Each organization has a workforce, and this is where the Human Resource Management (HRM) comes in. HRM involves the acquisition of services to people, harnessing their skills, motivating the workforce, and ensure that they maintain their commitment in the organization to achieve the set goals and objectives. This means that the HRM involves the management of the workforce from selection, recruitment, and retirement (Noe, Hollenbeck, Gerhart & Wright, 2017). The success of any organization depends on the effectiveness of the employees and the level of motivation in the organization. Besides recruitment, remuneration, and discharge, HRM works to maximize the functions of an organization strategically. This paper focuses on the HRM functions and discusses how the functions help the employee and the management work together towards achieving organizational efficiency.
Employment Relations
Employment relations involve all efforts used to manage the relationship between the workforce and the employer. Companies with positive employee relations program offer fair and constant treatment to all employees to maintain their morale. This means that the management needs to be sensitive to the needs of the employees as they become business-oriented and strategic focused. The managers should also be aware of the need for adaptability and flexibility in the organization. Some values and theories are used to manage the assumptions and beliefs on the relationship within the organization and other operational functions in the organization. The theories that can be used to manage employee relations in an organization includes the instrumental and humanistic concept. Instrumental concept focuses on rational and strategic elements of the human resource management while the humanistic concept highlights on cooperation and development of employee skills (Brewster & Söderström, 2017). Since employee morale plays a critical role in determining performance level, employee relations will help the management understand the needs of the workforce and put in place measures that can help motivate them and achieve the set goals and objectives.
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Performance Management
This is another function of the HRM and involves the creation of a working environment which allows the employees to undertake their job functions to the best of their capacities. It is an entire work system that starts when a job is defined as required and ends when the employee leaves the organization. To achieve maximum benefit, there is a need for the organization to treat the employees as a valuable asset, allowing them to be proactive rather than passive. At some point, employees may lack commitment and motivation when the management applies the instrumental approach. It has been proven, however, that the approach is ineffective today as people are informed and enlightened and everyone understands their rights (DeCenzo, Robbins & Verhulst, 2016). Performance management requires a humanistic approach, which factors in the specific needs of the employees. Performance management includes an overview of organization operations and providing feedback for organization development. It is a continuous process that should take place throughout the year.
Training and Development
Training and development is an integral function of human resource management. For this reason, most organizations mandate training hours every year for the employees keeping into consideration the importance of technology in maintaining organization performance. Information technology is dynamic and plays a critical part in the contemporary operation management. Training revolves around attitude, skills, and expertise of the workforce with resultant improvement on the overall behavior. There is a need for the process to be planned after intensive need analysis to avoid wastage of resources on less essential functions. Training and development should be done in a manner that factors in both individual and organizational goals.
The function of human resource management is to support the organization's responsibility. This is done through training and development, whereby the skills of the employees are harnessed. In the long run, this will help the management to properly manage productivity rather depend on the technical solution to the organization issues. Training and development is also important in helping human resource managers become part of the business team. All employees form part of the strategic partners who helps influence the strategic direction of the organization.
Staffing
Staffing is a human resource function that involves screening and recruitment of employees to fill job openings. Other functions that are performed in the organization as part of staffing includes retention, orientation, and termination. These functions can be performed on a case-by-case basis in small organization while the larger organization can decide to do them during a single year. Staffing is utilized to acquire temporal or permanent employees. The staffing process needs to create values and should incorporate development, maintenance of the human resource management, and motivation (Brewster & Söderström, 2017). Within the function of staffing, the essential action includes planning and forecasting of the short term and long term requirements, which includes skills, abilities, and staff duties. There is a need to identify competent job applicants and recruit the most qualified. This helps in improving the overall performance and profit ratios in the organization.
Conclusion
Effective human resource management helps the organization formulate a structure and give them the ability to fulfill business needs. This is done through effective management of employees. Human resource management functions involve a body of information, expertise, and practices that stipulates the nature of work that controls job relations. Human resource functions include employment relations, performance management, training & development, and staffing.
References
Brewster, C., & Söderström, M. (2017). Human resources and line management 1. In Policy and practice in European human resource management (pp. 51-67). Routledge.
DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2016). Fundamentals of Human Resource Management, Binder Ready Version . John Wiley & Sons.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage . New York, NY: McGraw-Hill Education.
