conclusion for hrm assignment

Write a Conclusion for Human Resource Management Assignment

• Emily Scott

The human resource management assignment topics selected by the universities test the skills of the student on how they can make judgments on a particular condition. Human resource is one of the most important parts of today’s corporate environment. It is important to get one of the best men in the section to have a better kind of service from them. The duty and liability of people need to be understood and it must be known that the service-providing organization’s reputation is in their hands. Only the best and most trustworthy people should be assigned to the task and the assigned person should remember that there is a huge responsibility lying to him. In order to keep the momentum of the workflow, the human resource management may need to take some decisions that are not only harsh but bring some enemies too. It should be noticed that the duty of the HR department is to serve the company and it should focus primarily on the benefits of the organization rather than the individuals.

Conclusion in Human Resource Management Assignments

In any assignment, it is a common thing to provide detailed data on what are the aspects that are going to be discussed. Apart from this, the methodology should be precise where the asked questions are answered. In the conclusion section of an HR management assignment, the main result is given. Hence it is necessary to be more specific than anything else. In the  conclusion of HR management assignment , the final remedy or justification is usually given. The asked questions have some points and after implementing logic and theories to them the research outcome is detailed in the conclusion section.

The conclusion should be very precise and in that section, the steps that can be taken by human resource development should be answered. Writing a conclusion is a difficult task for many people because the logical deduction is needed in the segment. The human resource management assignment topics selected by the universities test the skills of the student on how they can make judgments on a particular condition. The judgment is stated in the conclusion section and it should be responded to in a precise manner where the decision-making capability of a student like you is reflected in a vivid manner.

Writing the Conclusion

Writing the end part is not that easy because you have to remember all the aspects that have been tried to cover in the previous segment. The conclusion is nothing but a justification of what has happened where the opinion of the writer matters. It is a section where a good amount of analytical data should be given. So, most of the time it is seen that the writing of the professional writers and the students has a huge gap and that gap is the result of experience. The service providers are doing the task for a long time and in conclusion, human resource management assignment has become a piece of cake for them. The writers of Essaycorp are aware of the twists and turn and that is why they can easily take an upper hand from the students. They are aware of certain facts that are needed to be answered in the segment and their precise approach to data manipulation makes them the best to rely on in the section.

Help from Essaycorp

The organization Essaycorp is one of the prominent  academic assistance providers . It is providing good support to the students from the time of initiation of its business. Some of the assistance is given below for a better understanding of the services.

• Quality service in every kind of academic writing. Human resource management assignment Help is one of the most prolific ones.
• No plagiarism guarantee because all the papers come with a proper plagiarism check.
• Full-time assistance from the writers who have written the assignments
• The service is cost-efficient and you will find an unmatchable rate where the quality of writing stays uncompromised.
• In the case of writing conclusions of any assignment, a precise and right-on-the-money type of approach will be prominent. Giving assistance in understanding the project is always paramount to all the criteria.

From the given discussion it is clear that academic assistance is necessary for anyone in the world of human resource management studying. Developing an idea of growth is something that should be done in a precise way and the service providers are aware of it. No matter how many assignments they write there is no chance of any similarity. This makes them apart from all the service providers.

EssayCorp  is one of the reputed organizations that are working in the segment for a long time and according to the service, it can be said that they are going to rule the section in the upcoming years. The HRM Assignment help provided by the institutions is unmatchable and the quality is maintained from the introduction of the assignment to the conclusion which is the main decision-making part of any assignment.

Book Your Assignment

For your response..

We will revert back soon!! Your information is 100% safe with us.

Recent Posts

Capstone Projects for Nursing Programs

​how to understand a nursing case study concept, ways to edit a dissertation, models in marketing communication, how to write a thesis or dissertation conclusion.

• Academic (29)
• Accounting (25)
• Assignments (82)
• Biochemistry (1)
• Business (8)
• Business Law (2)
• Case Study (4)
• Celebration (22)
• Communication (1)
• Computer Network (2)
• Computer Science (18)
• Coursework Help (1)
• Cybersecurity (1)
• Dissertation (13)
• Economics (18)
• Engineering (21)
• English (5)
• Essay Writing (50)
• Events (34)
• Finance (12)
• Holmes Institute (1)
• Homework (6)
• International Students (2)
• Leadership (1)
• Lifestyle (8)
• Management (39)
• Marketing (14)
• Mass Communication (2)
• Mathematics (9)
• Medical (6)
• Miscellaneous (21)
• News and Information (23)
• Nursing (13)
• Perdisco (2)
• Programming (18)
• Proofreading Services (1)
• Science (19)
• Social Science (4)
• Statistics (3)
• Study Abroad (5)
• Taxation (2)

Challenges of HRM: Conclusion & Solutions

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

Need to write a conclusion of human resource management assignment? Get inspired with this paper! It analyses the challenges of hrm and proposes a range of solutions to them.

Introduction

Challenges facing hr departments, works cited.

The degree of success of an organization depends on the success of strategies adopted by its top management organs. Although this is the case, it is important to note that performance levels and an organization’s business viability depend on the type of workforce such an organization has.

Therefore, this makes the human resource (HR) department one of the most crucial departments in an organization. Due to many changing trends in terms of workforce characteristics, technological innovations, and globalization, most human resource departments currently face many challenges as concerns formulation of their solutions. This, therefore, makes it necessary for HRM departments to integrate correct policies in their management systems to ensure they alleviate such challenges.

HR departments play the overall role of ensuring they enhance organizations’ productivity by ensuring such organizations have the required workforce with the required expertise and motivation. Although this is the case, challenges faced by these departments hinder goal achievement and innovative practices. Examples of these challenges include negative impacts resulting from economic and technological changes, organizational restructuring, scarcity of qualified and well-motivated employees, and globalization.

Correctly predicting the future of an organization is one of the most daunting tasks that face most human resource departments. This is because, globally, many economies are undergoing tough times, something that has greatly affected the operations of the HRM department.

This is because transformations in economies cause alterations to the working and employment patterns of organizations. For example, in most working scenarios, the nature of working patterns has undergone many transformations, which has made most individuals prefer working in service industries rather than in manufacturing and agricultural industries. Technology, although an important tool for organizational development, has brought forth many challenges to HRM managers.

This is because technological innovations require continuous adoption of new systems and time-to-time upgrading of employees’ skills. For example, the introduction of computers in the banking industry caused many individuals to lose their jobs due to a lack of conformity to technology (World Federation of Personnel Management pp. 8-11).

The second main challenge facing HRM is recruiting and maintaining quality employees with desired levels of motivation. This is because globally, there are many changes in terms of industrial workforce demands due to the need to beat competition and increased technological innovations. Success in foreign business environments necessitates an organization to have a cohort of the most qualified employees with advanced levels of skills that global markets demand.

However, due to the many economic challenges that most organizations face, it becomes very hard for the HRM departments to achieve this. On the other hand, the increasing numbers of workers with no specialization or with a common challenge to HRM, primarily because this forces an organization to incur extra expenses in the upgrading skills or employee training; hence, sometimes acting as a setback to proper management of organizations.

For organizations to have a competitive advantage over other business competitors in the same industry, there is a need for organizational restructuring, which in most cases results in the abolition of some managerial seats or some branches of an organization.

In addition, organizational restructuring can necessitate the merging of organizations something, which may cause loss of jobs or out-spacing of employees. This may result in many organizational conflicts or increases in expenditure, causing organizational and operational problems (Burke and Eddy pp. 84-90).

Conclusion of HRM Challenges Essay

In conclusion, due to the many challenges that are facing human resource departments, there is a need for organizations to adopt correct and workable policies that will not only ensure they alleviate these challenges but also develop mechanisms of dealing with such challenges in case they occur in the future.

Burke, Ronald and Eddy, NG. The challenging nature of work and organizations: Implications for human resource management. Human Resource Management Review , 16(2) (2006): 86-94. Print.

World Federation of Personnel Management. Survey of global HR challenges: Yesterday, today and tomorrow. 2010. Web.

• HR Strategies in Hospitality During COVID-19
• Incentives in Southwest vs. American Airlines
• Human Resource Departments in Healthcare
• An Overbooking Problem in Calgary
• Al-JAZEERA “Arabic Television Network”
• HR Department and Employee Relations
• Policies and Procedures: Managing Harbor Staff
• Approaches To Capacity Planning And Control
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2018, May 9). Challenges of HRM: Conclusion & Solutions. https://ivypanda.com/essays/challenges-facing-human-resource-management/

"Challenges of HRM: Conclusion & Solutions." IvyPanda , 9 May 2018, ivypanda.com/essays/challenges-facing-human-resource-management/.

IvyPanda . (2018) 'Challenges of HRM: Conclusion & Solutions'. 9 May.

