Details The Major Responsibilities Of Human Resources Manage

Detailsthe Major Responsibilities Of Human Resources Management Hrm

The major responsibilities of human resources management (HRM) involve attracting, developing, and maintaining a high-quality workforce. This entails implementing strategies for effective recruitment, comprehensive employee development, and retention initiatives that ensure organizational success. HRM functions also include managing employee relations, ensuring compliance with employment laws, and fostering a positive organizational culture that aligns with the organization’s objectives and values.

In practice, HR departments must oversee staffing processes to attract suitable candidates through strategic human resource planning, and recruitment efforts that target the organization’s needs. Developing a skilled workforce involves offering employee orientation, training, and performance appraisal systems designed to enhance capabilities and motivation. Maintaining workforce quality often requires initiatives related to career development, work-life balance, compensation and benefits, and employee retention, which collectively contribute to stability and productivity within the organization.

Effective HR management also emphasizes aligning human resource policies with broader organizational goals and ensuring stakeholder engagement. Stakeholders—such as employees, management, and shareholders—are impacted by HR initiatives and must find value in the HR strategies implemented. Overall, HRM endeavors to create a resilient and adaptable workforce capable of supporting organizational change and fostering sustainable growth.

Paper For Above instruction

In this paper, I will examine a mid-sized manufacturing organization, ABC Manufacturing Inc., which is currently experiencing challenges in adapting to technological advancements and evolving market demands. ABC Manufacturing includes three core subsystems: production, human resources, and supply chain management. Stakeholders of this organization comprise employees, senior management, and customers. The reason for selecting ABC Manufacturing is due to its recent struggle with productivity and retention issues, which threaten its competitive position in the industry.

The subsystem requiring the most urgent change is the human resources subsystem. This subsystem is critical because it directly influences workforce capabilities, engagement, and retention, thus impacting overall organizational performance. The decision to focus on HR is justified by the fact that the existing HR practices have become outdated, leading to high turnover rates and low employee morale, which hampers productivity. Comparing ABC Manufacturing with a successful industry leader, XYZ Corp., reveals that XYZ emphasizes proactive HR strategies like continuous training and employee engagement programs, resulting in higher retention and productivity.

The proposed change involves redesigning HR practices to foster a culture of continuous learning and development, aligned with the organization’s strategic goals. This subsystem change will influence other subsystems; for instance, improved HR policies will support the production subsystem through enhanced skillsets, while supply chain management will benefit from increased problem-solving capabilities among employees. To realign the total system, HR policies will incorporate technological training and performance incentives that promote collaboration among subsystems, ensuring integrated progress.

To satisfy key stakeholders, the organization will implement targeted strategies. For employees, offering comprehensive training and career development opportunities will boost morale and retention. Management will benefit from the increased productivity resulting from skilled labor and improved workforce motivation. Customers will experience better service quality due to more efficient production processes and innovation driven by motivated employees. Ensuring stakeholder satisfaction requires transparent communication, participative decision-making, and aligning HR initiatives with stakeholder interests.

Recruitment and human resource planning play a pivotal role in attracting a high-quality workforce to support these changes. The organization will adopt targeted recruitment strategies, emphasizing skills in emerging technologies, and collaborate with local educational institutions for talent pipelines. Employee orientation will be revamped to promote a growth mindset, emphasizing continuous learning from the outset. Furthermore, performance appraisal systems will be redesigned to recognize innovation, teamwork, and long-term commitment, motivating employees to embrace change.

Developing the workforce will similarly focus on training and development programs tailored to technological adaptation and process improvement. Regular skill assessments and tailored training modules will ensure employees develop the competencies necessary for organizational transformation. By fostering a learning culture, ABC Manufacturing will be able to adapt swiftly to market changes and technological innovations.

Regarding workforce maintenance, a focus on career development and employee engagement will be prioritized. Career pathways will be clearly defined, offering opportunities for promotion and skill enhancement, which are vital for retention. Work-life balance initiatives, such as flexible working hours and wellness programs, will be implemented to improve job satisfaction and reduce burnout. Additionally, competitive compensation packages and benefits will be structured to retain top talent and motivate continued commitment.

Integrating a faith-based worldview, specifically the ethical teachings of integrity and stewardship, influences the organization’s approach to management practices. This worldview encourages managers to prioritize honesty, fairness, and responsibility in HR decisions, fostering a trustworthy environment. Such principles align with the biblical concept of stewardship, reminding leaders that their authority is a responsibility to serve others ethically and compassionately, which enhances employee trust and commitment.

This worldview underscores the importance of valuing each individual as a creation of God, promoting respect, dignity, and moral integrity in workplace interactions. Leaders guided by these principles are more likely to implement HR practices that prioritize employee well-being, fairness in opportunities, and transparent communication, leading to a motivated and morally aligned workforce.

Academic literature supports these strategies. For example, Dessler (2020) emphasizes the importance of strategic HR planning and development in organizational success. Armstrong (2020) highlights the role of employee engagement and development programs in reducing turnover. Schaufeli et al. (2017) discuss the impact of work engagement on productivity and organizational commitment. Supporting the organizational comparison, Boxall and Purcell (2016) illustrate how strategic HR aligns with business performance. Incorporating religious and moral worldview perspectives into HR practices can foster a moral organizational climate, as noted by Krystal (2010). These scholarly works affirm that intentional HR strategies, rooted in ethical principles and aligned with organizational goals, significantly contribute to sustainable success.

References

• Armstrong, M. (2020). Armstrong's handbook of human resource management practice (15th ed.). Kogan Page.
• Boxall, P., & Purcell, J. (2016). Strategy and human resource management (4th ed.). Palgrave Macmillan.
• Dessler, R. (2020). Human resource management (16th ed.). Pearson.
• Krystal, S. (2010). Faith-based approaches to HRM: Promoting ethical practices. Journal of Business Ethics, 92(3), 395-406.
• Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2017). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 67(6), 701-716.
• Smith, J., & Johnson, L. (2019). Organizational change management: Strategies and best practices. Harvard Business Review, 97(4), 112-119.
• Taylor, S., & Francis, P. (2018). Building a resilient workforce through strategic HRM. International Journal of Human Resource Management, 29(9), 1474-1494.
• Williams, R. (2021). Ethical leadership and organizational culture. Journal of Business Ethics, 164(2), 273-288.
• Zheng, C., & Lam, S. (2020). The role of organizational culture in change management. Journal of Organizational Change Management, 33(3), 377-392.
• Yoon, S., & Lee, K. (2017). Developing sustainable HRM strategies: Lessons from industry leaders. Sustainability, 9(11), 2032.