Human Resource Management: Future and Reality

-

Human Resource Management: Future and Reality


Looking at the vast knowledge existent within the field of HRM, wherein theoretical perspectives shed light on the various approaches HR specialists consider creating high performing teams, it can be assumed HRM would have to gradually direct towards methodologies that support flat organizational structures versus traditional vertical structures.

The simple yet powerful reason for doing so would be due to the fact that organizations need their people to actively contribute in achieving corporate success (Hankinson, 1999); unlike traditional techniques, in which higher management dictates and lower levels are required to perform accordingly (Vanderslice, 1988).

In such scenarios, it is recommended that HR departments re-examine policies and procedures that directly impact the wellbeing of their employees; this is essential to ensure that potential candidates that have the calibre to perform effectively are appreciated, retained and remain loyal to the organization (Vanhala and Tuomi, 2006).

It’s easier said than done, as this would necessitate the efforts of higher management to foster an organizational culture and working environment that encourages employees to come forward and propose innovative ideas that facilitate strategic achievements; implying that HR and leadership levels would have to work in association to create a learning structure that enables employees to participate (including empowerment) and execute efficiently (Ulrich,2014).

In my professional experience, I have realized that HR tends to be an administrative unit that applies standard plans applicable to recruiting, benefits management and termination, wherein proactive management of employees is rarely practised. Therefore, it may be wise to propose that HR specialists should also be continuously educated on new approaches related to HRM, which as an outcome is beneficial for organizational growth.

References


Hankinson, P., 1999. An empirical study which compares the organisational structures of companies managing the World’s Top 100 brands with those managing outsider brands. Journal of Product & Brand Management, 8(5), pp.402-415.

Ulrich, D., 2014. The future targets or outcomes of HR work: individuals, organizations and leadership. Human Resource Development International, 17(1), pp.1-9.

Vanderslice, V.J., 1988. Separating leadership from leaders: An assessment of the effect of leader and follower roles in organizations. Human relations, 41(9), pp.677-696.

Vanhala, S. and Tuomi, K., 2006. HRM, company performance and employee well-being. management revue, pp.241-255.








Comments

  1. By : M.Irshad Shabdeen April 15, 2019 at 8:35 AM

    Yes dear i agree the HR should be educated and should give training in appropriate intervals, and specially the HR Manager should be efficient and effective person

    ReplyDelete
  2. Naz Journals April 18, 2019 at 8:07 AM

    I totally agree with your opinion.

    ReplyDelete
  3. Razi JalaldeenApril 19, 2019 at 4:55 AM

    Good argument. However, since you're talking about the future of HRM, better refer to the latest publication to make academically more significant.

    ReplyDelete
    Replies
    1. Madhawa RatnayakeApril 19, 2019 at 11:25 AM

      Dear Dr. Razi,

      Thank you for your feedback. I will look in to it.

      Delete
  4. Apsara WickramarathneMay 11, 2019 at 9:03 PM

    Good article and i agree with the point you are emphasizing with 'encourages employees to come forward and propose innovative ideas that facilitate strategic achievements '. As per my experience in the IT industry, yes there is room for us always for our innovative ideas.But some organizations are not.As you said here its HR departments responsibility too to thorough with latest strategies and all.Then only they can welcome their core workers ideas and think about the organizational growth.

    ReplyDelete

Post a Comment

Popular posts from this blog

Human Resource management in global context

-
Human Resource management in global context With the globalization, every small or big organizational started becoming globalized and started increasing their workforce in a cultural manner. That’s where Human resource management has to improve and practice up to global standards and try to be aligned with the international cultures. However comparing local and global human resource management, global Human resource management has to understand the awareness of the Ethnic culture differences, people, government needs, attitudes of human etc.. A company willing to globalize the organization and investing in abroad any form will be treated as a foreign organization by the government and the locals. In comparison to local Human resource management, similarly, global Human resource management will work but with the international context by understanding the work culture, governments and local employees. it is politically very sensitive to work since Any wrongly ma...
Read more

Reward and appreciate your employees

-
Reward and appreciate your employees Rewards and benefits management is another important policy within HRM. It is a strategy formulated with the intention to appreciate employees for their performance and contribution to the organisation (McClurg, 2001). Rewards and benefits management can be segregated in to two segments, financial and non-financial rewards; the former focuses on monetary benefits such as performance bonuses, travel and schooling allowances including profit sharing schemes, while the latter involves employee recognition, increased job responsibilities, training and development, leadership opportunities, flexible work schedule and so on (Chiang and Birtch, 2012). Rewards and benefits management is influenced by internal and external factors. Internal factors include organisational culture, organisational structure, business objectives and internal equity, whereas external factors consist of inflation, labour markets, market pricing and business competition (D...
Read more

HRM Practices in Numerical flexibility

-
HRM Practices in Numerical flexibility Numerical flexibility is one of the common workforce flexibilities in any large firms to balance their production and services level. This workforce flexibility ensures that the labour supply of an organization on demand for products and services day, week and yearly are adjusted by the amount of labour they employee. It provides the organization to react to the market demands and balance the quality of the production through overtime, part-time/temporary work, variable working hours, fixed-time contracts. Having flexibility in work hours, that provide employees to have flexible hours of work, overtime schemes, increase part-time/temporary contracts, e.g. an organization applying numerical flexibility requires a minimum of two replacement workers or shift workers to be throughout the work. Therefore, the employment number will be higher in shift workers than permanent employees. in the other hand organization receiv...
Read more