IvyPanda . 2018. "Challenges of HRM: Conclusion & Solutions." May 9, 2018. https://ivypanda.com/essays/challenges-facing-human-resource-management/.

1. IvyPanda . "Challenges of HRM: Conclusion & Solutions." May 9, 2018. https://ivypanda.com/essays/challenges-facing-human-resource-management/.

Bibliography

IvyPanda . "Challenges of HRM: Conclusion & Solutions." May 9, 2018. https://ivypanda.com/essays/challenges-facing-human-resource-management/.

• Search Menu

Sign in through your institution

• Browse content in Arts and Humanities
• Browse content in Archaeology
• Anglo-Saxon and Medieval Archaeology
• Archaeological Methodology and Techniques
• Archaeology by Region
• Archaeology of Religion
• Archaeology of Trade and Exchange
• Biblical Archaeology
• Contemporary and Public Archaeology
• Environmental Archaeology
• Historical Archaeology
• History and Theory of Archaeology
• Industrial Archaeology
• Landscape Archaeology
• Mortuary Archaeology
• Prehistoric Archaeology
• Underwater Archaeology
• Zooarchaeology
• Browse content in Architecture
• Architectural Structure and Design
• History of Architecture
• Residential and Domestic Buildings
• Theory of Architecture
• Browse content in Art
• Art Subjects and Themes
• History of Art
• Industrial and Commercial Art
• Theory of Art
• Biographical Studies
• Byzantine Studies
• Browse content in Classical Studies
• Classical History
• Classical Philosophy
• Classical Mythology
• Classical Literature
• Classical Reception
• Classical Art and Architecture
• Classical Oratory and Rhetoric
• Greek and Roman Papyrology
• Greek and Roman Epigraphy
• Greek and Roman Law
• Greek and Roman Archaeology
• Late Antiquity
• Religion in the Ancient World
• Digital Humanities
• Browse content in History
• Colonialism and Imperialism
• Diplomatic History
• Environmental History
• Genealogy, Heraldry, Names, and Honours
• Genocide and Ethnic Cleansing
• Historical Geography
• History by Period
• History of Emotions
• History of Agriculture
• History of Education
• History of Gender and Sexuality
• Industrial History
• Intellectual History
• International History
• Labour History
• Legal and Constitutional History
• Local and Family History
• Maritime History
• Military History
• National Liberation and Post-Colonialism
• Oral History
• Political History
• Public History
• Regional and National History
• Revolutions and Rebellions
• Slavery and Abolition of Slavery
• Social and Cultural History
• Theory, Methods, and Historiography
• Urban History
• World History
• Browse content in Language Teaching and Learning
• Language Learning (Specific Skills)
• Language Teaching Theory and Methods
• Browse content in Linguistics
• Applied Linguistics
• Cognitive Linguistics
• Computational Linguistics
• Forensic Linguistics
• Grammar, Syntax and Morphology
• Historical and Diachronic Linguistics
• History of English
• Language Evolution
• Language Reference
• Language Acquisition
• Language Variation
• Language Families
• Lexicography
• Linguistic Anthropology
• Linguistic Theories
• Linguistic Typology
• Phonetics and Phonology
• Psycholinguistics
• Sociolinguistics
• Translation and Interpretation
• Writing Systems
• Browse content in Literature
• Bibliography
• Children's Literature Studies
• Literary Studies (Romanticism)
• Literary Studies (American)
• Literary Studies (Asian)
• Literary Studies (European)
• Literary Studies (Eco-criticism)
• Literary Studies (Modernism)
• Literary Studies - World
• Literary Studies (1500 to 1800)
• Literary Studies (19th Century)
• Literary Studies (20th Century onwards)
• Literary Studies (African American Literature)
• Literary Studies (British and Irish)
• Literary Studies (Early and Medieval)
• Literary Studies (Fiction, Novelists, and Prose Writers)
• Literary Studies (Gender Studies)
• Literary Studies (Graphic Novels)
• Literary Studies (History of the Book)
• Literary Studies (Plays and Playwrights)
• Literary Studies (Poetry and Poets)
• Literary Studies (Postcolonial Literature)
• Literary Studies (Queer Studies)
• Literary Studies (Science Fiction)
• Literary Studies (Travel Literature)
• Literary Studies (War Literature)
• Literary Studies (Women's Writing)
• Literary Theory and Cultural Studies
• Mythology and Folklore
• Shakespeare Studies and Criticism
• Browse content in Media Studies
• Browse content in Music
• Applied Music
• Dance and Music
• Ethics in Music
• Ethnomusicology
• Gender and Sexuality in Music
• Medicine and Music
• Music Cultures
• Music and Media
• Music and Religion
• Music and Culture
• Music Education and Pedagogy
• Music Theory and Analysis
• Musical Scores, Lyrics, and Libretti
• Musical Structures, Styles, and Techniques
• Musicology and Music History
• Performance Practice and Studies
• Race and Ethnicity in Music
• Sound Studies
• Browse content in Performing Arts
• Browse content in Philosophy
• Aesthetics and Philosophy of Art
• Epistemology
• Feminist Philosophy
• History of Western Philosophy
• Metaphysics
• Moral Philosophy
• Non-Western Philosophy
• Philosophy of Language
• Philosophy of Mind
• Philosophy of Perception
• Philosophy of Science
• Philosophy of Action
• Philosophy of Law
• Philosophy of Religion
• Philosophy of Mathematics and Logic
• Practical Ethics
• Social and Political Philosophy
• Browse content in Religion
• Biblical Studies
• Christianity
• East Asian Religions
• History of Religion
• Judaism and Jewish Studies
• Qumran Studies
• Religion and Education
• Religion and Health
• Religion and Politics
• Religion and Science
• Religion and Law
• Religion and Art, Literature, and Music
• Religious Studies
• Browse content in Society and Culture
• Cookery, Food, and Drink
• Cultural Studies
• Customs and Traditions
• Ethical Issues and Debates
• Hobbies, Games, Arts and Crafts
• Natural world, Country Life, and Pets
• Popular Beliefs and Controversial Knowledge
• Sports and Outdoor Recreation
• Technology and Society
• Travel and Holiday
• Visual Culture
• Browse content in Law
• Arbitration
• Browse content in Company and Commercial Law
• Commercial Law
• Company Law
• Browse content in Comparative Law
• Systems of Law
• Competition Law
• Browse content in Constitutional and Administrative Law
• Government Powers
• Judicial Review
• Local Government Law
• Military and Defence Law
• Parliamentary and Legislative Practice
• Construction Law
• Contract Law
• Browse content in Criminal Law
• Criminal Procedure
• Criminal Evidence Law
• Sentencing and Punishment
• Employment and Labour Law
• Environment and Energy Law
• Browse content in Financial Law
• Banking Law
• Insolvency Law
• History of Law
• Human Rights and Immigration
• Intellectual Property Law
• Browse content in International Law
• Private International Law and Conflict of Laws
• Public International Law
• IT and Communications Law
• Jurisprudence and Philosophy of Law
• Law and Politics
• Law and Society
• Browse content in Legal System and Practice
• Courts and Procedure
• Legal Skills and Practice
• Primary Sources of Law
• Regulation of Legal Profession
• Medical and Healthcare Law
• Browse content in Policing
• Criminal Investigation and Detection
• Police and Security Services
• Police Procedure and Law
• Police Regional Planning
• Browse content in Property Law
• Personal Property Law
• Study and Revision
• Terrorism and National Security Law
• Browse content in Trusts Law
• Wills and Probate or Succession
• Browse content in Medicine and Health
• Browse content in Allied Health Professions
• Arts Therapies
• Clinical Science
• Dietetics and Nutrition
• Occupational Therapy
• Operating Department Practice
• Physiotherapy
• Radiography
• Speech and Language Therapy
• Browse content in Anaesthetics
• General Anaesthesia
• Neuroanaesthesia
• Clinical Neuroscience
• Browse content in Clinical Medicine
• Acute Medicine
• Cardiovascular Medicine
• Clinical Genetics
• Clinical Pharmacology and Therapeutics
• Dermatology
• Endocrinology and Diabetes
• Gastroenterology
• Genito-urinary Medicine
• Geriatric Medicine
• Infectious Diseases
• Medical Toxicology
• Medical Oncology
• Pain Medicine
• Palliative Medicine
• Rehabilitation Medicine
• Respiratory Medicine and Pulmonology
• Rheumatology
• Sleep Medicine
• Sports and Exercise Medicine
• Community Medical Services
• Critical Care
• Emergency Medicine
• Forensic Medicine
• Haematology
• History of Medicine
• Browse content in Medical Skills
• Clinical Skills
• Communication Skills
• Nursing Skills
• Surgical Skills
• Browse content in Medical Dentistry
• Oral and Maxillofacial Surgery
• Paediatric Dentistry
• Restorative Dentistry and Orthodontics
• Surgical Dentistry
• Medical Ethics
• Medical Statistics and Methodology
• Browse content in Neurology
• Clinical Neurophysiology
• Neuropathology
• Nursing Studies
• Browse content in Obstetrics and Gynaecology
• Gynaecology
• Occupational Medicine
• Ophthalmology
• Otolaryngology (ENT)
• Browse content in Paediatrics
• Neonatology
• Browse content in Pathology
• Chemical Pathology
• Clinical Cytogenetics and Molecular Genetics
• Histopathology
• Medical Microbiology and Virology
• Patient Education and Information
• Browse content in Pharmacology
• Psychopharmacology
• Browse content in Popular Health
• Caring for Others
• Complementary and Alternative Medicine
• Self-help and Personal Development
• Browse content in Preclinical Medicine
• Cell Biology
• Molecular Biology and Genetics
• Reproduction, Growth and Development
• Primary Care
• Professional Development in Medicine
• Browse content in Psychiatry
• Addiction Medicine
• Child and Adolescent Psychiatry
• Forensic Psychiatry
• Learning Disabilities
• Old Age Psychiatry
• Psychotherapy
• Browse content in Public Health and Epidemiology
• Epidemiology
• Public Health
• Browse content in Radiology
• Clinical Radiology
• Interventional Radiology
• Nuclear Medicine
• Radiation Oncology
• Reproductive Medicine
• Browse content in Surgery
• Cardiothoracic Surgery
• Gastro-intestinal and Colorectal Surgery
• General Surgery
• Neurosurgery
