The Strategic Role of HRD in Supporting High Performance (Essay Sample)

The Strategic Role of HRD in Supporting High Performance
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The Strategic Role of HRD in Supporting High Performance
Introduction
Human Resource Management is a fundamental department in every organization since it ensures its success depending on how well it is established. Primarily, organizations with a strategic HRD are more likely to succeed than those that lack the same or have poorly developed one. The human resource department is accountable for several functions with the strategic ones being orientation, promotion of good working conditions, training, development, recruitment and selection, and management of employee relations. Moreover, high performance in organizations refers to the achievement of the set goals and objectives and the realization of the mission and vision. For business organizations, all these amounts to profit making. Principally, this discussion seeks to establish the strategic roles of HR department in supporting high performance.
Human Resource Department’s Core Objective
The major objective of HR department is to unleash human potential useful in the accomplishment of a company’s vision, mission, and goals (Glover & Butler, 2012). HRD is very critical to the success of today’s organizations because they use other resources of a company to create competitiveness and realize goals. It is therefore important for an organization to fully comprehend the needs and requirements of its workforce in order to achieve the desired results (Brewester, Sparrow, Vernon. & Houldsworth, 2011). Essentially, some of the much-needed outcomes of organizations in overseeing their workforce are cooperation, competence, cooperation, management, motivation, attitude and presence, satisfaction, and commitment among employees and employers. The fundamental mandate of strategic human resource management is to improve business performance mainly through the management of people (Ling & Nasurdin, 2011). For the purpose of achieving the stated goals and objectives, the department is tasked with the responsibility of efficiently and effectively managing its resources.
There are seven strategic roles of the HRD that can ensure the performance of an organization is realized. They comprise employment security, extensive training, development of self-managed teams, the selective recruitment of new personnel, and decentralization of decision-making as the basic principle of organizational design, reasonably high compensation contingent on organizational performance (Glover & Butler, 2012). Further, there are wide sharing of financial and performance information, broad sharing of performance and budgetary data all through the association, and the decrease of status distinctions and hindrances including dialect, dress code and salary contrasts (Anyim, 2012 ). Before giving a detailed analysis of the strategic role of HRD in supporting high performance, it is important to discuss the relationship between a strategic human resource and high performance in an organization.
Relationship Between Strategic HRM and Performance
In this section, performance will be measured in terms of the organizational capability to generate revenue. The performance starts with a business strategy which outlines what is to be done for a business to gain revenue and to ensure it is not operating on huge losses and debts (Brewester et al., 2011). Further, the business strategy gives the responsibilities of every individual to oversee equal share of duties and also to reduce cases of incomplete work due to no one being held accountable. Primarily, performance relies on the combination of ability, motivation, and opportunity (Glover & Butler, 2012). After the business strategy is crafted, then the human resource strategy is as well-crafted as shown in Figure 1. Before crafting is done, the management takes a detailed look at staff. Besides, the analysis considers their competencies, means of their motivation, and the types of skills and knowledge they possess to know who is fitted for what task (Anyim, 2012 ). The acknowledgment of such a business strategy is realized by joining the workforce opportunities, their desires, and different elements that impact an association externally and internally.
Figure SEQ Figure \* ARABIC 1: The relationship between strategic HRM and performance (Ling, 2011).
Contribution of HRD to Performance Management
Strategic management of HR speaks to change, which is moderately new in the field of human resource management. An essential part of strategic human resource management is tied in with centering the management of workers as an instrument to increase performance (Brewester et al., 2011). Presently, organizations are made mindful that aspects that can boost performance, such as productivity, quality and financial performance, require effective HR strategies (Nikoloski, Dimitrova, Koleva, & Kacarski, 2014). Majorly, it needs to deal with the measurement of results on the type of performance accomplished in correlation with the objectives communicated as targets. Likewise, it has to assess the inputs and values which are the knowledge, aptitudes, and practices important to create expected outcomes (Anyim, 2012 ).
Further, performance management system needs to work with everyone in an organization and not only the supervisors (Ulrich, Younger, Brockbank, & Ulrich, 2012). Doing so, makes every individual feel that he or she is part of an organization which prompts him or her to be goal-oriented. Besides, chiefs are not just in charge of conveying the required performance (Brewester et al., 2011). They ought to have the certainty to convey expert and obligation all through the association. Consequently, it could be said that supervisors need to work together and consider companies as their component individuals with a specific end goal of accomplishing the required performance (Nikoloski et al., 2014). Administrators and their groups are together in charge of the outcomes and are both associated with concurring what they ought to do and how they ought to do it.
Principally, performance management forms are a piece of clearing over the association. For this reason, the organization’s management and employees need to remain united for the purpose of achieving the goals and objectives set. The achievement of a continuous and adaptable process for employees and the management to work as a single group should be the focus of performance management. Performance management system should concentrate on improvement to a continuous and adaptable process, including employers and all the association that work as a solitary group (Ling & Nasurdin, 2011). The reason being, it ought to decide how they can best cooperate to accomplish the required outcomes, making it conceivable to focus on the arrangement of future performance and performance changes (Brewester et al., 2011). Human resource management strategy gives the premise to customary discourse and continuity among supervisors and different workers about performance needs and further advancement of the association.
Role of HRD in Managing Employees
According to Albrecht, Bakker, Gruman, Macey, and Saks (2015), there is a need for an effective engagement of employee and management in performance. An incoming manager should ensure that he or she assists employees for them to attain a high performance and engagement level. Essentially, this will be actualized when there are good socialization practices. The process of socialization fosters the need and the imperative of engaging employees (Albrecht et al., 2015). An incoming manager should ensure that workers are socialized successfully into their organization roles. Largely, this is owed to the fact that every manager more often than not comes with his or her human resource management which disrupts the setting to which people were used in the workplace (Ulrich et al., 2012). Managers should, therefore, understand that management of performance among organizational workers is a process that is ongoing (Anyim, 2012 ). The major issues in this HR management process are based on various activities that are aimed at ensuring the achievement of organizational goals.
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