Significant Role of HRM in an Organization-Myassignmenthelp.com

Question: Discuss about the Significant role of HRM in an Organization. Answer: Introduction This report contains the critical evaluation of the case study in which the organisation which is hospital in the case does not consist of the dedicated HRM and the same functions are run by the CEO and the finance manager because of which a lot of difficulties is faced by the organisation. The report discusses all the problems and the solution which should be done to resolve the same by the existing team running the role of HRM. The case study also includes the impact of another organisation of the same industry which has a sustainable HRM and thus the benefits and ease they attain due to that is compared to the latter one. It also discusses the establishment of the sustainable HRM and its key features which could lead to its smooth implementation. Meaning of Human Resource Management Human resource management may be defined as the linking of the human resources with defined strategic goals and objectives for establishing a business culture and improving business performance which encourages innovation and flexibility in an organisation (Marchington et al, 2016). HRM leads to formulation of organisational strategies and smooth implementation of these strategies which includes the following activities such as recruitment, selection, training and development of personnel. HRM has a major role in strategy formulation since it provides information about organisations internal strengths and weaknesses (Guest 2010). Courses of action to improve HRM There are various challenges which are faced by the organisation for which various courses of action are applied for improvement. The basic challenge is for the inconsistent application policies and practices of HR for which the CEO should ensure that the employee should have written documents which can illustrate it clearly if any departures is noticed inconsistencies are found the same can be resolved (Chuang Liao,2010). The document should be reviewed on timely basis to ensure reliability. The high level of staff grievances can be resolved by setting up a system in which employees should lodge complaints and one person should be assigned in each department to resolve the same and devise a confidential way to submit their grievances and a time frame should be established to resolve it. For reducing the absenteeism and turnover, CEO should conduct some motivational techniques and to encourage employee retention it can implement merit raises, promotions flexibility in timings emer gency care and provide various incentives (Lengnick et al, 2011). Staff shortages are unavoidable part of the organisation and to deal with the same address the causes of the reducing staff and enquire the same with the existing employees, the HR should improve the management skills and should consider more hiring to achieve the required labour (Reenen Bloom, 2011). Key Features of building a sustainable HR capability It is difficult to define the word sustainability since the world is dynamic but in simple terms it may be defined as meeting the demand and needs of the present without compromising the future. By creating a strategic HRM it establishes a link between business strategies and human resources of the company. HR function plays an important role for business strategies to flourish because it provides the change management process and act as a main source for building the organisational structure (Abadesco, 2015). The building blocks of the social structure of organisation are the CEO and his management team. For building a sustainable HRM the following features should be worked upon: Time Based Strategy The policy which an HR should go for here is flexible timings, job sharing and part time working cultures. Culture change Strategies In this strategy the manager is trained for dealing with the employees and understanding the work life issues so the employee satisfaction is achieved. Service Strategy Employees in this strategy are provided with some services such as emergency care, onsite health and beauty services and some outing programs and leisure services. Money based Strategy - In this strategy employees are provided with peak incentives, vouchers and many other benefits for enabling flexibility in work life. Information Based strategy It is the policy in which employees are provided intranet and also provides relocation assistance. Sustainable HR practices includes motivation to employees and providing them training and designing a sustainable HRM system for ensuring development of employees and emphasizing to long term job security and providing them with proper compensation (Wright,2011). Conclusion The organisation and the HRM function should be different in an organisation for efficient implementation and to resolve the above issues. The emerging concept of establishing sustainable HR has effect on organisation performance and the HR functions (Anderson, 2013). HR contribution is very critical for business growth and for implementation of corporate strategy. The report contains a thorough assessment of the HRM and the organisation and creating of sustainable HRM by applying various policies and strategies. References Abadesco, EV. (2015). Strategic HRM Building organisational capabilities, HR matters retrieved from https://business.inquirer.net/202970/strategic-hrm-building-organizational-capabilities Anderson, V. (2013).Research methods in human resource management investigating a business issue, Chartered institute of Personnel and development, London. Chuang, C. Liao, H. (2010). Strategic Human Resource Management in Service Context: Taking Care of Business by Taking Care of Employees and Customers, Personal Phycology, 63(1), 153-196. Guest, D. (2010). Human resource management and performance: still searching for some answers, Human resource management journal, 21(1), 3-13. Lengnick-hall, C. Beck, T. Lengnick-hall, M. (2011). Developing a capacity for organizational resilience through strategic human resource management, Human Resource Management Review, 21(3), 243-255. Marchington, M. Wilkison, A., Donnelly, R. kynighou, A. (2016),Human resource management at work, Chartered institute of personnel and development, London. Reenen, J. Bloom, N. (2011). Human Resource Management and Productivity, Handbook of labor economics, 4, 1697-1767. Wright, P. Mcmahan, G. (2011). Exploring human capital: putting human back into strategic human resource management, Human resource management journal, 21(2), 93-104