Example Of Essay On The Strategic Nature Of Human Resource Management On The Greater Canvas Of Organizational Science
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The human resource management had an organizational function of recruitment and selection in the past. The companies were forcing the human resource managers to hire people with skills those can serve the long term goals and objectives of the companies effectively. The human resources management has to strike a proper balance between the strategic needs of the company, and the current skill set of the employees. The human resources department creates the organizational working environment, and therefore, the survival of the setup wholly and solely depends on the managers’ competency to interlink the strategy with the company’s norms.
The human resource management had an organizational function of recruitment and selection in the past. However, the function of the department has grown most important in terms of sustaining organizational setups in all parts of the world because the human development provides a significant helping hand regarding fulfillment of organizational destiny to say the least. Additionally, various departments work in order to perform different organizational functions, and these functions have a design to serve the strategic goals and objectives of the particular company. The countless functionalities operate so that the specific element of the strategic plan can be served, and with the passage of time, scholars have came up with the idea of synergetic management that introduces the attribute of collaboration, and the numerous parts of the organizations modify their specific practices in order to serve the planned and generic organizational outcomes.
The strategic pressures were mounting on the department of human resource management because the trend of globalization worked its numbers on the mindset of whole industries, and therefore, they needed dynamic minds in order to suffer through the challenges posed by the business arena of globalized world.
The companies were forcing the human resource managers to hire people with skills those can serve the long term goals and objectives of the companies effectively. The managers have translated the above-stated need into the professional field of strategic human resource management that guides the supervisors with respect to the realization of a goal to have updated human resources at their disposal.
At the same time, the companies confronted the challenge of balancing the costs of hiring into the overall cost reductive regime that organizations have to trial in the financially recessed world of the 21st century. The requirement of decreasing costs of hiring compelled the human resource managers to decipher the riddle by developing the school of thought that trains the organizational personnel in order to do their current roles efficiently in the light of changing circumstances, and the human resource departments have to step forth regarding development of people who can fulfill the future managerial roles as well.
The human resource function became an integral part of the organizational setup because of managerial compulsion, and the managers were more than happy to limit the working of the featured department in a simpler and nationalistic world. However, in a globalized world, one has to adapt to the external environment that is the most dynamic factor that influences the strategy of the company.
The organizations are responding to their externalities more than anything because the industrial climate is urging them to have people who possess the ability to practice creativity in the procedural dynamics of problem solving, and the element of teamwork has emerged as a defining attribute of the organizational culture. All of the featured developments occurred because the external environment of the business changed, and so did the internal organizational behavior in the response.
The culture of centralized authority did not prevail in the era of the 21st century because the philosophy could not create organic systems those may have the strength to entertain the needs of the organizations and those of the employees at the same time. However, the companies did not become humanistic, but they had to surely behave in the civic manner in order to win the minds and hearts of the internal and external stakeholder that could give the company social acceptability and licensing to do their businesses. The human resource is a critical piece of the strategy because the customers have to look into the employment practices of the companies before buying their products and services.
Furthermore, the mindset of traditional capitalism considered the workers as slaves, but creative and innovative requirements of the companies have to be served through the application of teamwork and collaborative management. The above discussion is revealing the changing picture of the organizational structure that values human intervention, and with the advent of industrial psychology, the managers are finding the resultant literature useful regarding provision of motivation to the human capital. The human resource management did not revolutionize only on the strategic level, but the companies have to offer innovative nature of compensations to the workers as well in order to boost the organizational commitment.
The motivational energy flows from the managerial levels of the organizations towards the underlying ranks. However, the leadership has to bless the subordinates with enough energy so that the organizational efforts must carry on, and with the passage of time, the element of communication in the organizational culture has grown in terms of its importance to determine employee retention in a specific corporate setup.
Additionally, the role of human resources has expanded both in depth and width as well in the organizational pretext of the 21st century. The human resources management has to strike a proper balance between the strategic needs of the company, and the current skill set of the employees. Secondly, the relevant functional managers have to retain the workers as well because growing number of leaving employees will cause hindrance in the process of recruitment in the future as people will consider the company as a bad place to work, and the hiring as a function is an expensive process to say the least as well.
The learning organizations are considered as the best ones by the managerial scholars because they provide the employees with adequate opportunities to better themselves, and in the developed parts of the world, the organizational participants have the keen interest in finding creative and difficult jobs those can provide them with the prospects of professional and personal growth as well.
The human resources department creates the organizational working environment, and therefore, the survival of the setup wholly and solely depends on the managers’ competency to interlink the strategy with the company’s norms. The element of change is always acting as an integral part of the organizational science, and the human resource department has to cultivate social and psychological support for the project within the minds of the employees in order to convert the journey of transition into a smoother and efficient one as well.
The strategic role of human resource management did not emerge as an outcome of progressive organizational mindset, but the managers had to move to such a positive direction due to a change in the corporate culture of the entire world that was in receipt of globalization’s demeaning interventional force.
The human capital as a collection of different skills had to contribute towards organizational success, and the managers had to rely on their teams in order to conduct effective decision making, and as the time is passing, the companies are flattening themselves in order to having familial environment in the offices.
The organizational science has come to acknowledge the contribution of human factor regarding the need to sustain an organization, and the presence of employees is a prerequisite for organizational growth and development. The operations of human resources provide assistance in enhancing organizational commitment in the workers through offering of different incentive in this regard, and the department has to change the attitudes, behaviors and believes of the people in order to serve the strategic needs of the organization.
The human resource management as a science focuses on the need of winning the hearts of the employees rather than the minds because the organizational love will cause the workers to remain acting as modern slaves, and the human resources policies those are going to let the participants live in the illusion of empowerment will create commitment towards the company. However, the jobholders may have to consider opening their own businesses as the entrepreneurial projects are appearing as child’s play with the passage of time due to technological improvements.
The employees have to do jobs in order to raise substantial financial resources in order to back up their commercial endeavors, and the job turnover is growing because the employees realize that they are making the stakeholders richer behind the veil of modern organizational structure and culture those promote employee centrality as a means of using skills of the people to serve organizational purposes, and eventually, the senior employees will open up their businesses.
The experienced employees develop a sensation that informs them, they are working as subordinates under people who are having less brilliance and visionary capability than they do, and therefore, the time of leaving their jobs is nearing. The employee turnover is an inevitability that the relevant manager has to keep in his or her mind, and succession planning is necessary in order to prevent the organizations from experiencing unneeded bumps and bruises when an employee leaves, and the human resource department has to start its operations from recruitment nevertheless.
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