Human Resource Management: The Key Functions Complete This P ✓ Solved

Human Resource Management THE KEY FUNCTIONS Complete this pr

Human Resource Management THE KEY FUNCTIONS Complete this presentation by inserting the remaining elements. Complete the concept map by labeling the missing key functions of human resource management. Briefly describe the overall purpose and functions of human resource management in your own words. Describe the following HRM functions: Recruiting; Selecting; Training and Development; Employee Development; Maintaining an Effective Workforce; Termination. Project #2: Annotated Bibliography: Write three analytical annotations using peer-reviewed articles related to your chosen topic. Each annotation should be 8–12 sentences summarizing and analyzing the article, examining strengths and weaknesses and how conclusions relate to the research. Include: 1) An APA citation (hanging indent) in alphabetical order; 2) A 3–5 sentence summary; 3) A 3–6 sentence evaluation addressing audience, bias, corroboration with other sources; 4) A 1–3 sentence reflection on the source's usefulness.

Paper For Above Instructions

Introduction

Human Resource Management (HRM) is the organizational function responsible for attracting, developing, motivating, and retaining the workforce needed to achieve strategic objectives. Effective HRM aligns people practices with business goals, ensures lawful and ethical employment, and fosters employee capability and engagement (Huselid, 1995; Delery & Doty, 1996). The following completes the presentation elements: suggested concept map labels for HRM key functions, concise original descriptions of each named HRM function, and an annotated bibliography of three peer-reviewed articles relevant to HRM practice and research.

Concept Map: Key Functions (labels)

  • Workforce Planning (Human Resource Planning)
  • Job Analysis and Design
  • Recruiting (Talent Acquisition)
  • Selection (Hiring & Assessment)
  • Training and Development
  • Employee Development (Career Development & Succession)
  • Performance Management and Appraisal
  • Compensation and Benefits
  • Employee Relations and Engagement
  • Maintaining an Effective Workforce (Retention, Safety, Wellbeing, Compliance)
  • Termination and Separation

The Overall Purpose of HRM

The overall purpose of HRM is to ensure that an organization has the right people, with the right skills and motivation, in the right roles at the right time to meet strategic goals. HRM accomplishes this by planning workforce needs, designing jobs, attracting and selecting talent, developing employee capabilities, maintaining productive employment relationships, and handling lawful and humane separations. HRM also creates systems that integrate recruitment, training, performance, and rewards to improve organizational performance (Becker & Huselid, 1998).

Recruiting

Recruiting is the process of generating a pool of qualified candidates for open positions. It includes employer branding, outreach, job advertisement, campus and community engagement, and internal talent identification. Recruiting aims to attract candidates who not only match job requirements but also fit organizational culture and long-term needs (Breaugh, 2008). Effective recruiting balances speed, cost, and candidate quality while ensuring fairness and legal compliance (Taylor et al., 2003).

Selecting

Selection is the evaluation and decision process used to choose the best candidate from the applicant pool. It relies on valid assessment tools—structured interviews, cognitive tests, work samples, and reference checks—to predict job performance (Schmidt & Hunter, 1998). Good selection systems are reliable, valid, legally defensible, and aligned with job analysis results, minimizing bias and improving retention and productivity (Gatewood, Feild, & Barrick, 2016).

Training and Development

Training focuses on improving employees' current job competencies, while development emphasizes long-term growth, leadership, and career progression. Training interventions are designed using needs analysis, learning objectives, instructional design, and evaluation (Kirkpatrick & Kirkpatrick, 2006). Developmental approaches such as coaching, mentoring, job rotations, and formal education build future capability and organizational adaptability (Noe et al., 2017).

Employee Development

Employee development is a strategic set of activities to prepare employees for expanded roles and career advancement. It includes career pathing, succession planning, development plans, and opportunities to gain stretch assignments. Development increases employee engagement and internal mobility, reducing turnover and retaining institutional knowledge (Tansky & Cohen, 2001).

Maintaining an Effective Workforce

Maintaining an effective workforce encompasses retention, employee relations, performance management, compensation, benefits, safety, and legal compliance. It ensures stable productivity through fair pay, recognition, supportive culture, health and safety programs, and conflict resolution mechanisms. Proactive retention strategies and robust policies preserve organizational capacity and reduce the costs of turnover (Huselid, 1995).

