HR PM to HRM (Human Resource Management), establishments

HR Framework for research Introduction to HRM framework What is Human Resource Management (HRM)”A strategic and organized way to the employment, growth, and well-being of the people working in an organization” The purpose of HRM? Ensure the organization is able to achieve success through people and goals ? Increase organizational effectiveness and competency? Protect the rights and needs of people in organizations through the exercise of social responsibility.In the current global competitive environment in multinational companies, HR plays a critical part impacting the MNC’s performance to enhance values and contributing to profitable growth Personal management (PM) used to be the key admin function in an organization; this would be managing routine managerial exercises, which would be managing records and recruitment of employees based on skillset and competency (Armstrong, 2012). In addition driving they will drive change management, innovation transformation to compete against the growing technological changes, Globalization and many other (Wilton, 2011)Nowadays by changing from PM to HRM (Human Resource Management), establishments have now considered people/employees as an asset and a person who is a key part of the integral business (Boxall and Purcell, 2011). This changed the part of the HR role from the norm to be more engaging with practices such as Training, recruiting, developing, motivating and inspiring, thus making HRM a unique operation, which would drive personal and organization performance (Wood, 2009)’Human resource management covers a massive range of activities and displays a major range of similarities across organizational levels, occupations, governmental levels, companies, businesses and cultures’ (Boxall et al, 2007)In addition, SHRM (Strategic Human Resource management) means the strategic concept in HR management, this provides the opportunity for HR to play a more significant role in the in the development and progress of an organization by creating and managing goals and targets in an organization, SHRM empowers the HRM role in more significant way Human Resource Management is greater in scope than Personnel Management. Human resource management methodology is closely integrated into the organization’s fundamental strategy and goal. This moral and strategic setting of human resource management makes it more resourceful, meaningful, appropriate, and more efficient and effective compared to the personnel management method, thus makes the use of human resources more effective towards organizational goals HRM Concept Best Fit Best Fit in Human resource management insists HR policies needs to be aligned with organizations strategies to achieve competitive advantage and high performance (Price, 2004), even thou this concept seems to be more realistic to achieve the standards required by the organizations that the best practices concept at time the concepts fail to consider the cross-cultural influences, innovation strategies, economical changes or changing organization goals. The best-fit model advocates and beliefs for example the rewards and recognition system needs to aligned to organization or the team strategy or pre-defined roles and responsibilities need to be defined to find the best fit for the role during recruitment which is aligned to the organization strategy Soft and Hard Human resource management commonly been described as knowledge with two forms: soft and hard (Truss et al., 1997) The soft concept speaks about the emphasis of employees treats employees as the most important resource in the business and a source of competitive advantage stating each person is exceptional and the behavior as a strategic approach to people giving the significant value to the individual considering them an asset The hard model concept speaks simply business that any personnel and the performance management is recognized same as any other resource in the consider employees only as a resource for the business (Gratton, 1999).There are pros and cons to both concepts; it’s been always debatable to understand which would the best to practice to follow. The “hard” approach by HR can result in quicker decision making and a cost-effective workforce which would be by control with a more focused senior leadership, however, since this approach does not consider and provides less attention to employees needs this concept might suffer from employee retention issues, securing core skillset, higher absenteeism and staff dissatisfaction /turnoverThe “soft” concept will positively appeal to the employee, where employees and treated well with less red tape, providing motivation, creating opportunities, rewards, recognition to care for the employees’ well-being. However, through this concept, unnecessary costs add- up, year on year exactions will increase, employee shelf life may increase, stagnation in the same role and due less % attrition would influence on the direct cost which would impact the competitive growth and sustainability of the organizationRBV Resource-based view (RBV) argues that organizations must look inside the organization to approach and develop internal sources by increasing their skillsets/competencies to create them has irreplaceable valuable assists for competitive advantage instead of resourcing from outside where there is a competitive environment for it (Barney, 2001). It is more achievable to train and develop internal resources than trying to acquire new skills for every occasion. Benefits of this model would be highly skilled workforce, increased productivity/quality, recruitment and training cost and timing In RBV model. These resources help the organizations to accomplish higher performance, however, disadvantages stagnate workforce over a time period, high expectations in remuneration, at times failing to think out of the box since they focus only on production HRM Best Practices HRM practices effective and appropriate tools and techniques to help organizations in their strategies, these tools help organizations to show effective performance, manage operations, drive goals and manage cross-cultural challenges (Wright, et al, 2001).These practices are unbiased of the organization requirements regardless of the industry (Redman and Wilkinson 2009). Best practice models carry the link between HR practices and organizational sustainability and are associated with high committed management. During the subject, the author will share thoughts on the significant HR practices below which would be practices that are successful methods for the anticipated results Employee Training/Learning & DevelopmentRecruitment & SelectionPerformance ManagementThrough the best HRM practices, the organization will gain high productivity, quality, a motivated workforce, low attrition and operational growth in the competitive market