Implementation of HRM in Organizations Online Tutoring

Effective Implementation of HRM in Organizations:

Introduction:

The rapid pace of competition among organizations in the current era have highlighted the role of employees for the success of an organization. For, enabling the organizations to attain the desired contribution of its employees to achieve its targeted goals, human resource management is now regarded as the most significant segment of any organization’s operational procedures. As such, the progress of an organization in a long run is based on the performance of its employees, whereas productivity and devotion of employees is based on the effectiveness of the implemented HRM polices and strategies.

As stated by Hendry (2011) that human resource management (HRM) has gained rapid and widespread acceptance as a new term for managing employment. Considering the importance of HRM for an organization, different researchers and scholars have identified varied factors that restricts the effectiveness of HR practice in an organization, also suggesting measures making HRM more beneficial for the organization. However, all the research work done, articles or analysis presented by the researchers up till now have commonly emphasized on individual designing of the HR policies based on the concerned organization’s environment and working procedures, and competencies of the HR managers.

In reference of the two delicately selected articles, in the following essay we will further discuss the current trends and issues of the HRM practice, to conclude why HRM is not effective in most cases and how HRM can make the employees of its organization more productive.

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Effectiveness of HR practice:

As procurement department is responsible for the timely supply of raw material and services needed by an organization for its seamless operations, similarly HRM is responsible for the supply and retaining of the most suitable working material i.e., an employee. Whereas an employee’s devotion to his task and loyalty with the organization is based on how efficiently he’s been taken care of by the HR managers. According to Liz Kislik, HR managers acts as a bridge between the employees and the organization’s top management. HR managers also performs as the guardians of the employees, however, in some case the HRM practice is also criticized owing to its negligence or incompetent policies.

Kislik, identified three strategies that makes HRM more effective. Firstly, it is the particular procedure or guideline of HRM practice. The underlying intent of a particular procedure is to make sure employees are treated fairly (Stewart & Brown, 2020). As core responsibility of HRM is to rectify issues of the employees, looking after their due rights and considering them an essential component of the organization, HR managers should devise specific procedures in accordance with the objectives and goals of their organization, to be followed for any matter related with the HR management. Moreover, the same devised procedures must be well communicated to all the employees making them aware that for any of their issue or involving in any misconduct how they will be treated.

Employees must trust that supervisors will not arbitrarily charge subordinates with wrongdoing (Fredericksen et al, 2016). Kislik highlighted that in absence of any particular procedures of HRM, employees would be least motivated. Secondly, it is the accumulation of data regarding performance, behavior, attitude and issues of employees. It will not only aid the HR managers to analyze the performance of the employees and conclude remedies for their issues, but will also assist the top management for decision-making procedures.

Kislik, also pointed out that HR should develop a favorable image of itself among the employees to enhance their trust and motivation, which would ultimately benefit not only the organization but the employees as well.

Role of HRD and HRM for Organization’s success:

Though HRD and HRM appears to be synonym of each other but in actual both are different in terms of their roles and performance. HRM policies are mainly associated with recruitment, selection, rewards and the development of specific diversity policies, while HRD is mainly focused on learning interventions to support the implementation of these policies (Gold et al, 2013). In the second article the authors, Chapman, Sisk, Schatten and Miles in support of institutional theory and resource-based view have attempted to elaborate the distinct functions and significance of HRD and HRM, for an effective HR practice. The article also highlights, that how HRM in most avenues is unable to produce the desired results.

Institutional theory is an analytical framework capable of explaining behavior in organizations on the basis of processes and occurrence in the environment (Zetterquist, Müllern, Styhre, 2011). According to the theory, a common HR practice is being followed by majority of the organizations. Whereas, the essence of the RBV development is its focus on the individual resources of the organization, rather than the strategies that are common to all companies in an industry (Lynch, 2015). As stated by Armstrong (2012) it is the resources in an organization, including its human resources, that produces its unique character and creates competitive advantage. Thus, organizations in accordance of their resources must design HR policies to retain their competitive position in their respective markets.