• Paediatric Surgery
• Peri-operative Care
• Plastic and Reconstructive Surgery
• Surgical Oncology
• Transplant Surgery
• Trauma and Orthopaedic Surgery
• Vascular Surgery
• Browse content in Science and Mathematics
• Browse content in Biological Sciences
• Aquatic Biology
• Biochemistry
• Bioinformatics and Computational Biology
• Developmental Biology
• Ecology and Conservation
• Evolutionary Biology
• Genetics and Genomics
• Microbiology
• Molecular and Cell Biology
• Natural History
• Plant Sciences and Forestry
• Research Methods in Life Sciences
• Structural Biology
• Systems Biology
• Zoology and Animal Sciences
• Browse content in Chemistry
• Analytical Chemistry
• Computational Chemistry
• Crystallography
• Environmental Chemistry
• Industrial Chemistry
• Inorganic Chemistry
• Materials Chemistry
• Medicinal Chemistry
• Mineralogy and Gems
• Organic Chemistry
• Physical Chemistry
• Polymer Chemistry
• Study and Communication Skills in Chemistry
• Theoretical Chemistry
• Browse content in Computer Science
• Artificial Intelligence
• Computer Architecture and Logic Design
• Game Studies
• Human-Computer Interaction
• Mathematical Theory of Computation
• Programming Languages
• Software Engineering
• Systems Analysis and Design
• Virtual Reality
• Browse content in Computing
• Business Applications
• Computer Security
• Computer Games
• Computer Networking and Communications
• Digital Lifestyle
• Graphical and Digital Media Applications
• Operating Systems
• Browse content in Earth Sciences and Geography
• Atmospheric Sciences
• Environmental Geography
• Geology and the Lithosphere
• Maps and Map-making
• Meteorology and Climatology
• Oceanography and Hydrology
• Palaeontology
• Physical Geography and Topography
• Regional Geography
• Soil Science
• Urban Geography
• Browse content in Engineering and Technology
• Agriculture and Farming
• Biological Engineering
• Civil Engineering, Surveying, and Building
• Electronics and Communications Engineering
• Energy Technology
• Engineering (General)
• Environmental Science, Engineering, and Technology
• History of Engineering and Technology
• Mechanical Engineering and Materials
• Technology of Industrial Chemistry
• Transport Technology and Trades
• Browse content in Environmental Science
• Applied Ecology (Environmental Science)
• Conservation of the Environment (Environmental Science)
• Environmental Sustainability
• Environmentalist Thought and Ideology (Environmental Science)
• Management of Land and Natural Resources (Environmental Science)
• Natural Disasters (Environmental Science)
• Nuclear Issues (Environmental Science)
• Pollution and Threats to the Environment (Environmental Science)
• Social Impact of Environmental Issues (Environmental Science)
• History of Science and Technology
• Browse content in Materials Science
• Ceramics and Glasses
• Composite Materials
• Metals, Alloying, and Corrosion
• Nanotechnology
• Browse content in Mathematics
• Applied Mathematics
• Biomathematics and Statistics
• History of Mathematics
• Mathematical Education
• Mathematical Finance
• Mathematical Analysis
• Numerical and Computational Mathematics
• Probability and Statistics
• Pure Mathematics
• Browse content in Neuroscience
• Cognition and Behavioural Neuroscience
• Development of the Nervous System
• Disorders of the Nervous System
• History of Neuroscience
• Invertebrate Neurobiology
• Molecular and Cellular Systems
• Neuroendocrinology and Autonomic Nervous System
• Neuroscientific Techniques
• Sensory and Motor Systems
• Browse content in Physics
• Astronomy and Astrophysics
• Atomic, Molecular, and Optical Physics
• Biological and Medical Physics
• Classical Mechanics
• Computational Physics
• Condensed Matter Physics
• Electromagnetism, Optics, and Acoustics
• History of Physics
• Mathematical and Statistical Physics
• Measurement Science
• Nuclear Physics
• Particles and Fields
• Plasma Physics
• Quantum Physics
• Relativity and Gravitation
• Semiconductor and Mesoscopic Physics
• Browse content in Psychology
• Affective Sciences
• Clinical Psychology
• Cognitive Psychology
• Cognitive Neuroscience
• Criminal and Forensic Psychology
• Developmental Psychology
• Educational Psychology
• Evolutionary Psychology
• Health Psychology
• History and Systems in Psychology
• Music Psychology
• Neuropsychology
• Organizational Psychology
• Psychological Assessment and Testing
• Psychology of Human-Technology Interaction
• Psychology Professional Development and Training
• Research Methods in Psychology
• Social Psychology
• Browse content in Social Sciences
• Browse content in Anthropology
• Anthropology of Religion
• Human Evolution
• Medical Anthropology
• Physical Anthropology
• Regional Anthropology
• Social and Cultural Anthropology
• Theory and Practice of Anthropology
• Browse content in Business and Management
• Business Ethics
• Business Strategy
• Business History
• Business and Technology
• Business and Government
• Business and the Environment
• Comparative Management
• Corporate Governance
• Corporate Social Responsibility
• Entrepreneurship
• Health Management
• Human Resource Management
• Industrial and Employment Relations
• Industry Studies
• Information and Communication Technologies
• International Business
• Knowledge Management
• Management and Management Techniques
• Operations Management
• Organizational Theory and Behaviour
• Pensions and Pension Management
• Public and Nonprofit Management
• Strategic Management
• Supply Chain Management
• Browse content in Criminology and Criminal Justice
• Criminal Justice
• Criminology
• Forms of Crime
• International and Comparative Criminology
• Youth Violence and Juvenile Justice
• Development Studies
• Browse content in Economics
• Agricultural, Environmental, and Natural Resource Economics
• Asian Economics
• Behavioural Finance
• Behavioural Economics and Neuroeconomics
• Econometrics and Mathematical Economics
• Economic History
• Economic Systems
• Economic Methodology
• Economic Development and Growth
• Financial Markets
• Financial Institutions and Services
• General Economics and Teaching
• Health, Education, and Welfare
• History of Economic Thought
• International Economics
• Labour and Demographic Economics
• Law and Economics
• Macroeconomics and Monetary Economics
• Microeconomics
• Public Economics
• Urban, Rural, and Regional Economics
• Welfare Economics
• Browse content in Education
• Adult Education and Continuous Learning
• Care and Counselling of Students
• Early Childhood and Elementary Education
• Educational Equipment and Technology
• Educational Strategies and Policy
• Higher and Further Education
• Organization and Management of Education
• Philosophy and Theory of Education
• Schools Studies
• Secondary Education
• Teaching of a Specific Subject
• Teaching of Specific Groups and Special Educational Needs
• Teaching Skills and Techniques
• Browse content in Environment
• Applied Ecology (Social Science)
• Climate Change
• Conservation of the Environment (Social Science)
• Environmentalist Thought and Ideology (Social Science)
• Natural Disasters (Environment)
• Social Impact of Environmental Issues (Social Science)
• Browse content in Human Geography
• Cultural Geography
• Economic Geography
• Political Geography
• Browse content in Interdisciplinary Studies
• Communication Studies
• Museums, Libraries, and Information Sciences
• Browse content in Politics
• African Politics
• Asian Politics
• Chinese Politics
• Comparative Politics
• Conflict Politics
• Elections and Electoral Studies
• Environmental Politics
• Ethnic Politics
• European Union
• Foreign Policy
• Gender and Politics
• Human Rights and Politics
• Indian Politics
• International Relations
• International Organization (Politics)
• International Political Economy
• Irish Politics
• Latin American Politics
• Middle Eastern Politics
• Political Behaviour
• Political Economy
• Political Institutions
• Political Methodology
• Political Communication
• Political Philosophy
• Political Sociology
• Political Theory
• Politics and Law
• Politics of Development
• Public Policy
• Public Administration
• Quantitative Political Methodology
• Regional Political Studies
• Russian Politics
• Security Studies
• State and Local Government
• UK Politics
• US Politics
• Browse content in Regional and Area Studies
• African Studies
• Asian Studies
• East Asian Studies
• Japanese Studies
• Latin American Studies
• Middle Eastern Studies
• Native American Studies
• Scottish Studies
• Browse content in Research and Information
• Research Methods
• Browse content in Social Work
• Addictions and Substance Misuse
• Adoption and Fostering
• Care of the Elderly
• Child and Adolescent Social Work
• Couple and Family Social Work
• Direct Practice and Clinical Social Work
• Emergency Services
• Human Behaviour and the Social Environment
• International and Global Issues in Social Work
• Mental and Behavioural Health
• Social Justice and Human Rights
• Social Policy and Advocacy
• Social Work and Crime and Justice
• Social Work Macro Practice
• Social Work Practice Settings
• Social Work Research and Evidence-based Practice
• Welfare and Benefit Systems
• Browse content in Sociology
• Childhood Studies
• Community Development
• Comparative and Historical Sociology
• Economic Sociology
• Gender and Sexuality
• Gerontology and Ageing
• Health, Illness, and Medicine
• Marriage and the Family
• Migration Studies
• Occupations, Professions, and Work
• Organizations
• Population and Demography
• Race and Ethnicity
• Social Theory
• Social Movements and Social Change
• Social Research and Statistics
• Social Stratification, Inequality, and Mobility
• Sociology of Religion
• Sociology of Education
• Sport and Leisure
• Urban and Rural Studies
• Browse content in Warfare and Defence
• Defence Strategy, Planning, and Research
• Land Forces and Warfare
• Military Administration
• Military Life and Institutions
• Naval Forces and Warfare
• Other Warfare and Defence Issues
• Peace Studies and Conflict Resolution
• Weapons and Equipment

