HRM Practices Journal

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Human Resource Management manages the workforce of an organization mostly referred to as human resource. Human resources make a very significant aspect of business organizations. To enhance the human resources of an organization the HRM has various obligations in developing this important input to an organization functions. The HRM is obligated with attraction of human resources, selection them, training them, assessing employees, and making informed decisions on how to rewards them accordingly. The practices of HRM are done with respect to various factors such as organizational culture, organizational leadership, and employment or labor laws that prevail. The HRM is also responsible for controlling employees and protecting the organization’s human resource from the influence of any existing labor unions. In this paper, the HRM practices would be analyzed as portrayed in five articles. The articles shows that the HRM has a universal role in various companies but their practices may differ from one organization to another due to the influence of various factors that differ from one organization to another. The duties of HR are performed by trained personnel who are HR professionals while in some other cases the HRM team consist of no-HR personnel thereby contributing more to the variation in HRM practices.

In the article “Workforce localization in emerging Gulf economies: the need to fine-tune HRM,” Forstenlechner (147) tries to identify the relevant recomentation for employees localization within the Gulf economies and isues surounding HRM practices in general. HRM practices in localization plays a key role in influencing the function of organization through organization of workforce. Recruitment of workers to the retention of employees has been a major issue. This recruitment and retantion is a practice of HRM and an issue which Forstenlechner suggest that it needs to be addressed. In the UAE, best practices of HRM are yet to be establsihed. Forstering localization  is a requirement and organizations need to adopt potential steps that can help forstering of localization. HRM practices need to be positive in making localization decisions. Realization of HRM poor practices in localization and in other organizational activities

The employees of an organization can view the commitment or support of the HRM through their good practices. Through such perceptions, employees can gain motivations and work better to achieve higher goals (Forstenlechner, 139). Meyer and Smith also establishes that the perception of HRM are largely related to the normative commitments of employees to their organization and the relationships between HRM and employees commitments  are mediated by organizational support and procedural support perceptions. This argument imply that employees of an organization would be productive with respect to the HRM practices from which the perceptions of the employees lie in terms of the amount of support the HRM has for them. When employees perceive that the HRM has little or no support to them, they would feel neglected by the organization thus the HRM practice becomes an issue in this case (Forstenlechner, 148). The feeling of hardly being part of the organization may decrease their overall performance thus contributing to a lower productivity of the organization. The issue can be avoided by employing HRM practices that employees feel part of the organization and any other system, which is important to them.

            In another article, “Effects of HRM Practices on its Usage,” by Lee Chei and Lee Chay, the issue of discussion is information technology and the HRM practices in leveraging human resources. IT has the power to influence the ability of human resources by HRM practices play a significant role in affecting the IT usage influences human resources. In the article, the study results establishes that those organizations utilizing internal IT capabilities have their HRM practices, in form of employee participation, defining jobs as well as extensively established training to enhance IT usage by all employees (Lee Chei and Lee Chay 83). Organizations making use of external information technology capabilities only have internal career opportunities as significant in assessing IT usage. The HRM practices are very crucial in achieving organization’s success since they provide important utility to an organization beyond the satisfaction of the organization’s employees and agencies. The work of IT in strengthening HRM practices is to boost training programs, provision of great incentive systems, and encourage or enhance employee participation through improved communication systems within an organization. Poor communication would be an issue since without initiating effective employee participation; most of the employees would be demoralized significantly. Lee Chei and Lee Chay propose the inclusion of IT within HRM systems and practices to make employees feel involved through their contribution with the use of improvised network systems within their organizations. Internal IT support usually stimulates higher usages of IT and has higher effect on HRM practices and employee support than external IT support and thus the internal IT system is mostly advocated (Lee Chei and Lee Chay).

            HRM practices can be positive or negative as established by the above articles. The practices can be enhances by the use of innovative technologies as Lee Chei and Lee Chay suggests as a way of promoting employee involvement. In the article, “HRM practices and knowledge sharing: an empirical study,” by Fong, Ooi, Tan and Lee, HRM practices has a significant relationship with knowledge sharin.............


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