Essay代写：The role of human resources－r51due

下面为大家整理一篇优秀的essay代写范文- The role of human resources，供大家参考学习，这篇论文讨论了人力资源的作用。如今，人力资源专业人士只有发挥更具战略意义的作用，才能够调整对企业的业务战略，这也是人力资源专业人士的责任。他们可以为公司提供最优秀的人才，为员工提供最佳的工作环境，并建立有效的绩效考核制度，以调整组织的战略。

From the past, people issue was not the main issue that concerned the organizations, economic development was the main concern. People often viewed as cost rather than assets. The role of HR functions generally played as administrator for the organizations rather than strategic partner. Most researchers’ emphasized HR professionals must play a more strategic role to be able to align towards the organization’s business strategies. It is HR professionals’ responsibility that they could provide the best people, offer the best working environment for employees, and create effective performance appraisal system which could align to the organizations’ strategies. HR involvement and Recruitment and selection will be critical for HR strategy align to business strategy.

Intense competition, both locally and internationally, caused by globalization has given new scope of human resource management. Terpstra (1996, p.16) indicates that companies downsize, “delayer” and try to boost productivity with fewer people who know more, do more, change more and interact more. Therefore, investing in the development of these valued resources make sense.

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Today, human resource management has revolved into an invasive approach to the management of employment in wide range of market economies. Only if the HRM policy is integrated with the strategic business planning and organizational culture, human resource is identified as a source of competitive advantage for the organization (Beer, Spector, Lawrence, Quinn, Mills, & Walton, 1985). Excellent human resource management involves recruiting the right employees that best fit with the organization needs, identify their core competencies and further provide necessary training and supervision to capitalize the resources.

A strategy is a course of action. Strategic human resource management formulates and executes HR systems that contribute to employee competencies and behaviors which are required by organization in order to achieve its strategic aims. Efficient human resource management is essential in maximizing overall quality of human capital throughout the organization, and set a benchmark against which today’s HR practitioners can compare the structure, content, and efficiency and effectiveness of their system.

Unlike Personnel Management (PM), human resource management, which concerns with values, practices and policies, plays an essential role in an organization strategic planning and execution in order to make a decisive impact on the organisation's overall performance. Therefore, prior to proceed with discussion on steps that HR function should manage and develop people in a way that would support the strategic aims of the organisation, it is vital to understand several issues such as strategy, business policy and strategic human resource management.

Human resource management is defined as a process in coordinating human resources in a way that should help the company in meeting their vision, mission and goals in the most efficient and effective way. HR practitioners therefore have to ensure that each HR activities performed would add value to the organization.

Most of the HRM models affirm that the human resources are valuable assets which award organizations with competitive advantage (Legge, 1995). By contrast, according to Storey (1992), the difficult version of HRM emphasizes the calculative, quantitative and strategic management aspects of managing the workforce in a balanced way.

Human resource strategies refer to the particular human resource management continuous action, which requires constant revision, taken by companies to achieve its aims. Alignment between human resource strategies with business aims involve four essential steps, which are business strategy formulation, identification of required employees behavior in achieving organizational intended outcome in helping organization to achieve its strategic goals, strategic formulation of human resource strategic policies in shaping of intended behaviors and lastly, development of performance evaluation measurement.

Recognition of employees as the source of organization competitive advantage has results in an emergence of the notion known as strategic human resource management (Snell, Youndt and Wright, 1996). In addition, Schuler (1989) defined strategic human resource management as “All those activities affecting the actions of individuals in their efforts to put together and put into action the strategic needs of business” which further supported by Wright and Macmahan (1992) by describing SHRM as “The prototype of planned human resource deployments and activities anticipated to facilitate the forms to attain its goals”.

The SHRM is therefore implying the strategic partnership of company’s strategies formulation and implementation of these strategies by executing HR activities such as recruitment, selection, training and rewarding personnel so that they are horizontally fitting each other, thus maximising the favourable employee behavioral outcomes mentioned earlier (Becker & Huselid, 1998).

Bamberger & Fiegenbaum (1996, as cited in Bamberger & Phiullips, 1991; Dyer & Holder, 1988 and Lengnick-Hall & Lengnick-Hall, 1988) have noted a potential ‘reciprocal influence’ between corporate strategy and HRM strategy. This has further supported by Bechet and Walker (1993, p. 6) who recognized the correlation between business and HRM strategies, signifying the complication of the situation rather than a simple rank ordering of managerial activities.

Procedure, which best accommodate broader strategic aims, need to be invented and implemented (Becker & Huselid, 1998). Brockbank (1999) has then proposed a model in which that contributes to the greatest competitive advantage, proposing that HRM can progress from an ‘operationally reactive’ function, through ‘operationally proactive’ and ‘strategically reactive’ to a ‘strategically proactive’ function.

One of the major debates in the notion of HRM is whether HRM is universally superior to traditional, bureaucratic practices or if, it is an employment system which should be dependent upon each organizational strategy and needs (Huselid, 1995). Attainment of competitive strategy is to differentiate from competitors which place the contingency model in a more superior position in regards with the “best practice” concept. This contingency model, which can only be sustained by adopting a rational, top down approach to the whole process of managing consistent with the ‘design school’ of strategic management scholarship (Linstead et al.., 2004), is, however, conflicting with the authoritarian advocacy of a single ‘best practice’ SHRM (Legge, 1995).

The emphasis on “best practices” and “benchmarking”, which regards as the conventional view of HRM (Becker and Huselid, 1998), is supported by Purcell (2001) by indicating HRM as a set of unified practices as a particular managerial approach to labour management. This was further supported by Pfeffer (1994) by emphasizing the significance of setting a set of standardized HRM practices as the benchmark which should be desired by all the organization. This was however argued by Guest, Michie, Conway and Sheehan (2003) as a support for internal fit rather than external.

The statement of “internal fit” has been criticized in overlooking the complexity in people management (Boxer and Purcell, 2003). The main problems is that little attention paid on issues other than the four major areas; selection, training, appraisal and pay. For instance, issues such as employees’ relation and other collective issues have been ignored which made it irrelevant in certain organization where string and active union representation exist.

One major problem with the application of “best practice” is concerned on the interest of stakeholders. Deciding whose interest to be prioritized is an issue in shaping the “best practice” as different stakeholders may have different goals and interest. For instance, “best practice” for an organization during recession is to downsize their company, reducing cost by dismissing large amount of employees. Interest of shareholders has been served but not employees that need to be laid off due to the organization decision.

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