• < Previous chapter

7 (page 98) p. 98 Conclusion

• Published: March 2022
• Cite Icon Cite
• Permissions Icon Permissions

‘Conclusion’ describes how the Covid-19 pandemic raised a host of questions on certain issues of Human Resource Management (HRM). What is the workplace? How can employee well-being be managed? How is the workplace culture to be maintained? Covid-19 may accelerate the restructuring of the way work is performed, especially with the use of technologies. And while new technologies can be a beneficial part of re-humanizing work by allowing for the flexibility of home working, it can also be invasive and used for surveillance and control. HR can make work less dehumanizing (or more humanizing)—at least if done so more ethically or equitably by being pluralistic and inclusive.

Signed in as

Institutional accounts.

• GoogleCrawler [DO NOT DELETE]
• Google Scholar Indexing

Personal account

• Sign in with email/username & password
• Get email alerts
• Save searches
• Purchase content
• Activate your purchase/trial code
• Add your ORCID iD

Institutional access

Sign in with a library card.

• Sign in with username/password
• Recommend to your librarian
• Institutional account management
• Get help with access

Access to content on Oxford Academic is often provided through institutional subscriptions and purchases. If you are a member of an institution with an active account, you may be able to access content in one of the following ways:

IP based access

Typically, access is provided across an institutional network to a range of IP addresses. This authentication occurs automatically, and it is not possible to sign out of an IP authenticated account.

Choose this option to get remote access when outside your institution. Shibboleth/Open Athens technology is used to provide single sign-on between your institution’s website and Oxford Academic.

• Click Sign in through your institution.
• Select your institution from the list provided, which will take you to your institution's website to sign in.
• When on the institution site, please use the credentials provided by your institution. Do not use an Oxford Academic personal account.
• Following successful sign in, you will be returned to Oxford Academic.

If your institution is not listed or you cannot sign in to your institution’s website, please contact your librarian or administrator.

Enter your library card number to sign in. If you cannot sign in, please contact your librarian.

Society Members

Society member access to a journal is achieved in one of the following ways:

Sign in through society site

Many societies offer single sign-on between the society website and Oxford Academic. If you see ‘Sign in through society site’ in the sign in pane within a journal:

• Click Sign in through society site.
• When on the society site, please use the credentials provided by that society. Do not use an Oxford Academic personal account.

If you do not have a society account or have forgotten your username or password, please contact your society.

Sign in using a personal account

Some societies use Oxford Academic personal accounts to provide access to their members. See below.

A personal account can be used to get email alerts, save searches, purchase content, and activate subscriptions.

Some societies use Oxford Academic personal accounts to provide access to their members.

Viewing your signed in accounts

Click the account icon in the top right to:

• View your signed in personal account and access account management features.
• View the institutional accounts that are providing access.

Signed in but can't access content

Oxford Academic is home to a wide variety of products. The institutional subscription may not cover the content that you are trying to access. If you believe you should have access to that content, please contact your librarian.

For librarians and administrators, your personal account also provides access to institutional account management. Here you will find options to view and activate subscriptions, manage institutional settings and access options, access usage statistics, and more.

Our books are available by subscription or purchase to libraries and institutions.

• About Oxford Academic
• Publish journals with us
• University press partners
• What we publish
• New features  
• Open access
• Rights and permissions
• Accessibility
• Advertising
• Media enquiries
• Oxford University Press
• Oxford Languages
• University of Oxford

Oxford University Press is a department of the University of Oxford. It furthers the University's objective of excellence in research, scholarship, and education by publishing worldwide

• Copyright © 2024 Oxford University Press
• Cookie settings
• Cookie policy
• Privacy policy
• Legal notice

This Feature Is Available To Subscribers Only

Sign In or Create an Account

This PDF is available to Subscribers Only

For full access to this pdf, sign in to an existing account, or purchase an annual subscription.

11.1 An Introduction to Human Resource Management

• What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

• What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
• At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

• Human resources compliance
• Employee selection, hiring, and onboarding
• Performance management
• Compensation rewards and benefits
• Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

• How has the function of human resource management evolved over the years?
• In what way do you usually interact with human resources?

As an Amazon Associate we earn from qualifying purchases.

This book may not be used in the training of large language models or otherwise be ingested into large language models or generative AI offerings without OpenStax's permission.

Want to cite, share, or modify this book? This book uses the Creative Commons Attribution License and you must attribute OpenStax.

Access for free at https://openstax.org/books/principles-management/pages/1-introduction

• Authors: David S. Bright, Anastasia H. Cortes
• Publisher/website: OpenStax
• Book title: Principles of Management
• Publication date: Mar 20, 2019
• Location: Houston, Texas
• Book URL: https://openstax.org/books/principles-management/pages/1-introduction
• Section URL: https://openstax.org/books/principles-management/pages/11-1-an-introduction-to-human-resource-management

© Jan 9, 2024 OpenStax. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo are not subject to the Creative Commons license and may not be reproduced without the prior and express written consent of Rice University.

Faculty Resources

Assignments.

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

• Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
• Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution

• The Open University
• Guest user / Sign out
• Study with The Open University

My OpenLearn Profile

Personalise your OpenLearn profile, save your favourite content and get recognition for your learning

About this free course

Become an ou student, download this course, share this free course.

Start this free course now. Just create an account and sign in. Enrol and complete the course for a free statement of participation or digital badge if available.

In this free course we have emphasised the importance of context for the skilful practice of human resource management. Your study has enabled you to gain an initial understanding of the following:

• the scope of HRM
• the meaning and nature of strategic HRM
• how HR strategies are related to business strategies
• how HR strategies can be informed by a knowledge of labour markets and product markets locally, nationally and internationally
• the dynamic nature of global competition and of social and technological trends and their significance for HRM practice.

These were the learning objectives set out at the beginning of the course.

• Increase Font Size

1 Introduction to HRM: Meaning, definition, scope, objectives and functions of Human Resource Management

Garima Jain

1.      Learning Outcome:

After completing this module the students will be able to:

Understand the meaning and definition of

HRM. What is the scope of HRM.

Describe the Objectives of HRM.

Understand the functions of HRM.

2.      Introduction

Source:https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcSyhBbVnMmrAZiGAC6Ue_–ZW3d9pW3QyDJjIPR3WZWJYkhy1NdRQ

Why name human resource management?

Human : refer to the skilled workforce in the organisation .

Resource : refer to limited availability or scarce.

