Human Resource Strategy and Its Role in Organization

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Human resource management refers to the strategically and consistent approach that is utilized in running properties of an agency including employees working there who independently or cooperatively play a part in the fulfilment of the goals of the organization. In addition, human resource management (HRM) centres on selection, recruitment, supervision and offering instructions to the employees of the organization.

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Therefore, HRM is the function of the organization, which focuses on matters associated with individuals like reimbursement, recruitment, performance management, growth and development of the agency, welfare, health, remunerations, workers inspiration, communication, supervision and employees’ training. On the other hand, personnel management focuses mostly on recruitment or employing and improving workers in order for the employees to be more important or significant to the institution or organization.

Therefore, personnel management involves carrying out job evaluation, organizing personnel requirements and hiring, choosing the appropriate individuals for a certain position, conducting orientation and training, measuring and controlling remunerations, offering incentives and benefits, assessing employees’ performance, solving problems and communicating with the organization’s workers. Therefore, human resource management differs from personnel management in that personnel management basically focuses mainly on the non-managers while HRM focuses on management improvement as a similarly significant matter.

Difference between human resource management and personnel management

Secondly, personnel management conventionally perceived organizational custom and management as matters pertaining with organizational advancement while HRM points out the roles for controlling organization custom and management matters. In addition, HRM is interested with putting up persistent HR policies that mirror and communicate the objectives and goals of the organization.

Moreover, the other difference between the two terms is that personnel management mostly focuses into the functions concerned with administrative issues such as following the rules of employment, payroll and handling associated responsibilities. On the contrary, HRM focuses in controlling the workforce as one of the organization’s assets which plays a major role in the success of a company (Scribd, 2008, p.1).

Thirdly, personnel management consist administrative responsibilities which are both convectional and regular. On the other hand, HRM includes plans that are in progress to control and improve the workforce of a company. Therefore, it is proactive since it consist the persistent improvement of the policies and purposes in order to advance the workforce of an organization.

Personnel management is mostly believed to be an autonomous function of a company while the HRM attempts to be an essential section of the entire function of an organization. Moreover, personnel management is basically is the primarily role of the company’s personnel unit, whereas in the human resources, the entire leaders or managers of a company are mostly involved and the main objective might be to include the leaders of several units advance their knowledge and skills in order to conduct their responsibilities appropriately and handle personnel-associated risks properly (Scribd, 2008, p.1).

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Personnel management is basically interested in motivating the workers with the following; reinforcements, reimbursement, dividends and the simplification of wok roles. According to the personnel management perspective, workers satisfaction offers the motivation that is required to improve the company’s productivity and employees’ performance. On the other hand, HRM views that advanced job performance results to workers satisfaction. Therefore, with HRM efficient plans or strategies for fulfilling the organization’s challenges, job creativity and work teams are the main motivators.

Method used by Servo Engineering

The Servo Engineering uses the personnel management method. This is because Servo Engineering utilizes the several main functions of personnel management that include: policy of the personnel, employees’ welfare, employees’ training, performance management, recruitment, improvement of the human resource strategy and leadership. Utilization of these functions can be identified since the organization experience hard times while selecting and hiring individuals to work in the organization. Secondly, when employees are trained, they are promoted like the case of the personnel manager, George Wyke, who was earlier on a union shop steward. Thirdly, the organization looks into the welfare or policies of the employees since it ensures the employees work in shift and as a result the productivity of the company is improved.

The company operates in three shifts which include 6am to 2 pm, 2 pm to 10 pm and 10 pm to 6 am. In addition, to verify that the company uses the personnel management, they have selected different individuals to fit in different levels like the supervisory grades and manual grades among others. All the above-mentioned functions carried out by the company are involved in the functions of the personnel management (The motor components company, 1992, p.103).

Features of George Wyke

George Wyke, the personnel manager of the Servo Engineering has given powers or responsibilities to the leaders of self management team (SMT) system who are employees working within the same company though under him. For instance, when these SMT leaders feels that an individual need to be disciplined, they do not go back to the personnel manager but rather they go ahead and take the direction that they think is right. This implies that they are aware of what they are supposed to do in such a case.

