Human Resource Department in Management.

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Management can be defined as the art of creating industrial relations of any kind, between people engaged in the industry, such as relation between employers and employees, relation between individuals entering into commercial contracts, relation between investors etc, in order to maintain true cooperation of all concerned. Efficiency of management lies in not only making the employees to work, but to make them work willingly, sincerely and consciously, by employing new knowledge, new methods, new designs, new machines and novel techniques of production and by allaying mistrust and antagonism. The Human Resources Management (HRM) purpose take account of a several activities, and the most important among them is making a decision what staffing requirements one have and whether to use autonomous contractors or take into service employees to meet these needs, appointing and training the most excellent employees. The job is making sure that they are better performers, handling performance related problems, and ensuring that the human resources and administrational practices do the accepted thing to various set of laws. (Kar, 2006).

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The principal job of the human resource department is to choose the best possible candidates who fulfill the norms of the company. However, for “Carl Robins, the new campus recruiter for ABC, Inc”, there was a basic falter as he failed to complete the recruitment norms of the company. His “new trainees did not have applications completed or their transcripts on file, and none of them had been sent to the clinic for the mandatory drug screen”. (University of Phoenix Material, 2008).

In this context, it should be stated that actions also take account of supervising the steps taken towards employee benefits and reimbursements, employee accounts and personnel guiding principle. With increasing dependence by employers on HRM as a means of enhancing enterprise performance and competitiveness, important consequences will arise for IR and for unions. What part unions can and will play in Human Resources Management (HRM) and whether Industrial Relations (IR) and Human Resources Management (HRM) will maneuver as parallel systems as per requirements. If so what their relevant functions will be, or become incorporated, more than ever since the characteristic between Industrial Relations (IR) and Human Resources Management (HRM) is becoming indistinct, are some of the concerns, which will have to be deal with. Human Resources Management (HRM) assumes attitudes, values and practices relating to management and organizational membership. Carl Robins, unfortunately, failed in this respect.

A fundamental supposition of Human Resources Management (HRM) approaches is that the whole staff of the organization including both the management and the workers, equally contribute to the common purpose, share the common objective and have full attention in progress of the organization. The Human Resources Management (HRM) policies and ideals undergo constant changes due to influence of some basic factors such as domestic and international competition, changes in the social structure and developments in technology etc.

The increasing significance of competitive advantage and of the growing presence of multinationals has resulted in noticeable changes in Human Resources Management (HRM) ideologies. Globalization has led employers to push for implementation of fewer directives of industrial relations, less standardization of the employment affiliations, and a greater focus on the workplace as the centre of gravity of Human Resources Management. Of the three popular models in Human Resources Management, the global Human Resource Management model has the utmost coverage in international point of view due to worldwide growth approaches, degree of delegation, organization’s dimension and requirement for deportee reimbursement etc. Due to steady Industrialization and accelerating competition in market, today organizations have to face tough time to survive. These conditions also affect human resource (HR) strategy and policies up to a great extent. Such an environment gives rise to organizational conflicts. Such as conflict of power verses moral values, which include raising standards of production along with humanizing the workplace, Managerial prerogatives with ownership policies such as system, reliability, hierarchy, uniformity etc conflict with sensitivity, responsiveness, interactive ness, novelty and sub optimization. However, under this case study, it is seen that the entire process was at jeopardy as the technology service was unable to help him in this crisis. (Lamb, 2004).

In this competition, organizations are gradually loosing their ethnic values and morals. Today competence of an individual or a corporate is judged by his or her ability to cope up with constant fundamental changes in the organizational structure. All over the world, organizations aligning new products engineering teams around ‘pit crew’ model. Cross functional teams to design, manufacturing sales and service engineer’s work along with the workers, who at some point of time have stake in the product. This ensures manufacturing and sales people having their say all through the design process and building up the manufacturing capability early on that is currant engineering. The goals are simple, such as speed, equality and competitive price. Commodities have become international for most industries and the impact of engineering is significant. In many organizations, the learning curve in engineering has become an unaffordable luxury. (King, 2006).

Competitive pressures mandate finding ways to reduce the total time required to introduce new products in the market. Competition along with more complex production and distribution environments requires identifying and reducing necessary costs, such as costs associated with development, manufacturing, distribution and service. In some industries, people work in fluoride environment. Continuous exposure to fluoride leads to a disease Fluoric in which bones and teeth are effected. In all these, less attention is paid towards the interests of their workers, hence the relation between the management and the workers get seriously damage. Such circumstances account for greater need for application of Human Resources Management (HRM) in organizations. (Edelman, 2005).

The Human Resources Management (HRM) practices or policies emphasize the need for consensus and harmony in the relation between the employees and the management of a company for enhancement in production capacity and augmentation in overall output of the company. It suggests for provision of more comfortable and comparatively better working conditions to the employees in order to enhance their working capacity. Individuals are to be trained and socialized by the organization, so that they can comprehend team culture and easily adopt it. As unitary ideology is a new human resource management technique, it emphasizes on providing full respect to the employees in the organizations, and appropriate appreciation for their integrity band dignity. The Human Resources Management (HRM) practices or policies provide that the management should integrate hard and soft, social and technical decisions and activities within the company. Non-conforming employees however cannot be easily accommodated using unitary approach. The individuals whose ideas do not integrate with ideas of other employees and who concentrate separately more on their self-interests are the ones due to whom unitary ideology could not succeed to the required extent. Thus, the scenario is bleak for Carl Robins.

At the most, Carl can consult Monica and explain the entire situation to her. It is best to be truthful and clear about the scenario. According to the assumptions of the new Human Resources Management (HRM) approach, organizations should have the capacity to influence their members as well as bind them together in a composite unit, as a family or a community. Few guidelines prescribed by this contemporary approach are: Management should have recognition towards the efforts of the workers, and have co-operative attitudes towards them. The emphasis should be on working together as a team to achieve the ultimate purpose. Thus, there should not be any assumption about the situation and the entire environment within the company should be crystal clear otherwise, the production line of the company would suffer.

The benefits of lingering useless momentary disagreements and conflicts disturb the environment of the organization. Misinterpretation and Passions that procreate conflict are indeed enhanced by detrimental, marginal splinter groups and provocateurs. The Human Resources Management (HRM) system portrays management as a perfect guardian of the employees, having the paramount interests in well being of the staff, at heart. Decisions are taken with consent of the employees Of course misunderstandings and incongruity may arise from time to time but these are not helped by marginal splinter groups and provocateurs who distort the efforts of management. Effectiveness of the management can be judged by its capacity to bind the workers and at a time keep them satisfied, to fulfil a greater cause of success of the business. Efficient and participative managements can keep the employees satisfied and interested in progress of the company. Thus, Carl should explain the situation to Monica and resolve the issue internally and with goodwill. (Fletcher, 2005).


Edelman, S; (2005); Evaluation Techniques in International Business Management; Bloemfontein: ABP Ltd.

Fletcher, R; (2005); Principals: Beliefs and Knowledge; Believing and Knowing; Dunedin: Howard & Price.

Kar, P; (2006); History of Industrial Economics and Related Applications; Kolkata: Dasgupta & Chatterjee.

King, H; (2006); Management Principals Today; Auckland: HBT & Brooks Ltd.

Lamb, D; (2004); Cult to Culture: The Development of Civilization; Wellington: National Book Trust.

University of Phoenix Material, 2008; “Case Study for Student Analysis,” Week Two of the COMM; 215 page.

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