Management : refer to maximise or proper utilisation and make best use of limited and a scarce resource.

The success of any organization depends upon how it manages its resources. While several resources are the non – humanresource such as land, capital, and equipment, it is the human resource and its management which is at the heart of an organization’s success.

Human Resource (HR) refers to all the people who work in an organization called personnel . Human Resource Management refers to the organizational function which includes practices that help the organization to deal effectively with its people during the various phases of the employment cycle. HRM is management function concerned with hiring, motivating, and maintaining people in an organisation. It focuses on people in the organisation.

Source : http://thesis.tcdhalls.com/images/hrm-thesis.jpg

1.1 According to Lawrence Appley, “Working with, for and through people is the way in which a manager accomplishes his job. Maintaining good human resources is a Manager’s responsibility. Providing human satisfaction from work output and relationship is a Manager’s obligation.”

1.2 In the words of Mr. NR Narayana Murthy, Chairman Emeritus, Infosys, “You must treat your employees with respect and dignity because in the most automated factory in the world, you need the power of human mind. That is what brings in innovation. If you want high quality minds to work for you, then you must protect the respect and dignity.”

1.3 In the words of John F. Kennedy, “Our progress as a nation can be no swifter than our progress in education. The human mind is our fundamental resource.”

3.  Meaning and Definition

Essentially, the Human Resource Management (HRM) is a management function that deals with recruiting, selecting, training and developing human resource in an organization. It      isconcerned with the”people” dimension in management. It includes activities focusing on the effective use of human resources in an organization. It is concerned with thedevelopment of a highly motivated and smooth functioning workforce. It also includes planning, acquiring, developing, utilising and maintaining ‘human resources’ in theachievement of organizational goals.

3.1 According to Edwin B. Flippo , “Human resource management is the planning, organizing, directing, and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societial objectives are accomplished.”

3.2 The Indian Institute of Personnel Management defines HRM as, “Human resource management is a responsibility of all those who manage people as well as being a description of the work of those who are employed as specialists. It is that part of management which is concerned with people at work and with their relationships within an enterprise. It applies not only to industry and commerce but to all fields of employment.”

3.3 According to Tead and Metcaff , “Human resource management is the planning, supervision, direction and co-ordination of those activities of an organization which contribute to realising the definite purpose of that organization, with an animating spirit of co-operation and with a proper regard for the well-being of all the members of the organization.” 

3.4 Milkovich and Boudreau view HRM as, “A series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organizations and the employees to achieve their objective.”

It is thus clear that human resource management is a specialized knowledge and practice concerned with the management of human resources in an organization. It constitutes a significant activity of the management. It attracts and selects capable men, organises them in productive groups, develops their potential, gives them necessary motivation and maintains their high morale.

Source: https://vacancycentre.com/wp-content/uploads/2015/03/human-resource-management-malta-hr-consultancy.jpg

4.   Scope of HRM

The scope of HRM is indeed vast. All major activities in the working life of a worker -from the time of his or her entry until he or she leaves- come under the purview of HRM.

Source: http://cf.ppt-online.org/files/slide/l/l1zGK5pQWmvhq3IjBEUfu8d2OgNT4nr7ta6xkD/slide-19.jpg

4.1. According to Dale Yoder , the scope of human resource management consists of the following functions:

• 4.1.1.  Setting general and specific management policy for organisational relationships, and establishing and maintaining a suitable organisation for leadership and co-operation.
• 4.1.2.  Collective bargaining, contract negotiation, contract administration and grievance handling.
• 4.1.3.  Staffing the organisation, finding, getting and holding prescribed types and number of workers.
• 4.1.4.  Aiding in the self-development of employees at all levels providing opportunities for personal development and growth as well as for acquiring requisite skill and experience.
• 4.1.5.  Developing and maintaining motivation for workers by providing incentives.
• 4.1.6.  Reviewing and auditing manpower management in the organisation.
• 4.1.7.  Industrial relations research – carrying out studies designed to explain employee behavior

4.2. The Indian Institute of Personnel Management has described the scope of human resource management into the following aspects:

4.2.1. The Labour or Personnel Aspect: It is concerned with manpower planning, recruitment, selection, placement, induction, transfer, promotion, demotion, termination, training and development, layoff and retrenchment, wage and salary administration (remuneration), incentives, productivity, etc.

4.2.2. The Welfare Aspect: This aspect is concerned with working conditions and amenities such as canteens, creches, rest rooms, lunch rooms, housing, transport, education, medical help, health and safety, washing facilities, recreation and cultural facilities, etc.

4.2.3. The Industrial Relations Aspect: This is concerned with the company’s relations with the employees. It includes union-management relations, joint consultation, negotiating, collective bargaining, grievance handling, disciplinary actions, settlement of industrial disputes, etc.

All the above aspects are concerned with human element in industry as distinct from the mechanical element.

Source: https://bitsthoughtideas.files.wordpress.com/2012/01/hrm1map_small.gif

5.   Objectives of HRM

The primary objective of HRM is to ensure the availability of a competent and willing workforce to an organization. Apart from this, there are other objectives too.

Specifically, HRM objectives are four fold: societal, organisational, functional, and personal.

Figure 1 – Objectives of HRM

5.1. Societal Objectives

The societal objectives are socially and ethically responsible for the needs and challenges of society. While doing so, they have to minimize the negative impact of such demands upon the organisation. The failure of organisations to use their resources for society’s benefit in ethical ways may lead to restrictions. For example, the society may limit human resource decisions to laws that enforce reservation in hiring and laws that address discrimination, safety or other such areas of societal concern.

5.2. Organisational Objectives

The organisational objectives recognise the role of human resource management in bringing about organisational effectiveness. Human resource management is not an in    itself; it is only a means to assist the organisation with its primary objectives. Simply stated the human resource department exists to serve the rest of the organisation.

5.3. Functional Objectives

Functional objectives try to maintain the department’s contribution at a level appropriate to the organisation’s needs. Human resources are to be adjusted to suit the organisation ’s demands. The department’s level of service must be tailored to fit the organisation it serves.

5.4. Personal Objectives

Personal objectives assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organisation. Personal objectives of employees must be met if they are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline giving rise to employee turnover.

6.   Functions of HRM

Human Resources management has an important role to play in equipping organizations to meet the challenges of an expanding and increasingly competitive sector. Increase in staff numbers, contractual diversification and changes in demographic profile which compel the HR managers to reconfigure the role and significance of human resources management.

Human Resource or Personnel Department is established in most of the organisations, under the charge of an executive known as Human Resource/Personnel Manager. This department plays an important role in the efficient management of human resources.

Some of the major functions of human resource management are as follows:

Managerial Functions

Operative Function

Advisory Function

Figure 2 – Functions of HRM

6.1. Managerial Functions:

The Human Resource Manager is a part of the organisational management. So he must perform the basic managerial functions of planning, organising, directing and controlling in relation to his department. These functions are briefly discussed below:

6.1.1.   Planning: To get things done through the subordinates, a manager must plan ahead. Planning is necessary to determine the goals of the organisation and lay down policies and procedures to reach the goals. For a human resource manager, planning means the determination of personnel programs that will contribute to the goals of the enterprise, i.e., anticipating vacancies, planning job requirements, job descriptions and determination of the sources of recruitment.

The process of personnel planning involves three essential steps.

6.1.1.1. A supply and demand forecast for each job category is made. This step requires knowledge to both labour market conditions and the strategic posture and goals of the                          organization.

6.1.1.2. Net shortage and excess of personnel by job category are projected for a specific time horizon.

6.1.1.3. Plans are developed to eliminate the forecast shortages and excess of particular categories of human resources.

6.1.2.   Organizing: Once the human resource manager has established objectives and developed plans and programs to reach them, he must design and develop organisation structure to carry out the various operations. The organisation structure basically includes the following:

6.1.2.1. Grouping of personnel activity logically into functions or positions;

6.1.2.2. Assignment of different functions to different individuals;

6.1.2.3. Delegation of authority according to the tasks assigned and responsibilities involved;

6.1.2.4. Co-ordination of activities of different individuals.

6.1.3.   Directing: The plans are to be pure into effect by people. But how smoothly the plans are implemented depends on the motivation of people. The direction function of the personnel involved encouraging people to work willingly and effectively for the goals of the enterprise.

In other words, the direction function is meant to guide and motivate the people to accomplish the personnel programs. The personnel manager can motivate the employees in an organisation through career planning, salary administration, ensuring employee morale, developing cordial relationships and provision of safety requirements and welfare of employees.

The motivational function poses a great challenge for any manager. The personnel manager must have the ability to identify the needs of employees and the means and methods of satisfy those needs. Motivation is a continuous process as new needs and expectations emerge among employees when old ones are satisfied.

