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Possible Career Paths in the Field of Human Resource Management (HRM)

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People are biggest asset for every organization and, therefore, to draw, motivate, and preserve the most skilled employees and assign them to jobs for which they are exceptionally well suited is a responsible job for human resource. Therefore, human resources management is done in all type of organizations. Profound management of people is equally indispensable in success of organizations as the sound management of production, finance, and other operations

The human resource management field postulates the infinite diversity of people and their dynamics.

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Human Resource Management (HRM) is a strategic approach to the management of people for a company or organization and is in charge of overseeing organizational leadership and culture. There are many positions and roles HR managers can do that will help a business gain a competitive advantage. HR managers are responsible for determining what is best for the company and ensuring compliance with employment and labor laws. Intense analysis must be done to determine what positions and employees a company needs and the best way to employ qualified candidates and provide them with the best compensation and benefits package that does not just benefit the employee but is able to net a profit for the company. Human Resource Managers can specialize in recruitment, training and development, employee relations and conflict resolution, employee retention and compensation and benefits. In this fast-growing career field, with a median annual income above the national average, you can tackle many different positions. There are half a million HR practitioners in the United States. Human Resources professionals generally work in one of two categories, HR generalists and HR specialists. Generalists help the organization by supporting employees directly by handling questions, concerns, daily HR requirements. Specialists on the other hand work by doing a specific HR job, for example, career development, or payroll. Before even beginning the hiring process of potential candidates, it’s crucial that a company performs an in-depth audit and job analysis of how many employees they need, and what the job duties of each position will require. This requires a Human Resource Manager to do a job analysis of each position. This can be very time consuming and requires knowledge of the industry, intense research, and market trends, but it helps to cut out redundancy of positions, while ensuring that each critical position is filled. Having an outline and description of the position you’re hiring for is crucial to headhunters and staffing and hiring mangers to ensure the company is hiring the best possible candidates. Another important position in HR management, is a staffing or hiring manager, who helps to hire quality employees to meet company standards and values. These positions require searching, recruiting, contacting, interviewing and hiring new staff. A staffing manager looks for employees to fill open reqs to ensure workforce efficiency. These jobs often require lots of interpersonal communication, and networking skills. Staffing and hiring managers may also outsource and work with recruitment and staffing agencies to ensure a wider net has been cast. These positions are vital because they are hiring the faces of the work force, it’s important to know about company rules and regulation, as well as equal opportunity laws.After hiring a qualified employee it’s important to devout the time and resources to implement a training plan to new hires. Training and development specialists aim to improve and develop skills for employees to ensure the most efficient and qualified job performance

For the most efficient way to train, it’s important to perform a need analysis to target competencies that need to be developed. Alternatively, training and development often get mistaken for one another, while both require an analysis and a dedicated plan, development is defined by opportunities to help an employee cultivate a holistic career in the long term. While training focuses on the current job, development are skills that will benefit them for future positions, like management, or a job that requires a specialty, for example, some companies pay for first line supervisors to attend PMP courses or management classes to future their experience and knowledge to transition to other management positions.

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The industrial welfare movement is another element which has emerged in the human resources. This movement aimed at improving the working conditions in various organizations. It will require the efforts of human resource managers to ensure comfortable and safe working conditions among employees. According to Jamrog and Overholt (2004), these changes have led to establishment of personnel departments from early 1920s (par 2). These developments in the human resources management necessitated the establishment of various personnel department in various organizations. The development of these new functions led to emergence of new specialists for ensuring that these needs are met. From around 1930s and 1950s, the human resources department profession was run by applied and academic disciplines from the system theory and behavioural sciences (Jamrog and Overholt 2004: par 4). In spite of these improvements in this field, the personnel professional still needed further development. The development process of human resources management received a major boost in 1964 after the establishment of the Civil Rights Act of 1964 (Jamrog and Overholt 2004: par 4). This was accelerated by the demographic, social, economic, and technological trends that followed later. The management of various organizations took notice of these which led to the birth of the human resource professional. The industrialization process has led into the development of factories where more and more people are being employed as the production increases. For the last 100 years, the industrial revolution has been very high implying a high demand for the human labour. This development has increased the level of specialization. This has significantly contributed in the development in the human resources management. After the World War I, the human resource management has faced significant changes. Before this war, many organizations applied the informal and decentralized systems in the labour management where labour was viewed as a hired hand (Kaufman 2010: 2). After the First World War, there were radical changes in these views in human resource management. The traditional model was transformed after which labour was viewed as a human resource. Variations in the human resources have emerged in the human resources which lead to emergence of new kinds of motivation (Klimecki 2004: 7). Following the process of globalization, the human resource management has become very crucial (Davidson and Carswell 2009: 7)

Through the process of globalization, traditional human resource management practices have become less feasible with the current business world practices. For instance, the composition of the labour force is now composed of people from diverse cultural backgrounds.

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Definitely, it is the responsibility of human resource manager to maintain industrial peace in the organization. This can be done through collective bargaining, joint consultation and settlement of disputes, whenever they arise. Another function of human resource manager is to maintain the records of the employees. This is helpful in taking decisions relating to transfers and promotions, performance appraisal etc

These also help in identifying the weaknesses in the employees and the areas in which they need training.

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Bratton, J and Gold, J., 2001. Human resource management: theory and practice. London, Routledge.

Davidson, P. and Carswell, P., 2009. HRM in the Global Environment. Edition 2009, T2.

Dulebohn et al. 1995. The History and Evolution of Human Resource Management.

Jamrog, J. and Overholt, M., 2004. Building a strategic HR function: continuing the evolution [Online] Web.

Kaufman, B., 2010. Hired hands or human resources? Case studies of HRM programs and practices in early American industry. New York, Cornell University Press.

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