Termination

Termination involves the separation of employees from the organization, whether voluntary (resignation) or involuntary (dismissal, layoffs). Effective termination practices are transparent, compliant with labor law, and designed to minimize disruption and legal risk. They also include exit interviews and knowledge transfer activities to learn from departures and protect organizational continuity (Cascio, 2010).

Project #2: Annotated Bibliography (Three Analytical Annotations)

Becker, B., & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Management, 16, 53–101.

This paper synthesizes research on high-performance work systems (HPWS) and links bundles of HR practices to firm-level outcomes. The authors summarize empirical findings showing positive associations between integrated HR practices—selective staffing, training, performance-based pay—and productivity and profitability. Becker and Huselid analyze methodological strengths and weaknesses across studies and propose managerial implications for designing coherent HR systems. The article’s strength is its comprehensive synthesis across multiple studies, offering a clear theoretical framework for why systems of practices outperform isolated interventions. A limitation is that much of the original research summarized is correlational, complicating causal inference. The audience is primarily HR scholars and senior practitioners interested in evidence-based HR strategy. The authors are balanced in their appraisal, acknowledging limitations and areas for further causal research. This source corroborates other meta-analytic and field studies that emphasize system coherence and is useful as a conceptual and empirical foundation for designing strategic HR programs (Becker & Huselid, 1998).

Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802–835.

Delery and Doty test competing theories in strategic HRM—whether “best practices” (universalistic), contingency approaches, or configuration models best explain firm performance. Using multisite empirical data, they evaluate how different combinations of HR practices relate to organizational outcomes. The article presents rigorous multivariate analyses and advances the idea that context and configurations of practices matter for performance. Strengths include strong empirical design and theoretical clarity; weaknesses include limits of generalizability beyond the sampled industries and the cross-sectional nature of the data. The intended audience is academic researchers and policy-oriented HR leaders. The authors are methodologically careful and provide a balanced view; their findings largely align with Huselid’s work but stress that organizational context shapes which bundles of practices work best. This article is useful for researchers designing context-sensitive HR systems and for practitioners tailoring HR practices to strategic contingencies (Delery & Doty, 1996).

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.

Huselid’s landmark empirical study links specific HR practices to lower turnover, higher productivity, and improved corporate financial outcomes. The research uses firm-level survey data to demonstrate that coherent HR systems—rigorous selection, extensive training, performance-based compensation—are associated with measurable financial benefits. A major strength is the clear empirical relationship reported and the use of financial performance metrics; limitations include concerns about endogeneity and causality. The article targets both scholars and senior executives advocating investment in integrated HR practices. Huselid presents careful caveats about interpretation and calls for longitudinal and experimental studies to strengthen causal claims. This source provided a major portion of the empirical rationale behind modern strategic HRM and directly informs recruitment, selection, and training priorities in practice (Huselid, 1995).

Conclusion

Completing the presentation involves labeling the full range of HRM functions and articulating clear, original descriptions of core HR activities: recruiting, selection, training and development, employee development, workforce maintenance, and termination. The annotated bibliography above showcases foundational, peer-reviewed research that guides evidence-based HR practice and strategic alignment. Together, these elements support a concise and actionable HRM presentation aligned with contemporary scholarship.

References

  • Becker, B., & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Management, 16, 53–101.
  • Breaugh, J. A. (2008). Employee recruitment: Current knowledge and important areas for future research. Human Resource Management Review, 18(3), 103–118.
  • Cascio, W. F. (2010). Managing human resources: Productivity, quality of work life, profits (9th ed.). McGraw-Hill.
  • Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802–835.
  • Gatewood, R., Feild, H., & Barrick, M. (2016). Human resource selection (7th ed.). Cengage Learning.
  • Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.
  • Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating training programs: The four levels (3rd ed.). Berrett-Koehler.
  • Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Fundamentals of human resource management (7th ed.). McGraw-Hill Education.
  • Schmidt, F. L., & Hunter, J. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262–274.
  • Tansky, J. W., & Cohen, D. J. (2001). The relationship between organizational support, employee development, and organizational commitment. Human Resource Development Quarterly, 12(3), 285–300.

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