Understand Define Human Resource Management-Myassignmenthelp.Com

Question: Discuss About The Understand Define Human Resource Management? Answer: Introducation After going through this study, I was able to understand and define Human Resource Management (HRM). The knowledge acquired through reviewing definitions from many scholars assisted in definition. For instance, it is clear that HRM deals with involving people productively so as the organization can be able to achieve its strategic objectives as well as achieving the employee satisfaction (Stone, 2013 p. 4). HRM will also deal with the activities in the organization that involves people. It is therefore a department that is established in the organization to overlook the employees welfare and their finance (Boxall Purcell, 2011 p. 1). I have had an experience with POSB Bank Singapore as an accountant. The HR manager and his team always regard the employee as an important asset (Fulmer Ployhart, 2014, p.161). The department is headed by the HR manager who has some roles like employee advocate and the organization ambassador. HRM has a number of activities that it is carries one being Job analysis, human resource planning and minding the relationship of the employee among others. A strategy and strategic HRM HRM contributes to the business effectiveness in the organization. This is the reason as to why HR professionals use the term HRM. A strategy is a plan of action or a policy that aims at achieving certain goals for an organization. These HRM strategies are supposed to be contingent on context and circumstance. They should align with the main goal of the organization (Marler Fisher, 2013, p.18). In POSB bank, there were a lot of strategic plans that were laid. Many were to ensure sustainability of the bank. The HR played a very great role as an administrative expert and as an employee partner who was an agent of change as well. The strategies that the management laid were achievable through the strategic HRM and employees engagement. The strategies would define the direction in which the bank intended to move. Strategies would then provide the ways to get to the destination within the stated time (Bakker, 2017, p.67). HRM can be strategic According to the knowledge I got from the Model of Dave Ulrich, HRM can be strategic because it involves strategic focus, people, operation focus and processes. For instance, in POSB bank, the HRM is concerned with employee, that is people, action plan for action and directing the processes that are within the organization. This means that HRM is strategic. Having these activities and roles as HR, he is expected to make implementation through provision of service aimed at following the laid strategies towards the strategic objectives of POSB Bank of Singapore (Albrecht et al., 2015, p.07). Conclusion After reading the slides and listening to the podcasts, I came to conclude that HRM is actively involved in the strategic planning of an organisation, for this case, POSB Bank, Singapore. HRM does this through employee engagement which is aimed at achieving desired organizational outcome. (Schuck and Wollard, 2010 p.15). People in the organization provides manpower. According to the HRM experts, people are the most important asset that an organization can secure so as to realize its strategic goals (Sparrow, 2013, p.99). HRM will then guide the people in the organization such as POSB bank to device and follow the strategies. Reference Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35. Armstrong, M. Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers. Bakker, A.B. (2017). Strategic and proactive approaches to work engagement. Organizational Dynamics, 46(2), pp.67-75. Fulmer, I. S., Ployhart, R. E. (2014). Our Most Important Asset A Multidisciplinary/Multilevel Review of Human Capital Valuation for Research and Practice. Journal of Management, 40(1), 161-192. Marler, J.H. Fisher, S.L. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), pp.18-36. Sparrow, P. (2013). Strategic HRM and employee engagement. Employee engagement in theory and practice, pp.99-115. Stone, R.J. (2013). Managing human resources. John Wiley Sons Australia.