Competition has gone global and the market and industry dynamics have necessitated the need for companies to make concerted efforts streamlined towards ensuring that human resource management, practices, and policies are all geared towards achieving the goals and objectives of an organization and aligned towards organizational culture. This has resulted in the adoption and implementation of several tools and strategies geared towards the central goals attainment. This is because the times are tough and the realization that people form the most prized asset of any organization, there is need to attach the greatest value to their well being for the best overall organizational performance. People management thus forms a very critical part that defines whether an organization will achieve its aims and objectives or not.
Human resource management has the capacity to influence the strategy of an organization in a number of ways. This is because of its role in ensuring that the processes of employee attraction, recruitment and retention are done in line with the culture of an organization.
In the realization and appreciation that Human resource management is critical in the management of an organization, it affects the strategy of an organization in that it not only helps in the management of the entire organization’s resources, it also determines the priorities of an organization. In addition to the above, human resource management affects the strategy of an organization in that it is the department responsible for the development of the needs of the employees in terms of training and professional development, takes the lead on how people can foster acceptance of the change process and change management and have the ability to demonstrate how people management affects the key performance outcomes that generate business success.
Furthermore, every manager in a corporation is faced with one principal aim; increasing the shareholders’ wealth by improving on the bottom line. To attain these objectives, a firm has to develop a clear delineation and paucity of the effects of the fixed assets and current assets has on the returns and risks. Working capital management in this subtext will refer to the management of current assets. To increase shareholders wealth, human resource managers must be adequately equipped with the necessary skills and knowledge and attract the best employee workforce.
Efficient work coordination amongst various departments and employees is an effective tool for success. Human resource managers have the capacity to support managers and supervisors in accomplishing their goals through a number of strategies. First, the establishment of an open door policy for managers and supervisors will definitely promote the relationship between the human resource managers and supervisors. This will definitely lay down the opportunity in discovering the concerns of the managers through shared and open sessions. In addition to the above, Lam and Schaubroeck, (2003) illustrates that “the provision of enrichment through in house human resource workshops or discussions for front line managers and the seeking of information and feedback from the frontline managers through periodic surveys and questionnaires” have the capacity to assist frontline managers accomplish their goals. These surveys and questionnaires should be done in a manner that protects the identity of the support managers and supervisors so that they do not become apprehensive that seeking support could be construed as weakness and failure on their part.
Third, the human resource management has a critical role in “emphasizing to the top corporate leaders that the HR department has the tools to build profit by supporting and engaging frontline agents most responsible for business success” (Huselid, 1995). This ensures that the best talents are recruited to perform in areas and departments where their knowledge and skills are best suited for the success of the business. Such a process is critical to enhancing the abilities of the support managers and supervisors to accomplish their goals in while making the best use of available tools.
Last, the human resource management has in ensuring that support managers and supervisors accomplish their goals by establishing tracking procedures to monitor the success, failures and growth of support managers and supervisors to provide top leadership with the tools it needs to evaluate its frontline managers” (Briggs and Keogh, 2004). Such statistics are necessary for the measurement of the performances of the support managers and supervisors so that the HR provide them with the needed support aimed at promoting their skills and knowledge for the success of the business.
The successful design, development and implementation of management decisions that are directly linked to employee recruitment, selection and retention are very complex and at times daunting tasks for many Human Resource managers. Usually, these managers will be faced with daily problems that require the setting up of right priorities that will ensure for the successful operations irrespective of the strategies that they employ. As a human resource manager, my priorities would include the identification of the objectives of the organization, alternative means of achieving the stated objectives and the selection of the means that accomplish the objectives in the most efficient manner. The selection of the human resource must be done in a manner that aims at achieving the goals and objectives of the organization.
In the recognition that people form the greatest asset of an organization, human resource must seek to recruit the best and appropriate personnel. This is because “effective management of a firm’s HR is crucial profitability and the overall ability of a firm to not only achieve competitive advantage but also remain competitive” (Green, 2002). Second, I would consider transformational and consultative orientation as critical components to the success in the HR management as opposed to transactional and enforcement orientation. This is because according to Green (2002) “the basic mind set of traditional HR that constitute the transactional and enforcement orientation focus on basic activities that does not bode well for perceiving HR as strategic.”
Last, training will form the most critical part in my list of priorities. This is because poorly trained and unskilled staff can be very costly to an organization. According to Green (2002), “unprepared managers can lead to poor performance, reduced productivity and mis-steps that can lead to legal claims and lawsuits”. In addition to the above, necessary skills and knowledge are pointers to profitability and business success. In case of the need for help, guidance or information related to human resource management, I would turn to outside consultancy services. This is because consultative orientation that constitutes transformational Human resource approaches are fundamental mind set in HR management. In conclusion, human resources management forms a very critical component of organization and its management determines the levels of profitability and success of a business.
- Briggs, S and Keogh, W. (2004). Integrating Human Resource Strategy and Strategic Planning to Achieve Business Excellence. Total Quality Management, vol. 10, No.4.
- Green, M.E. (2002). Internal Human Resources Consulting: Why Doesn’t Your Staff Get It? Public Personnel Management, Vol.31. No. 1.
- Huselid, M.A. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance. Academy of Management Journal, vol. 38, no. 3.
- Lam, S.S. and Schaubroeck, J. (2003). Integrating HR Planning and Organizational Strategy. Human Resources Management Journal, Vol. 8, No. 3.