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Human resource (HR) is defined as an individual contribution to an organization in terms of efforts, skills, and capabilities. On the other hand, human resource management (HRM) is the division of the organization that deals with the management of human resources (Dessler 4). Human resource management can be viewed from two perspectives. First, human resource management is the personnel or support function in an organization. Secondly, HRM is a top management function. Whether in the formal or informal sector, the management of employees is always a function of the top management (Sokun 3). Initially, human resource management (personnel management), was regarded as an administrative subject. In addition, HR measurements were based on the turnover rate, non-attendance, and parallel measurements (Dessler 4).
At the moment, Human resource management, in its most basic form, emphasizes on building competitive advantage through the strategic use of contemporary HRM techniques to develop competent personnel. This characterization aims to sum up the view of the present companies subscribing to the idea of employees being the most significant asset (Sokun 5). The management and staffing in numerous organizations are done by individuals, and without them, organizations cannot exist. As a matter of fact, the prospects and challenges of developing and managing an organization are normally caused by individual-related problems.
On the other hand, individual-related problems often emerge from the misconception that all people are equal and deserve equal treatment in organizations. However, this is far from the truth. Each and every individual is unique, both physically and psychologically, and should be treated differently (Dessler 5). This essay will focus on three major areas of human resource management covered in the course. The paper will identify the main subjects in the chosen area, new learning that has occurred in these areas, and their application or relevance to the place of work.
Human Resource Planning, recruitment and Selection
To ensure that organizations acquire the right personnel at the right time, Human resources systems, for instance, Human resource planning, recruitment, and selection, have to be engaged. Human resource planning is a process of developing strategies to organize the elements and skills of the personnel as per the needs of the organization. Human resource planning helps to predict, hire, preserve, and optimize recruitment of candidates that meet organizational needs and goals. On the other hand, recruitment refers to the process of identifying potential candidates and persuading them to apply for the current or foreseeable position. During the recruitment process, attempts are made to notify the candidates about the job requirements, qualifications, and available opportunities. Last but not least, the selection is the process of picking qualified and competent candidates from a pool of new applicants (York 12).
According to York, organizations can consciously and practically determine the composition of the personnel needed to realize strategic goals by ensuring that the recruitment and selection practices match with the existing policies and programs (14).
The first step in identifying key individuals for an organization lies in the companys ability to determine the profiles that match the organizations culture and needs. This enables the company to equate candidates background, job experience, and individual qualities to develop an excellent organizational fit. In addition, it is improbable that all key individuals would come from the company or are out of work (Backhous and Surinder, 501).
According to Dessler, search for external talents should not only focus on well-established professionals, but also on upcoming talents (22). Though unreasonable for a number of people, Dessler asserts that, for the recruitment of key personnel, and economic crisis generally provides a perfect opportunity. Since talented individuals are exposed to the external environment, a company can take advantage of this by providing challenges, opportunities, and rewards that match the predilection of the crucial talent when most of the companies are reluctant or less aggressive in their search due to the economic situation (23).
Organizational support is needed when attracting new talent from a competitive market. This point is supported by Backhous and Surinder, who witnessed many companies struggle to keep hold of their key talents during the global economic crisis. This was particularly common among American companies (510).
The recruitment process is very expensive. Therefore, it is very important for companies to keep hold of their employees for a long period of time. One of the failures related to the recruitment process is recruitment based on qualifications, which is regarded by York as a poor performance predictor (78). According to York, a better recipe for successful recruitment and selection is hiring based on competencies, which are fundamental aspects of Talent Management (79).
Dessler explains that it is easier to hire a squirrel to climb a tree than teach a turkey (107). He used this phrase to describe competence-based recruitment and selection practices. In other words, organizations should hire based on individual traits and characteristics that are hard to be taught or changed. Individuals with the right competency can effortlessly perform certain tasks and are easy to train. Competency is a principal characteristic of a person and is fundamentally linked to effective or excellent performance at work. Therefore, competency is any individual characteristic that is assessable and can be used to differentiate a poor performer and greater performer. Dessler identified the core competencies recognized by most organizations globally. They include: the capability of an individual to acclimatize promptly to external and internal changes; the ability to successful influence and work through others; the ability to change mindsets and behaviours; leadership abilities; and the capacity to work with others (108).
Lawler and Susan present other examples of competencies. They include: objectivity, traits, personality concepts, content knowledge, and cognitive and behavioural skills (23). Therefore, human resource systems in organizations should not only focus on qualifications, but also competencies.
