivating people can prove to be a difficult task, and as explained by DeCenzo and Robbins (2007), “Human behavior is complex, and trying to figure out what motivates various employees has long been a concern of behavioral scientists” (DeCenzo & Robbins, 2007, p. 40). Finally, the human resource team must maintain effective communications, employee loyalty, and assist in providing a continuously safe and healthy work environment (DeCenzo & Robbins, 2007).
The Strategic Planning Role of Human Resource Management
Strategic planning for organizations begins with setting achievable objectives, and the role of human resource management requires finding economically feasible strategies to meet preset organizational goals. According to DeCenzo and Robbins (2007), “This means working with line management in analyzing organizational designs, the culture, and performance systems, and recommending and implementing changes where necessary” (DeCenzo & Robbins, 2007, p. 34). Additionally, this often involves figuring out ways to reduce costs in personnel, while finding more affordable ways to offer motivational benefits to employees.
Human resource management displays added value to an organization by effectively validating the company’s human resource management investments (DeCenzo & Robbins, 2007). Despite the size of an organization, a quality emphasis on human resource management builds potential for successful production efforts. Organizations cannot function without people, and the proper selection and development of employees often benefits from a quality human resource management team. DeCenzo and Robbins (2007) stated, “Human resource management is a function of every manager’s job, not just those who work in human resources” (DeCenzo & Robbins, 2007, p. 34). Many people tend to think of hiring or payroll when the term “HR” comes up, when in fact, several important organizational duties and responsibilities come with these positions.
DeCenzo, D., & Robbins, S. (2007). Fundamentals of human resource management (9th Ed.), Hoboken, NJ: John Wiley & Sons, retrieved from the University of Phoenix Electronic Library.
University/College: University of Arkansas System
Type of paper: Thesis/Dissertation Chapter
Date: 3 June 2017
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