Human resource management practices are actions and activities that work together in an organization, thus increasing the outcome of an organization. Human resource management covers various aspects such as recruiting, managing workers and promoting diversity in the workplace. In the modern world, companies use social resource management practices to acquire competitive advantage (Albrecht et al., 215). The success of an organization depends on the ability for leaders to implement best practices in hiring, managing, and rewarding workers to increase productivity level. Human resource management should focus on recruiting, providing security to employees, fair and performance-based compensation.
Recruitment determines the level of productivity in an organization, thus affecting the level of competitiveness in the market. As a result, it becomes the responsibility for human resource leaders to ensure that they select the best skills in an organization. Recruitment involves various activities such as determining the abilities and skills needed in performing a particular duty in an organization (Satterlee, 2018). The recruitment process also requires leaders to identify the advertisement approach to attract potential candidates in the organization. Successful recruitments approach need leaders to focus on both external and internal job advertisement to promote qualified workers and increase diversity in the workplace. Diversification brings new ideas by attracting talents and helping workers in the organization to experience career growth.
Delegate your assignment to our experts and they will do the rest.
Human resource leaders in an organization need to ensure there is a provision of employee security. Employee security involves various aspects, such as health safety and sexual harassments based on gender discrimination (Buller & McEvoy, 2012). In situations where leaders fail to address security issues, employees send a negative image of the company to the public, thus damaging its reputation. Human resource leaders should focus on meeting the interests of the organization by offering workers an opportunity to enjoy job security. For instance, behaviors such as restructuring and layoffs force a company to ripple off workers.
Fair and performance-based compensation practices should also be in the heart of all human resources leaders. Contingent compensation practice covers different aspects, such as benefits and rewards associated with an excellent performance by an employee (Dees, 2013). The process begins with the recruitment aspect that requires a company to acquire the best skills. As a result, an organization usually has employees they perceive to be of value. Identifying the best talents need leaders to offer wages above the average pay reduce the rate of employee turnover. Employee compensation goes beyond high payments to employee evaluation and offering rewards. The employee compensation strategy is beneficial to both the employees and the organization because it increases productivity and enables employees to fulfill financial needs (Kehoe & Wright, 2013). In situations where human resource managers give rewards to employees, workers feel motivated and recognized as part of the team contributing to the organizational success. In effect, they win employee loyalty, thus increasing the level of output per employee.
In conclusion, human resource managers should apply recruitment, employee security, fair and performance-based compensation practices to increase the level of productivity in an organization. These strategies play an essential role in helping human resource leaders to serve the interests of the organization by encouraging employees to develop loyalty to the company. Recruitment process sets the foundation for a company's success while employee security, fair and performance-based compensation maintains the best talents, thus increasing organizational productivity.
References
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.
Dees, R. F. (2013). Resilient leaders. Williamsburg, VA: RFD, LLC. ISBN: 9780985597993.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-391.
Satterlee, A. (2018). Organizational management and leadership: A Christian perspective (3rd ed.). Raleigh, NC: Synergistics International. ISBN: 9781934748169.