6.1.4.     Controlling: Controlling is concerned with the regulation of activities in accordance with the plans, which in turn have been formulated on the basis of the objectives of the organisation. Thus, controlling completes the cycle and leads back to planning. It involves the observation and comparison of results with the standards and correction of deviations that may occur.

Controlling helps the personnel manager to evaluate the control the performance of the personnel department in terms of various operative functions. It involves performance appraisal, critical examination of personnel records and statistics and personnel audit.

6.2. Operative Functions:

The operative functions are those tasks or duties which are specifically entrusted to the human resource or personnel department. These are concerned with employment, development, compensation, integration and maintenance of personnel of the organisation. The operative functions of human resource or personnel department are discussed below:

6.2.1.     Employment: The first operative function of the human resource of personnel department is the employment of proper kind and number of persons necessary to achieve the objectives of the organisation. This involves recruitment, selection, placement, etc. of the personnel.

Before these processes are performed, it is better to determine the manpower requirements both in terms of number and quality of the personnel. Recruitment and selection cover the sources of supply of labour and the devices designed to select the right type of people for various jobs. Induction and placement of personnel for their better performance also come under the employment or procurement function.

6.2.2.     Development: Training and development of personnel is a follow up of the employment function. It is a duty of management to train each employee property to develop technical skills for the job for which he has been employed and also to develop him for the higher jobs in the organisation. Proper development of personnel is necessary to increase their skills in doing their jobs and in satisfying their growth need. For this purpose, the personnel departments will device appropriate training programs. There are several on- the-job and off-the-job methods available for training purposes. A good training program should include a mixture of both types of methods. It is important to point out that personnel department arranges for training not only of new employees but also of old employees to update their knowledge in the use of latest techniques.

6.2.3.       Compensation : This function is concerned with the determination of adequate and equitable remuneration of the employees in the organisation of their contribution to the organisational goals. The personnel can be compensated both in terms of monetary as well as non-monetary rewards. Factors which must be borne in mind while fixing the remuneration of personnel are their basic needs, requirements of jobs, legal provisions regarding minimum wages, capacity of the organisation to pay, wage level afforded by competitors etc. For fixing the wage levels, the personnel department can make use of certain techniques like job evaluation and performance appraisal.

6.2.4.     Maintenance (Working Conditions and Welfare): Merely appointment and training of people is not sufficient; they must be provided with good working, conditions so that they may like their work and workplace and maintain their efficiency. Working conditions certainly influence the motivation and morale of the employees. These include measures taken for health, safety, and comfort of the workforce. The personnel department also provides for various welfare services which relate to the physical and social well-being of the employees. These may include provision of cafeteria, rest rooms, counseling, group insurance, education for children of employees, recreational facilities, etc.

6.2.5.     Motivation: Employees work in the organisation for the satisfaction of their needs. In many of the cases, it is found that they do not contribute towards the organisational goals as much as they can. This happens because employees are not adequately motivated. The human resource manager helps the various departmental managers to design a system of financial and non-financial rewards to motivate the employees.

6.2.6.     Personnel Records: The human resource or personnel department maintains the records of the employees working in the enterprise. It keeps full records of their training, achievements, transfer, promotion, etc. It also preserves many other records relating to the behaviour of personnel like absenteeism and labour turnover and the personnel programs and policies of the organisation.

6.2.7.     Industrial Relations: These days, the responsibility of maintaining good industrial relations is mainly discharged by the human resource manager. The human resource manager can help in collective bargaining, joint consultation and settlement of disputes, if the need arises. This is because of the fact that he is in possession of full information relating to personnel and has the working knowledge of various labour enactments. The human resource manager can do a great deal in maintaining industrial peace in the organisation as he is deeply associated with various committees on discipline, labour welfare, safety, grievance, etc. He helps in laying down the grievance procedure to redress the grievances of the employees. He also gives authentic information to the trade union leaders and conveys their views on various labour problems to the top management.

6.2.8.     Separation: Since the first function of human resource management is to procure the employees, it is logical that the last should be the separation and return of that person to society. Most people do not die on the job. The organisation is responsible for meeting certain requirements of due process in separation, as well as assuring that the returned person is in as good shape as possible. The personnel manager has to ensure the release of retirement benefits to the retiring personnel in time.

6.3. Advisory Functions:

Human resource manager has specialised education and training in managing human resources. He is an expert in his area and so can give advice on matters relating to human resources of the organisation. He offers his advice to:

6.3.1.     Advised to Top Management: Personnel manager advises the top management in formulation and evaluation of personnel programs, policies and procedures. He also gives advice for achieving and maintaining good human relations and high employee morale.

6.3.2.    Advised to Departmental Heads: Personnel manager offers advice to the heads of various departments on matters such as manpower planning, job analysis and design,  recruitment and selection, placement, training, performance appraisal, etc.

The functions are responsive to current staffing needs, but can be proactive in reshaping organizational objectives. All the functions of HRM are correlated with the core objectives of        HRM (Table 1).

For example- Personal objectives is sought to be realized through functions like remuneration, assessment etc.

                                                                   1-HRM Objectives and Functions

Source:http://www.nicheconsulting.co.nz/images/HRM_impacts_on_bottomline_results.jpg.

Human Resource Management is the management function that helps the managers to plan, recruit, select, train, develop, remunerate and maintain members for an organization.

Maintaining good human resources is the manager’s responsibility. Providing human satisfaction from work output and relationship is a manager’s obligation

The scope of HRM is very large. All major activities in the working life of a worker i.e. from the time of his or her entry until he or she leaves the organisation comes under the purview of HRM.

HRM has four objectives of societal, organizational, functional and personal development.

HR manager performs three functions within organizations like managerial, operative and advisory functions

Books and References

• Aswathappa, K. Human Resource Management. Tata McGraw-Hill. • Dessler, Varkkey. Human Resource Management. Pearson. • www.aast.edu/…/pdf_retreive.php?url…HRM12e_PPT…ppt.. • lib.vcomsats.edu.pk/library/MGT450/…/LECTURE%201%20new.ppt

To read this content please select one of the options below:

Please note you do not have access to teaching notes, conclusion: work, workplaces and human resource management in times of disruption.

The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM

ISBN : 978-1-80071-780-0 , eISBN : 978-1-80071-779-4

Publication date: 22 August 2022

Holland, P. , Bartram, T. , Garavan, T. and Grant, K. (2022), "Conclusion: Work, Workplaces and Human Resource Management in Times of Disruption", Holland, P. , Bartram, T. , Garavan, T. and Grant, K. (Ed.) The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM , Emerald Publishing Limited, Leeds, pp. 597-601. https://doi.org/10.1108/978-1-80071-779-420221061

Emerald Publishing Limited

Copyright © 2022 Peter Holland, Timothy Bartram, Thomas Garavan and Kirsteen Grant. Published under exclusive licence by Emerald Publishing Limited

We’re listening — tell us what you think

Something didn’t work….

Report bugs here

All feedback is valuable

Please share your general feedback

Join us on our journey

Platform update page.

Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

Questions & More Information

Answers to the most commonly asked questions here

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Human Resource Management Assignment

2017, Human Resource Management Assignment

Related Papers

Procter Frank Hamatuli

the paper explores the effectiveness of the Human Resources available to an organisation.

Jon Hairsine

Janice Baltor

Note: upload the soft copy of your assignment in Moodle for plagiarism checks first finalizing your submission Human resource management has never had so much significance in today's dynamic and competitive business environment than in the last decade. It has been acknowledged by

Slobodan Camilovic

Abstract: In the process of organizational adaptation to environmental demands, primarily through the anticipated outputs, human resources play a key role. The procuring of necessary human resources, their working commitment and development, are the basic assignments of the management of human resources. The appliance of a contemporary concept of management of human resources, based on theoretical and practical cognizance of successful organizations, contributes to a successful execution of these and other assignments. In order to develop such a concept it is necessary to provide, in addition to the relevant basics, a whole chain of professional and managerial activities.

