Understanding & Managing Organisations Essay Example | Topics and Well Written Essays - 3000 words

Understanding & Managing Organisations - Essay ExampleUnderstanding and Managing OrganisationsAs such, human resourcefulness (HR) has to find means wherein the management of concourse becomes the foundation for the success of the organisation (Boxall & Purcell 2003). In this regard, this study will look into HRM, its meaning and functions and on how strategic HRM becomes an substantive development in the field. From this perspective, the study will focus on pentad aspects of HRM, namely, resourcing, employee engagement, job design, employee development and leadership. This is undertaken with the purpose of gaining more insight and better understanding of HRM. The piece will be having the following structure. The first section will deal with the nature of HRM. This will provide the framework in which the five related functions of HRM atomic number 18 appreciated. The second part will deal with whatever questions pertinent to the five aspects of HRM, which is the focus of the st udy. This is essential as it affords a way wherein some concerns relevant to these five functions may be clarified. Finally, the third part will be the conclusion. In the end, it is the aim of the writer to be able to produce a cleargonr vision of the affinity between organisational behaviour and HRM. HRM Its Nature and Definition Before, HRM has been concerned with administrative functions in people management. However, with developments in technology, HRM administrative functions are no longer its main concern, just it is now focused on coming up with strategies that position the right staff in the right job at the appropriate time and carrying break through task effectively. (Lawler & Morhman 2003). As such, human resource management is strategic and coherent approach to the management of an organizations most(prenominal) valued assets the people workings there who individually and collectively contribute to the achievement of its objectives (Armstrong 2006, p 2). Observabl e in the definition is the notion that people are considered to be as the most valued assets of the organisation, this position breaks from the traditional perception that employees are deemed as costs rather than assets. This is a significant condition because there are some who are claiming that there is a difference between HRM and human capital management (HCM) and that the main difference between the two is the actual practise (Armstrong 2006). It is contended that HRM also sees personnel as assets, however, since they have several concerns, only a few of HR people admits in implementing the philosophy and belief system underlying HCM (Armstrong 2006). On the other HCM uses measurable data to come up with policies, strategies and programmes that will help the management develop the right training, learning and opportunities that will further improve the employees. Nonetheless, although the dialogue regarding the difference between HRM and HCM is continuing, what is necessary is that HRM and HCM may be combined in order to with better HR policies, strategies and programmes that best suit the needs and goals of both employees and the organisation. With people as valuable assets as its ethos, HR works within a system wherein there is a clear HR philosophy that serves as a guide to managing people. It also has to have clear HR strategies that will lead HRM to its goals and vision. Likewise, it has to have HR policies that will set as the standard in addressing HR concerns while HR procedures are necessary concrete methods or processes adopted by the organisation as it implements HR policies. At the same time, there are