My knowledge and thought on Human Resource Management has changed a lot over the period of the module. Specifically, I have learned with utmost details the insights of practicing Human Resource Management and what it really means to work as HR personnel. I got the opportunity to learn so much about workforce planning, the context of employee compensation, and the role of HRM in employee development, employee relations and performance management. My knowledge has focused so much on the activities around all the concepts of HR management and the specific role of the Human Resource Manager and staff on completing these activities.
Human Resource Management has seen so much development trends over the years with much of these development trends being linked to the evolution in technology. Apparently, the changes have made work done by HR managers and staff to become easier than it was in the previous century ( Ruona and Gibson, 2004, p. 51 ). The use of MR management system is one such trend that has braced this area of profession with work made easier ( Lucas and Deery, 2004, p. 463 ). The HR systems come with database sub systems that help manage employee profiles which are useful in running compensations and making decisions on evaluation and development. Apart from the computerization, engaging the employee has been considered by many HR managers as one element in decision making. This has enabled quality decisions and improved employee relation.
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Fair enough, the developments in HR don’t seem to stop any time soon. In fact, the future seems to hold more for HR management. The technology used will likely get more complex with a potential introduction of virtual managers in employee acquisition. This is the kind of technology that will enable recruiters to make an informed analysis of candidates with respect to their realities. Further to that, the HR management systems are likely to change how candidates’ evaluation is done during hiring. A more advanced technology will enable recruiters to get the reality analysis of the real capabilities of the candidates.
References
CG Davidson, M., McPhail, R. and Barry, S., 2011. Hospitality HRM: past, present and the future. International Journal of Contemporary Hospitality Management , 23 (4), pp.498-516.
Lucas, R. and Deery, M., 2004. Significant developments and emerging issues in human resource management. International Journal of Hospitality Management , 23 (5), pp.459-472.
Parry, E., Stavrou, E. and Lazarova, M. eds., 2013. Global trends in human resource management . Springer.
Ruona, W.E. and Gibson, S.K., 2004. The making of twenty ‐ first ‐ century HR: An analysis of the convergence of HRM, HRD, and OD. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management , 43 (1), pp.49-66.