Gihan Yatawatte

Review of Professional Management- A Journal of New Delhi Institute of Management

Teena Singh

Md. Ali Ahsan, PhD

James Sample-Marble

AMJAD ALI IKRAM

Dian Damayanti

RELATED PAPERS

Levicam Perca

The Journal of biological chemistry

Celia Santi

syed abdul rahman

Archives of Endocrinology and Metabolism

Graciela Stalldecker

Bernard Pucci

Water Air and Soil Pollution

Human Genetics

Mara Vitolins

Skin Pharmacology and Physiology

Christian Surber

Afinidad. Journal of Chemical Engineering Theoretical and Applied Chemistry

Roberto Romero-Silva

I. POZZONI (a cura di), Dieci anni V, Villasanta, Limina Mentis Editore, 2017, ISBN: 978-8899433796.

Ivan Pozzoni

Journal of Personalized Medicine

Sasa Filipovic

Brain Imaging and Behavior

Sarah Trost

Ces Odontologia

JOSE EMANUEL COLORADO MEJIA

Canadian Journal of Experimental Psychology / Revue canadienne de psychologie expérimentale

Tamra Bireta

Icaro Paulino

BioMed Research International

Thiranut Jaroonwitchawan

Abortion pills in Kuwait City

Dr M A Rathore

Journal of Nuclear Materials

Gabriel J Cuello

Archives of Trauma Research

Ensiyeh Jamshidi

Maria-Dolores Orihuela-Millares

Narodna umjetnost : hrvatski časopis za etnologiju i folkloristiku

Ivan Lozica

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Conclusions and Future Research Directions in Human Resource Management and Organizational Behavior

• First Online: 05 May 2023

Cite this chapter

• Riann Singh 3 &
• Shalini Ramdeo 4  

413 Accesses

This chapter summarizes the contemporary research perspectives and gaps covered in the book. Exploring contemporary research ideas and gaps within any field of research is imperative for its advancement, and the fields of Human Resource Management (HRM) and Organizational Behavior (OB) are no different. The research gaps overviewed in this book are synthesized into larger research themes to guide the development of current and future research agendas. The future of research in these fields is forecasted and future trends are also outlined. Finally, broader research and funding agendas for scholars are evaluated to unpack the complex research challenges within the fields of HRM and OB.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info
• Durable hardcover edition

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Author information

Authors and affiliations.

The Department of Management Studies, Faculty of Social Sciences, The University of the West Indies, Saint Augustine, Trinidad and Tobago

Riann Singh

Shalini Ramdeo

You can also search for this author in PubMed   Google Scholar

Corresponding authors

Correspondence to Riann Singh or Shalini Ramdeo .

Rights and permissions

Reprints and permissions

Copyright information

© 2023 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this chapter

Singh, R., Ramdeo, S. (2023). Conclusions and Future Research Directions in Human Resource Management and Organizational Behavior. In: Contemporary Perspectives in Human Resource Management and Organizational Behavior. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-30225-1_12

Download citation

DOI : https://doi.org/10.1007/978-3-031-30225-1_12

Published : 05 May 2023

Publisher Name : Palgrave Macmillan, Cham

Print ISBN : 978-3-031-30224-4

Online ISBN : 978-3-031-30225-1

eBook Packages : Business and Management Business and Management (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Verify Information

How to Write a Conclusion for HR Assignment Help?

Human Resource is one of the most important elements for the success of any organization. It reflects the efficiency of executives on the management of its employees. Dealing with humans and understanding their psychology requires many specialized skill sets and in-depth knowledge of concepts and theories related to people management at work. Therefore, the subject of Human Resource Management contains various complex concepts that ought to be learned by every manager. The same goes with the task of HR Assignment writing too, one needs to be well versed with every nitty-gritty related to this subject area. Assignments on HR check your ability to apply theories into practical scenarios and your decision-making abilities.

In order to prepare an excellent HR Assignment, you should exercise various key steps such as thorough research, a deep understanding of the gathered information, and drafting the information in the right order. Typically an assignment consists of an introduction, body, and conclusion. Introduction and body usually deal with the presentation of information from your viewpoint. But, when it comes to conclusion, there is a subtle difference in the approach involved. Conclusion checks your ability to make an open-ended suggestion, and show a way forward. You are ought to present the arguments in a summarized manner and with the aim of leaving food for thought for the audience. Due to this complexity of approach in writing the conclusion part many students face quite a difficulty in framing a suitable conclusion for their assignments.

To help you excel on this front Treat Assignment Help has come up with some solutions that would definitely help you prepare an excellent conclusion for your HR assignment.

Writing the Conclusion for HR Assignment:

To write an effective conclusion, one must understand the importance of HR in today’s world. The more clarity would be there in the mind of the writer regarding the efficacy of this subject in a practical scenario, the more elegant and intriguing presentation would be delivered. This helps in improving the work ethics and efficiency of employees and inspires them to pay more attention to the goal accomplishment of the organization. Hence, the conclusion framed for the HR assignment should also reflect solutions and arguments related to this aspect. The focus area should revolve around employees' performance and the cumulative benefit of both parties that is the workforce and the organization.

The conclusion part should be framed according to the subject and its requirements. For HR assignment, apart from the points stated above, one more drafting method should be emphasized. That is to include concepts and tactics to alleviate the challenges involved in the contextual situation. Every topic requires some way forward and solution-oriented approach to resolve undergoing challenges. Therefore the statements should be formulated in a way that must define your viewpoints backed up by authentic sources and mechanisms for dealing with such obstacles.

Last but not the least, never try to be verbose and include unnecessary arguments in your assignment. Be precise and include only those points that revolve around the questions asked. Try to provide the main result to arguments put forth in the body section, this shows it is important to be more accurate than anything else. The conclusion is a difficult task for many people due to its logical deduction requirement in the segment. You should be capable enough of making a judgment on a particular topic based on thoroughly studied logic in a vivid manner. The conclusion is merely a piece of thought dependent on the information provided in the main body, therefore you must focus on reflecting suggestions with an analytical approach. Remember, the conclusion is the last segment of an essay and creates a deep impact on the mind of the reader. Hence, try to be cautious and wise enough to present relevant information.

Write Conclusions on HR Assignment with assistance from Treat Assignment Help:

The in-depth knowledge required for preparing HR assignments and specifically its conclusion part is very lengthy to be acquired in a short span of time. Due to various activities involved in a student’s curriculum, it becomes difficult to find adequate time for performing best in this area. Hence, Treat Assignment Help provides assignment Help and writing services to the students with the guarantee of the best write-ups. The features that make us the most looked after assignment writer are:

No plagiarism: HR assignments prepared by our expert writers always contain an authentic and to-the-point argumentative write-up. There is no stealing of anybody’s ideas and information. The ideas expressed are a competent original interpretation of the writers.

Round-the-clock assistance: Our support team is always ready to resolve your queries with full dedication.

Prominent Approach: The approach opted by our experts to write your HR assignment is always backed up through research that makes the write-up to be of excellent quality. All the questions asked in the assignment are answers with the in-depth study and analysis of the topic.

FAQs on HR Assignment Help:

1. can i interact with the writer who is doing my hr assignment .

You can contact our support team who is 24*7 available to listen to your doubts and get them resolved as per the solutions provided by our expert writers. It is not possible to directly contact the writer due to time restrictions. You can state your desired specifications to us at the starting itself, and we assure you that there won't be any compromise with the quality at any cost.

2. How can the services of Treat Assignment Help boost my marks?

Definitely yes, our experts have been working in this field for many years. They very well know the quality standards that are required to write the assignment. They possess very high qualifications in their subject area. Their method of writing always provides sufficient information with thorough research. Without HR Assignment Help all these features cumulatively help to provide the best write-up that would eventually help you get top grades.

3. How many times can I ask for revisions?

There is no restriction on the revisions. You can reach us as many times, as you find any need to make any alterations in your HR assignment. Our assignment experts will act to their best to make adequate revisions.

Recent Blogs

Join our newsletter to get updates it’s free.

No Spam Guaranteed

An Overview of Bioinformatics and its Applications

Exploring mba specialisations and their career prospects, is it worth doing an mba after seeing the upcoming future trends, exploring the four branches of mathematics: a detailed study, scope and future trends of hospitality management, discussing the different consumer behavior dissertation topics, difference between micro and macroeconomics: a complete guide, have trouble with psychology assignments we have everything covered, easy research topics and ideas for economics assignment, the methodology of dissertation research: how to design and implement a research plan, request for more sample.

Human Resource Management Conclusion Essay Example

• Pages: 6 (1539 words)
• Published: April 12, 2017
• Type: Literature Analysis

The term human resource management (HRM) refers to the design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals (Robert, L. M. & John, H. J. , 2002). This system includes activities undertaken to attract, develop, and maintain an effective workforce. Managers have to play an active role in recruiting and selecting the right employees, developing effective training programs, or creating appropriate performance appraisal systems.

Today, more than ever, strategic decisions are related to human resource consideration. In many companies, especially those that rely more on employee information, creativity, knowledge, and service, success depends on the ability to manage human capital (George, B. , Scott, S. , & Arthur, S. , 2001). To build human capital, HRM develops strategies for findin

g the best talent, enhancing their skills and knowledge with training programs and opportunities for personal development.

To be conclusion, I don’t approve of spending on the recruitment and selection of employees beyond their current level of job duties rather than spending a great deal of money on training. We should only do that we find the right people to do the right thing, to fit the culture, job description and job specification rather than beyond current level. Moreover we should concern both recruitment and selection of employees and training them, making a moderate balance for recruitment and training employees. In this essay, I will draw on real-life work situation and relevant HRM literature to illuminate my viewpoints.