Employee and Labour Relations
The changing nature, place and form of work have been the theme of numerous debates and theories. As a result, the policymakers have attempted to impose their version of the prospective employee and labour relations. Most of them believe that the elements of globalization, advanced technologies and business reforms have had negative impact on the existing patterns of work. However, some of them believe that the emerging employment trends have promoted excellent practices and encouraged new ways of settling disputes. In the last three decades, the world has witnessed a substantial growth of the service sector and the decline of the traditional industries.
At the moment, some well established industries are struggling to survive. Yet the level of competition is increasing day after day. This has led to the emergence of new employee and labour relations policies. Currently, the relationship between companies, employees and trade unions are based on mutual trust. Disputes can be sorted harmoniously before they become crises. In addition, increased productivity and revenue is matched by greater compensation and benefits for the employees. Therefore, the key principle under the present labour relations is mutual cooperation (Lovell 66).
Mutual cooperation is not a simple alternative nor a replacement for collective bargaining agreement (CBA). However, it is a constructive force for developing new strategies, responding promptly and making optimal use of talents within an organization. Therefore, many organizations today will not survive for long if they do not work together with other stakeholders. Similarly, mutual cooperation is also important for individuals to realize their dreams. Mutual cooperation can be likened to the concept of self-managing teams. It creates a favourable working environment for employees, thus increases their commitment, loyalty and their willingness to put more effort on behalf of the organization. In addition, members stick to the values of the organization and have the desire to remain in the organization. Mutual cooperation is also useful in our daily lives and can be used to enhance family ties.
Compensation and Benefits
Generally, compensations refer to all kinds of economic returns and substantial benefits that workers receive as a part of their pay. Compensation can be categorized into two, namely: cash compensation and fringe compensation. Cash compensation is the direct payment received by employees for their labour. On the other hand, fringe compensation refers to all other benefits. Fringe benefits can be legal or discretional. Legal fringe benefits include social security and employee compensation, whereas discretional fringe benefits include health benefits, retirement funds, promotion and other increments. Therefore, the benefits can either be financial or non financial. Compensation and benefits play a major role in the recruitment and retention of employees (Lovell 89).
However, the major subject of debate in the recent past has been whether compensation and benefits can enhance job satisfaction. Job satisfaction is defined as the pleasurable emotional state resulting from the evaluation of ones job as achieving or facilitating ones values . At the same time, job dissatisfaction is defined as the unpleasant emotional state resulting from the appraisal of ones job as frustrating or blocking the attainment of ones values .
The two-factor theory posits that employees have two fundamental types of needs, that is, motivation and hygiene. Hygiene factors are those necessities that can be fulfilled by particular conditions, for instance, regulations, interpersonal relations, working conditions and remunerations among others. The theory suggests that job dissatisfaction normally arises in cases where hygienic factors do not exist. For this reason, financial benefits alone are not enough to keep hold of key talents. The general welfare of the employees and improvement of the working environment is also necessary in the recruitment and retention process (Lovell 92).
Conclusion
Organizations are increasingly becoming aware of the fact that they are likely to experience massive loss by losing their key talent since most of their senior employees are bound to retire or resign. Combined with the diminishing number of the younger generation in the industrialized nations, there is a probable shortage of talents in the near future. Organizations are doing everything possible to attract and retain this pool of scarce talent. On the other hand, organizations are also striving to acquire the best talent in the labour market. This can only be achieved by ensuring the following: recruiting and selecting new applicants based on competency; ensuring that the relationship between companies, employees and trade unions are based on mutual trust and partnership; and ensuring that employees are satisfied with their jobs by providing hygiene factors.
Works Cited
Backhous, Kristin and Surinder Tikoo. Conceptualizing and researching employer branding . Career Development International 9.5 (2004):501-517. Print.
Dessler, Gary. Human resource management, New Jersey: Prentice-Hall, Englewood Cliffs, 2008. Print.
Lawler, Edward and Susan Mohrman. HR as a strategic partner: What does it take to make it happen? Human Resource Planning 26.3 (2003):15-29. Print.
Lovell, Ken. Strategic Human Resource Management: What does it mean in practice? Lismore: Southern Cross University, 2009. Print.
Sokun, Nhek. Human Resource Management of Price Waterhouse Coopers, Phnom Penh, Cambodia: National University of Management, 2004.Print.
York, Kenneth. Applied Resource Management: Strategic Issues and Experiential Exercise, New York: Sage Publications, 2009.Print.
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