The Human Resource Management (Essay Sample)

Human Resource Management
[author]
[Institution]
Human resource management
Organizational success is much attributed to the human resources that are the critical element in pushing the organization to another level. Through efficient management of human resources, it is evident that an organization will realize a positive return and remain competitive in the present business world. In her book, Human resource management Carolyn Youssef critically and analytically evaluates the various human resource concepts and principles that are requirements for every human resource manager (Carolyn, 2012). The book discusses in hiring and further human resource management providing a unique guide to human resource managers. most of the key players in the Human resources management will agree that indeed investing in human resources does matter to the organization in as much as other investments.
The management of human resources starts with the organizational long term objective. It is essential for the organization to consider the long term objectives. To this regard, most of the organizations invest more in finding the right person after the interview (Youssef, 2009). The question that constantly comes up each time the organization is hiring is how do I find the right person? How do I find the right personality? What are the characteristics I am looking for? The answers to these questions give insight to correct employee hiring mechanism (Luthan & Youssef, 2007). This is so considering that the human resource is, in fact, the heart of every organization and the basic driving force behind the organization's success. This means that the traditional observation that the human resources is just a cost of doing business is no longer valid as it has proved that human resources are indeed an indispensable asset in the development of the organization (Luthan & Youssef, 2007).
The human resources managers need to address the concerns of the organization and act beyond the usual organizational culture. Looking critically at employee training, facilitation, motivation, compensation and ensure satisfaction of the employees (Ashly, Rob, & Tom, 2007). This is because the human resource remains the indispensable asset that needs to be guarded in order to maintain high performance. Business leaders believe in their human resources, for example, Bill gates the Microsoft's CEO remarked, "the most important company asset walks out the door every night" he was referring to the human capital. Indeed, most organizations agree to this assertion that the human resource is the most important asset and it has to be treated so (Wiley, 200825: 93-114). Personally, the best investment that an organization can make is investing in its human resources. Consider, the fact that capital devaluates, assets depreciate and economies subside but the human resources persistent stand through these times.
Throughout the world, human resource managers are looking for ways human resources can be better managed to improve their performance (Carolyn, 2012). As stated earlier investing in the human resource is the only viable option for the organization to have a competitive advantage in the work environment. This goes far than the short term benefits and profits and goes further to long term business survival (Youssef, 2009). This emphasizes the need to treat the human resources as a very important business investment and despite the economic and social challenges the value of the human capital should be upheld. Traditionally most organizations are now shifting to recognizing the human and social capital that constitutes the important ingredient in the organization's prosperity. This is the only way that an organization can obtain and retain most competent workforce and have a relatively higher competitive advantage in the job market (Luthan & Youssef, 2007).
The work environment has considerably changed over the last decade and this call for a change in approaches to the management of human resources. Modernization has seen the invention and innovation of new machines and equipment have taken place to improve the production and supply processes (Weaver, 2001). These investments are void without competent employees to run them. The business environment has moved from the traditional believe that assets and equipments are the determinants of competitive advantage. These are no longer the barriers, but the main strategic deficiencies underlie in; the lack of objectives, poor human resource planning, inadequate resource allocation and lack of strategic leadership (Schumman, 2001). These factors may seem basic, but they directly affect the human capital performance within the organization.
According to cumulative human resource management criterion, the inertia of the organization lies in its human resources and organizations need to look for ways to improve the working environment in order to improve performance. This is the fundamental objective of every human resources manager. Critically, the roles and responsibilities of H.R managers can be reduced to obtaining, retaining and development of the human capital (Wiley, 200825: 93-114). It is necessary for the manager to ensure that these people are developed as they are not renewable like any other resources. This means that the new managers need to meet the demands for competent human resources in the business. This is more than a synergic activity and requires more advance planning and execution in order to obtain and retain the best workers that the job market can offer.
Renowned and famous organizations like Arthur Andersen and Worldcom inc. experienced a downfall and one would not help but ask the reason for the downfall. The answer to this issue lies partly in the planning process, according to research these gigantic organizations lacked effective long term planning and gave in to the competitive advantage of other business corporations (Luthan & Youssef, 2007). Employees need to feel valued by the organization and this, in the long run, will initiate a sense of pride in the organization. To initiate this pride, there is a need for the human resources to ensure that their personnel receive the best motivation and facilitation. These require the adoption of a sound human resource management strategy, regarding this there is a need to assess the characteristics of a sound human resource strategy.
Human capital management strategies vary from one organization to another depending on the structural and organizational culture. Basically, the underlying factors in a sound human resource management strategy include; the amount of resources available, organization of the resources, the decision-making models, and the market trends. Human resource planning depends to a large extent on the amount of resources at the disposal of the organization. When hiring new staff, for instance, the H.R manager needs to determine the budget the organization is willing to spend on new staff (Weaver, 2001). Also in training and motivation the relative resources require being proportional to the budget. The decision-making process is rather a complex and demanding process. Various decision-making model are available for decision-making regarding decision-making in Human Resource Management.
Decision-making being a rather complex process there is a need to take care all the organizations' needs and the long term goals. Management of human capital is also complex as it requires more advance planning. For example, there is need to consider a number of factors when hiring, training and improving the human capital (Wiley, 200825: 93-114). This can be made easy by implementing as sound human capital management procedure. Most of the appraisal techniques, for instance, rely on the level of knowledge, the working skills, experience and education. In as much as these factors are critical there is a need to look more than just the identifiable skills that at times can be deceptive. There is needed to look at personal motivation and talent as aspects that can be a determined to improve the work efficiency in the long term.
Regarding the facilitation of employees many organizations will look at motivation in terms of reimbursement and compensation. This is a common practice in quite a number of organizations looking for ways to attract the highly skilled and qualified workforce (Amanda, 2006). Other organizations are looking at employee outsourcing as an alternative. But these skills are easily duplicated and hence competing the outcome in the employees. There is a need to differentiate the employee motivation according to the ability of the employee to meet the companies objectives and the ability to improve the working environment. The strength lies in attracting and retaining highly talented employees who can assist the company move to the next level (Wiley, 200825: 93-114).
Knowledge and experience can be built within the organization over time through training and work exposure. This will depend on right job allocation and placement; this requires looking at the interests and abilities of the hired workforce. This has contributed to the development of many corporations and it is likely to succeed. As the tale goes, "find the right person and mold the new talent to fit ...