Moreover, the article further interprets that organizations have adopted a routine practice of imitating HR policies and strategies of the successful organizations in the industry to retain their position among the competitors. As such, organizations implement HR policies that are neither aligned with their goals nor produce the desired results. Whereas, the other perspective according to RBV, presented in the article signifies that the individual resources of an organization would be the main source aiding the organization to attain a leading position among its competitors. According to Goffin and Mitchell (2017) resource-based view believes that competitive advantage is based on the internal resources an organization possesses. Not all resources but those that are rare, valuable, inimitable and non-substitutable confer competitive advantage to an organization (Tan, 2013).

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HRD a significant component for an organization’s success:

Even in the current era of advance technology when modern technology is regarded as an essential aid for the success of any organization, skilled and devoted workforce is still regarded as the major strength of organizations irrespective of their particular industry. Employees performance had always been the main concern of organizations, as the success or failure of organizations is based on the devotion, working attitude and loyalty of the employees. As HRD is solely responsible for providing the organization the best employees, its policies and strategies holds a major influence over the performance of the employees.

In reference to the above discussed articles, main issues that can be concluded are the absence of a well formulated HR policies or protocols, employees not aware of the policies, communication gap between the HR managers and the employees, and imitation of competitors policies.

Specifically, designed policies will abstain the HR managers from getting involve in any bias action. It will develop a particular standard for the HR managers to deal with different situations fairly. Prescribed policies also act as a law for the employees, conveying a message that for every situation there is a specific policy to deal with. Also, by effectively communicating the same prescribed HR policies to the employees would enhance their trust over the HRD, making them confident that for any of their issue they could approach HR managers, and they would be treated justly.

Secondly, it is important for efficient performance of HRD that its managers should be well informed about the performance and issues of the employees. It can be done through accumulating information from different departments through establishing varied means of communication like sending emails, personal meetings, or unofficial gatherings. Regularly communicating with the employees would not only aid the HRD managers to evaluate the performance of the employees and modify their strategies for employee’s motivation, but will also enhance the loyalty of the employees making them more productive.

Another issues that leads to the poor performance of HRD in most of the organizations is implementing similar policies as of the competitors. Organizations of a same industry imitate policies and strategies of their successful competitors, considering that the same policies would also support them in achieving their targeted goals. However, as organization have individual resources, working plans, operational procedures and goals, as such common polices would not be workable in every organization. The main theme of RBV that organizations should design their individual policies based on their own resources, appears to be the most ideal competitive advantage for the organizations in a long run.

Recommendations:

For a productive HR practice, the HR managers should develop an environment where employees can feel free to discuss any of their issues with the HR managers. For the same environment effective means of communication must be established. When HR managers stays in touch with the employees, it will make the employees realize that the organization is concerned with their well-being, and they will contribute more efforts for the organizational goals.

Secondly, the HR leaders should refrain from copying policies of the successful competitors, instead according to their own resources should design individual and unique polices.

References:

Armstrong, M (2012) Armstrong’s Handbook of Human Resource Management Practice. Kogan Page: UK.

Fredericksen, E. D., Witt, S. L., Patton, W. D., Lovrich, N. P (2016) Human Resource Management. Routledge: USA.

Gold, J., Holden, R., Steward, J., IIes, P., Beardwell, J (2013) Human Resource Development. Palgrave Macmillan: UK.

Goffin, K., Mitchell, R (2017) Innovation Management. Palgrave: UK.

Hendry, C (2011) Human Resource Management. Routledge: USA.

Lynch, R (2015) Strategic Management. Pearson Education: USA.

Stewart, G. L., Brown, K. G (2020) Human Resource Management. Wiley & Sons: USA.

Tan, F. B (2013) Global Diffusion and Adoption of Technologies for Knowledge and Information Sharing. Information Science Reference: USA.

Zetterquist, U. E., Müllern, T., Styhre, A (2011) Organization Theory. Oxford Press: USA.

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