Explain Each Of The Three Reasons Why HR Management Is Impor

Explain Each Of The Three Reasons Why Hr Management Is Important To

1. Explain each of the three reasons why HR management is important to all managers. Additionally, provide an example for each of your reasons.

2. Jennifer is one of your fellow managers. She's been complaining recently that her employees "aren't into their jobs," and is angry that they aren't taking more ownership of their engagement. Using what you know about employee engagement, how do you respond to her?

3. Larry is a newly hired manager at your store. Your director has paired him with you because you have been so successful in engaging employees at the store. Unfortunately, Larry seems to be more focused on operational results and not so much on engaging employees. You know there are benefits of engaging your employees—what do you say to him?

4. Define Strategic Human Resources Management in your own words. Next, give a specific example of a Strategic HRM in practice.

5. Great news! Your luxury hotel has decided to become the "top" company in the industry in customer service. Using what you know about HR Strategic Planning, give examples of how your company must now: 1. attract talent 2. build high-performance work systems 3. align people with the business.

Paper For Above instruction

Human Resource Management (HRM) plays a pivotal role in the success of organizations by ensuring effective management of people, aligning human resources with strategic goals, and fostering a productive work environment. The importance of HRM is underscored by three primary reasons: its influence on organizational effectiveness, its role in shaping employee behavior and engagement, and its contribution to strategic planning.

Three Reasons Why HR Management Is Important to All Managers

Firstly, HR management facilitates organizational effectiveness. HR professionals develop policies, procedures, and systems that streamline operations and promote efficiency. For example, implementing comprehensive training programs ensures employees are well-equipped with the skills necessary to perform their duties effectively, resulting in improved productivity. Without HR’s involvement, managers might struggle to coordinate workforce activities, leading to inefficiencies.

Secondly, HR management plays a critical role in shaping employee behavior and fostering a positive organizational culture. HR initiatives such as performance appraisals, recognition programs, and employee development create an environment where employees are motivated to perform at their best. For instance, a manager whose team receives regular recognition is likely to witness increased motivation and loyalty among employees. HR’s strategic reinforcement of organizational values helps maintain a cohesive work environment.

Thirdly, HR management is essential for strategic planning and talent management. HR professionals work with managers to forecast future workforce needs, identify skill gaps, and develop recruitment strategies. For example, in a rapidly growing tech company, HR may initiate talent acquisition efforts to ensure the company attracts highly skilled developers. Effective HR planning helps organizations adapt to changing market demands and secure competitive advantage.

Responding to Jennifer’s Concern About Employee Engagement

Jennifer's concern about employees not being engaged highlights a common challenge in workplace management. To address this, I would explain that employee engagement is a vital driver of organizational success and that it requires active participation from managers. I would suggest to Jennifer that engagement is fostered through meaningful work, recognition, and opportunities for professional growth. For example, implementing regular feedback sessions, involving employees in decision-making processes, and acknowledging their contributions can enhance their sense of ownership and commitment. Encouraging managers to understand individual motivators and creating a supportive environment can significantly boost engagement levels.

Advising Larry on Employee Engagement Benefits

When speaking to Larry, I would emphasize that while operational results are critical, engaging employees leads to sustained performance improvements. Engaged employees tend to be more committed, innovative, and willing to go the extra mile. I would share that research shows organizations with high employee engagement outperform their competitors in customer satisfaction and profitability. I might say, “Focusing on engagement doesn’t detract from operational goals; instead, it amplifies them. Engaged employees are more productive and deliver better service, helping achieve those operational results more efficiently.” I would encourage Larry to integrate engagement strategies, such as recognizing achievements and fostering open communication, into his management approach.

Defining Strategic Human Resources Management and Its Practice

Strategic Human Resources Management (SHRM) is an approach that aligns human resource practices with overall business objectives to create a competitive advantage. It involves proactively planning and implementing HR initiatives that support long-term organizational goals. An example of SHRM in practice is a company developing a leadership development program aligned with its expansion strategy. By identifying future leadership needs and investing in training current employees for those roles, the organization ensures a sustainable talent pipeline that drives strategic growth.

HR Strategic Planning for Industry Leadership in Customer Service

To become the industry leader in customer service, the hotel must adopt strategic HR planning that focuses on attracting top talent, building high-performance work systems, and aligning staff with the company’s goals.

Firstly, attracting talent involves targeted recruitment efforts that emphasize the company’s commitment to excellence. This could include offering competitive compensation, creating compelling employer branding, and engaging in campus recruitment to attract fresh talent with a passion for service (Cappelli, 2015).

Secondly, building high-performance work systems requires implementing training programs that develop customer service skills and establishing clear performance metrics. A performance management system that rewards outstanding service encourages employees to consistently meet high standards (Boxall & Purcell, 2016).

Thirdly, aligning people with the business involves communicating the company’s vision and values throughout the organization, ensuring every employee understands their role in achieving top-tier customer service. Leadership development and continuous feedback are crucial tools for fostering alignment (Wright & McMahan, 2011).

Overall, strategic HR planning enables the hotel to create a workforce that is motivated, skilled, and aligned with its strategic goal of industry leadership in customer service excellence.

References

• Cappelli, P. (2015). The future of HR and work. Harvard Business Review, 93(7/8), 3-10.
• Boxall, P., & Purcell, J. (2016). Strategy and Human Resource Management. Palgrave Macmillan.
• Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting 'human' back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR Competencies: Mastery at the Intersection of People and Business. Society for Human Resource Management.
• Snape, E., Redman, T., & Bamber, G. J. (2017). Managing Human Resources. Pearson Education.
• McDonnell, A., Kennedy, K., & Collings, D. (2018). Human Resource Management: A Contemporary Approach. Routledge.
• Greer, C. R. (2018). Strategic Human Resource Management. Pearson.
• Beardwell, J., & Thompson, A. (2017). Human Resource Management: A Contemporary Approach. Pearson Education.
• Schuler, R. S., Jackson, S. E., & Tarique, I. (2011). Framework for Global Talent Management Strategies. Journal of World Business, 46(4), 365-371.
• Schmitt, N., & Chan, D. (2014). Contextual Performance in Organizations. Psychology Press.