These SMT leaders only consult the personnel manager when they are seeking whether what they are doing is right or wrong. On the hand, a stereotype personnel manager would take all the responsibilities upon him or herself such that in the above case, the mandatory to discipline the employees would be his responsibility. However, George Wyke has not adopted this habit which is utilized by most of the personnel managers. Although George had allowed the SMT leaders to discipline any employee who they thought needed any discipline, there was the need for him to understand what was going without interrupting with them (The motor components company, 1992, p.104).

Though, George Wyke had left the responsibility of disciplining the employees to the “junior leaders”, there are no trainings which had been conducted to train such leaders on issues concerning management and motivation of the employees. In addition, low level of commitment has been reported within the company since the employees are not motivated properly because they have expressed reasonable dissatisfactory over the bonus scheme.

In addition, the employees have expressed their concern on the time allowed for them to finish their work is not appropriate to earn a good bonus. The Servo engineering personnel manager does not look into the welfare of the employees properly and that has also contributed to low commitment. For example the method in which the STMs had been organised led to operatives performing narrow, repetitive responsibilities and the workers were closely supervised.

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Therefore, since the personnel manager is to retire soon, there is no one within the SMT system who can take up his position and manage the organization as it is suppose to. As a result the plant manager has become so much concerned about the relationship among the employee, the company and the personnel manager, George Wyke and some of the STMs leaders. Thus, the plant manger has decided to look for a external person to replace the personnel manager and the title of the new candidate will be human resource manager rather than personnel manager.

Contribution of human resource personnel

Recently, the method used to approach the management of the organization’s most valued asset, greatly affect the entire performance and productivity of the company. Therefore, for quick growth and development of a company, the best approach to use is the human resource management. Therefore, if HRM had been utilized in Servo Engineering, appropriate and adequate recruitment and staffing could have been done in order to sustain productive workers within the company.

This is because HRM is crucial is both the development of the organization’s workers and the company itself. In addition, human resource personnel would have ensured that the present manpower is looked at though not basically to fulfil the demands but to make sure that the manpower can maintain its excellence and paradigm. The HR personnel could have ensured that though the company is growing, it still sustain their status and reliability. Moreover, the managers or leaders of the company then get their attention transferred to the commodities and the growth of the company and have the HR unit conduct the organization’s advancement.

Another contribution the HR personnel could have brought to the company is to ensure that all organization’s employers and employees focuses mostly on the long term objectives, vision and mission of the organization, the advancement of performance standards is significant to recognize probable predicaments, non-performing workers and compliance to responsibilities and standards (Tyson, 1995, pp.1-3).

Similarly, the HR personnel could ensure that any little predicament concerning the employees and their performance is solved quickly in order to eliminate potential inconveniencies and probable predicaments to the organization’s clients and therefore becoming a burden to the organization. In addition, the personnel is in a position to recognize the procedures and the appropriate employees for every activity within the company and as a result, the settings and approach relating to the front line of the organization can be advanced in order to minimize the manpower hours, advance quality, modernize procedures and assess the standards of the organization (Pomoni, 2009, par. 2).

In order for the company to be in a position to accomplish its strategic objectives by employing, maintaining and improving their workers, the human resource personnel could contribute in helping the organization to link with its workers hence creating a productive relationship. The personnel could help the organization to understand the requirements of its workers and later comprehend and assess these requirements in order to help the workers to seen the employment as a section of their own life rather than a routine duty. Therefore, human resource personnel is a great asset in a company since he or she helps the company to form loyal workers who are prepared to contribute fully to the fulfilment of the company’s goals (Pomoni, 2009, par.4).

The goals of the human resource management are; to maintain low worker turnover rate by motivating individuals to perform for an organization. Secondly, to attract new workers and plays a great part in workers development. Therefore, the human resource personnel would help the Serve engineering company to achieve the above mentioned goals through training and motivating the workers by communicating to the principled policies and collectively accountable conduct to the employees. In addition, the personnel could help the company to perform well despite the stiff competition within the market by ensuring that he or she exploits on the maximum prospective of every worker (Pomoni, 2009, par.5).

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In conclusion, the growth and development, and achievement of an organization is depended on the method of management the organization employees or use.

Reference List

Pomoni, C., (2009). The Importance of Human Resources Management – HRM – In Modern Organizations. Ezine Articles. Web.

Scribd, (2008). Personnel Management & Human Resource Management. Web.

The motor components company, (1992). Japanization in large-batch production. Japanization at Work, Macmillian, London.

Tyson, S., (1995). Human Resource Strategy, Pitman Publishing, London.

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