Organizations and Human Resource Management

Introduction

No organization can exist without a Human Resource department. The larger the company is the more complex models it has to implement for managing its employees. Workers are the key value of any business. They are the ones who generate the income of the business. That is why it is so important for HR management to ensure that employees are finding their work environment comfortable. HRM must work closely with top management to develop strategies that will keep employees satisfied and engaged in a process.

Role of HR management

The standard roles of HR management as perceived by many people include searching and hiring workers to fit vacant positions, maintaining their documents, scheduling work, and managing career growth. However, the most important task of an HR department lies in ensuring that the work environment addresses all the personal and professional demands of employees. Lindley (1984) views the corporate atmosphere very important and even states that “human resource management can be defined as providing an organizational climate that will motivate employees to reach their maximum potential of effectiveness” (p. 501). It is not surprising that the salary cannot be the only element valuable to a worker. He or she usually views the workplace as a source of communication, sharing stories and ideas, and generating interpersonal experience.

HR management must work together with the company’s top management to ensure the corporate social responsibility policies are including the best practices for achieving the employees’ satisfaction. It can create many benefits in the long run, such as cutting costs, raising the performance and commitment of employees, and creating the ground for innovation (Baker, 1999). An HR department should become an active researcher of employee satisfaction to deliver the findings to the top management. Regular interviews and measurements of the employees’ commitment are key to developing human capital.

Human Capital

One of the most valuable resources of each company is human capital. It can help to acquire a competitive advantage and enhance the performance of an organization (Darwish, 2013, p. 1). Technologies such as computers are filled with information necessary for any business. The amount of this information exceeds the knowledge of any human being. However, machines do not generate information but rather collect and store it. It is the task of people to think critically, acquire knowledge, and put it to work. Besides, people possess personal qualities like character traits and creativity, which are unique to every individual. Combining all these qualities may lead to the development of revolutionary ideas, making human capital crucial for any business as it is a source of development.

Employee Engagement

HR management must create the working conditions that would stimulate the creativity and engagement of employees. There is no chance for creativity if workers are not committed to what they do and are stimulated to labor only by receiving money. There are several conditions for making the employees committed that is defined by the cooperation between management and workers and the ability to get them satisfied (Roos, Fernstrom, & Pike, 2004). The HR specialists must specifically focus on the latter point and ensure that workers are satisfied. The measures for achieving this may include collecting the information on what each employee finds important about his or her work. Usually, the concept of feeling valued comes up. The company and an HR department must specifically underline the value of input each worker brings into the business. It may include a direct appraisal like the issuing of bonus salaries or presents, or the indirect stimulation like the corporate changes made as an answer to the feedback provided by an employee. Promotion is also a powerful tool, as it allows workers to feel their input is recognized, as well as serve as an example for other employees of what skills are expected from them. The latter combined with management and colleague relationships stimulates employee engagement (Luthans & Peterson, 2011). Once again, the feedback should be both vertical and horizontal.

Humanizing Workforce

Communication has become an important part of our daily lives. Personality is not left behind in the workplace. Employees feel the need to continue the communication process at work. A note must be made that the way people communicate in the modern world has become heavily reliant on technologies. Most people are registered in social networks, where they get the latest news from their friends and companies of interest. In many cases, the use of Internet platforms might enhance creativity at work. However, many companies do not favor the usage of cell phones in the workplace for personal matters. There are questions on whether people using cell phones for information are engaged in the work process or just stay connected (Dery & MacCormick, 2012, p. 194). No matter what the answer is, the human mind is a complex matter which can generate ideas only when a person feels comfortable. If technologies provide comfort at the workplace, HR management must ensure employees have unlimited access to them.

Conclusion

HR management is crucial for the operation of businesses because it deals with human capital, which is the most valuable resource. Top management must work closely with HR departments to develop a work environment that would make employees feel comfortable. Engagement that is stimulated by making workers feel valued benefits businesses through the increase of creative ideas that are generated by satisfied personnel.

References

Baker, D. (1999). Strategic human resource management: Performance, alignment, management. Librarian Career Development, 7(5), 51–63.

Darwish, T. K. (2013). Strategic HRM and performance: Theory and practice. Newcastle upon Tyne, UK: Cambridge Scholars Publishing.

Dery, K. & MacCormick, J. S. (2012). Engaged or just connected?: Smartphones and employee engagement. Organizational Dynamics, 41(3), 194–201.

Lindley, C. J. (1984). Putting “human” into human resource management. Public Personnel Management, 13(4), 501-510.

Luthans, F. & Peterson, S. J. (2002). Employee engagement and manager self-efficacy. Journal of Management Development, 21(5), 376–387.

Roos, G., Fernstrom, L., & Pike, S. (2004). Human resource management and business performance measurement. Measuring Business Excellence, 8(1), 28–37.