Three primary goals of HRM The three broad HRM activities outlined in Exhibit 1 as below are to find the right people, manage talent so people achiev

their potential, and maintain the workforce over the long term, achieving these goals requires skills in planning, recruiting, training, all of those procedure affect the performance of the entire organization.

Manage talent Training Development Appraisal To effectively implement strategy of the cooperation, which the strategy focused on achieving certain goals, allocating the goals, it also includes some consistency, integration of decisions and actions (Robert, M. G. , 2010 strategy). Some of the major dimensions are recruitment and selection of employees and furthering training them, those there aspects integrate as one aspect and at the aspect of procedure, selection and recruitment should precede training, all of them are consistency, integration and cohesiveness.

The importance of recruiting and selecting employees Today, recruiting is sometimes referred to as talent acquisition to reflect the importance of human factor in the organization’s success (Megan, S. , 2005). Even when unemployment rates are high, companies often have trouble finding people with the skills the organization needs. A survey by manpower Inc. of 33000 employers in 23 countries found that 40 percent reported having difficulty finding and hiring the desired talent (Robert, E. P. , 2006).

The next step for managers is to select desired employees from the pool of recruited applicants. In the selection process, employees assess applicants’ characteristics in an attempt to determine the “fit” between the job and applicant characteristics. For most companies using selection devices for assessing applicant qualifications. And On average, 33 percent of organizations’ HR budget is allocated specifically to recruitment a18 percent is allocated specifically to selection. Over the next two years, most organizations will increase the amount of money they will spend on recruitment and selection. When

adjusting for normal increases due to cost inflation, 31 percent of organizations plan to increase spending for recruitment and 22 percent for selection.

Finding the right people to fit the current situation rather than beyond their current level of job duties. Underlying the organization’s effort to attract employees is a matching model. With the matching model, the organization and the individual attempt to match the needs, interests, and value that they offer each other (James, G. M. & Herbert, A. S. , 1958).

For example, a large manufacturer can only need those possess know-how ability, and can observe their regulations, they don’t need a high education person, as for an engineer who would thrive working for the software developer might feel stymied and unhappy working for a large manufacturer. Both the company and the employee are interested in finding a good match.

The benefits of training employees A well-trained, multiskilled workforce is essential to economic survival. Moreover many employees now look to the company they work for to provide them with growth and learning opportunities to improve their employability (Garger, E. M. , 1999). Research shows that investments in human resources are a potential source of competitive advantage and have a positive relationship with share market performance and profits (Huselid, M. , Jackson, S. E. & Schuler, R. S. , 1997). Then, let’s explore the benefits of effective training.

Increased Employee Motivation, Satisfaction, and Morale Even though there are so many methods to increase employees’ motivation, satisfaction and morale such as empowerment, improving the quality of their life, monetary incentives and other incentives. However, learning or training as one way to improve the satisfaction of employees’ attitude which is

always adopted by most companies. According to training or programs can increase the employees’ satisfaction and morale toward their company and the client, it also affect their job or carrier utility (Richard C. C. , 2011). In other words, if the body of knowledge gained can be applied to the work to be accomplished, then the acquisition of that knowledge will be a worthwhile event for the employee and employer.

Increased efficiency. Companies can save money without having to make cuts to staff, by doing the requirements training. With cutting out the redundant steps yet using the process of training that will result of gaining the expectations of your company, and even better from the required training(Jeff, P. C. , 1997). This will stay competitive and increase their efficiency. Along with this, they also continue to find a way to allow the company growth in this lagging economy. With requirements training this helps businesses to increasing efficiency.

Recently, one major cost for a company is the added time required to train a new employee. Employee turnover problems are present when a company faces difficulty in hiring the right people, of course monetary incentives can form a higher level of satisfaction in the workforce. However, providing ongoing training so that an employee can keep improving his skills and advancement opportunities. As a result, it will reduce the employee turnover rate and decrease the operation costs.

Risk management (e. g. , Training about sexual harassment, diversity training, etc. ) Differences among employees create diversity. Workers differ in age, gender, race, nationality, religion, sexual orientation, marital status and a range of other factors. Organizations need to be concerned with diversity management

because negative stereotyping and hostile work environments can lead to discrimination and harassment(Ivancevich, J. M. ), therefore, training about risk needs to be compulsory.

The reasons for training employees Today, changes, particularly in technology and organizational restructuring, mean that people and organizations are continually faced with situations that require learning and the exploitation of knowledge (Raymond, J. S. , 2011).  Business and economic changes Recession, international competition, tariff reductions, global outsourcing and restructuring are just a few of the dislocating factors affecting organizations today. During those problems, as for managers they need seek out new opportunities for growth and provide stretch goals for the entire organization, and for employees they need improve their ability and skills to challenge scarce competition, both of them need training and learning.

Organizational changes also create training needs. Organizations are becoming more flexible, participative, and simultaneously tougher and more humane (Raymond, J. S. , 2011). Work structure and design are changing dramatically, building on changes that have already begun. With every employee should fit the organizational development and clear about the value they add in both areas for both areas for internal and external customers and even employees should keep the pace of changing in organization behavior.

Changes in social attitudes, legal requirements, and industrial relations and so on generate training and development needs. Occupational health and safety, enterprise bargaining, smoking in the workplace, substance abuse, sexual harassment, the management of diversity and EEO requirements(Raymond, J. S. , 2011). As to know those changes and difference and then apply them into manager’s decisions or influence the behavior or attitude of employees’ attitude toward their company and customers. Organizations need to train their employees

for social, legal situation which they will meet in their career life.

The rate of technological change is now greater than it has ever been. No employee or organization can escape its whirlwind impact; moreover, added value is being created by brain power and not physical effort (Tapscott, D, 1996). Especially, in today’s society, many computer-controlled machinery and data advances require employees to possess new skills and know-how even continuously learn new knowledge to renew their head. On the other hand, employees (and organizations) can compete only if they learn faster than their competitors.

As I stated before, if an organization are better off in the furthering operation, it need many aspects of development. However, budget or source allocates on spending of the recruitment and selection of employees and then a great deal of money on training them is compulsory. Hence I don’t agree with the title which organization could operate well if the recruitment and selection of employees beyond their current level of job duties rather than spending a great deal of money on training.

• The Evolution of Human Resource Management Essay Example
• Human Resource Management at Bentley Motor Cars Limited Essay Example
• Human Resource Management At Lloyds Tsb Essay Example
• Report on Human Resource Management Recommendations to Fitright Limited Essay Example
• Strategic Management Theme Essay Example
• Market Star Human Resource Management Analysis Essay Example
• Proposal Report Essay Example
• Outback Steakhouse Analysis Essay Example
• Whole Foods Best Practices Essay Example
• The Advantages And Disadvantages Of Best Practices Essay Example
• Management Questions and Answers Essay Example
• Recruiting Source Choices Internal vs. External Essay Example
• Human Resource Management in the Fmcg Industry Essay Example
• Role of Information Technology in Hrp Essay Example
• Continental Computer Corporation Final Essay Example
• Leadership and Management essays
• Change Management essays
• Project Management essays
• Knowledge Management essays
• Operations Management essays
• Quality Management essays
• Risk Management essays
• Scientific Management essays
• supply chain management essays
• Performance Management essays
• Time Management essays
• Brand Management essays
• Total Quality Management essays
• Risk essays
• Manager essays
• Leadership essays
• Business Ethics essays
• Board Of Directors essays
• Product Management essays
• Comparative Analysis essays
• Decision Making essays
• Dispute Resolution essays
• Stress Management essays
• Business Management essays
• Brand Equity essays
• Branding essays
• Nike, Inc. essays
• Market share essays
• Razor essays
• Being A Leader essays
• Servant Leadership essays
• Leadership Experience essays
• Leadership Qualities essays
• Incentive essays
• American Dream essays
• Barriers To Entry essays
• Capitalism essays
• Central Bank essays
• Compensation essays
• Consumerism essays
• Economic Development essays
• Economic Growth essays
• Economic Inequality essays
• Economic System essays
• Economy essays
• Employment essays
• Export essays
• Finance essays
• Free Trade essays
• Gross Domestic Product essays

Haven't found what you were looking for?

Search for samples, answers to your questions and flashcards.

• Enter your topic/question
• Receive an explanation
• Ask one question at a time
• Enter a specific assignment topic
• Aim at least 500 characters
• a topic sentence that states the main or controlling idea
• supporting sentences to explain and develop the point you’re making
• evidence from your reading or an example from the subject area that supports your point
• analysis of the implication/significance/impact of the evidence finished off with a critical conclusion you have drawn from the evidence.

Unfortunately copying the content is not possible

Tell us your email address and we’ll send this sample there..

By continuing, you agree to our Terms and Conditions .