Organization’s Manpower” Human Resource Management

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Human resource and how it relates to management process

            Even with the stability with which speculative and normative associations linking human resource management and business intensity performance products are attained, pragmatic researches that tie the two are thin (Pynes, 2004). The way in which a firm manages its human resources in increasingly recognized as centrally important to the execution of its strategy.  It is through human resource activities, specifically with respect to human resource planning, hiring and employee development, have a positive effect upon performance—in the form of labor productivity.  Studies show that even with the foundations of industry, capital intensity, unionization and technology under control of the whole management; human resource is the best way in building a pyramid of manpower which is considered as the greatest asset of any organization.  Among physical resources (e.g. assets and technologies), organizational resources (e.g. reporting structures and cultures) and human resources, the latter appears to represent the know-how including the skills of individuals working in an organization (Pynes, 2004).

The value of HR in helping managers

            As mentioned earlier, the impact of human resource and its ability to make an organization ‘active’ connotes its importance. Human resource defines the efficiency of an organization and measures its ability to utilize its assets (Pynes, 2004).  As Penrose (1959) points out, “firms are heterogeneous when to the outputs they create, even when the inputs utilized are substantially similar.”   In essence, organizations will differ in the ways they use and combine their factor inputs, consequently yielding outputs where ‘services’ cannot be predicted, parallel with their level of productivity (Mathis & Jackson, 2007).  Managers who handle well with human resource and adopt effective HRM policies are more likely to achieve superior gain compared to others who lack the certain manpower guild.

Aside from that, the very fact that there exists ‘human distinction’ will also vary the results of every manpower or human resource. Nelson and Winter (1982) argues that such idiosyncrasy in human resource necessity is able to create more efficient or attractive outputs as a way on how these individuals utilize their resources (Pynes, 2004).  This also brings light on the level of choices that the management will achieve—more valuable choices the better—and get a grasp on a wider array of talent and a larger scope of human facility with superior feat.

Human resource management line of responsibilities

 An HRM model highlights the magnitude of motivation on workers, developing worker performance, and enhancing its capabilities. A vital objective of human resource management strategies could be articulated as establishing policies which will trigger the utmost skill of every member of the organization. Planning, organizing, staffing, directing, coordinating, reporting and budgeting—are among the essential organizational management aspects that should be tied between by management towards the human resource (Pynes, 2004).

Human resource as a competitive advantage to companies today

            The tight competition in the market today builds a race towards excellence among business tycoons.  Relying on just tangible assets and resources would flunk the business as creativity and human resource advancement are placed on a pedestal of advantage.  The skills and abilities embedded in the human capital of an organization are well thought-out as an asset that continuously grows. Labor productivity, for one, can be utilized at its best by firms given the policies that best suit the capacity of their workers (Mathis & Jackson, 2007).  The simple logic of ‘two heads are better than one” applies on such strategy. The present business climate of job opportunities, companies are always under the constant threat of losing their core people, and therefore essential human resource is business knowledge and a positive feature.

References

Mathis, R. L., & Jackson, J. H. (2007). Human Resource Management (12 ed.): South-Western College Pub.

Pynes, J. E. (2004). Human Resources Management for Public and Nonprofit Organizations (2 ed.). New York: Jossey-Bass.

 

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