HR Management and HR Development Management

HR Management and HR Development
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Introduction
Human resource management and the human resource development process both play a key role in the performance and productivity of positive organizational outcomes. Through these report findings, we show how each of the functions in human resource management and those in human resource development functions can play a significant role in the success or failure of a business’ objectives. As a management in an organisation, enough effort should be placed in the HR management strategies as well as those in HR development to meet the needs and objectives of the company.
HR Management
Human resource management involves the use of strategies, policy-making and training in the administration of a business that ensures the best performance of the employees within the business. The Human resource department achieves this through skill-enhancing practices, motivation enhancing practices, opportunity enhancing practices which all depend on human capital to meet the objectives and required outcomes for the business (Jiang et al., 2012).
These functions include :
i. HR procurement Process and staffing
The HR department is therefore concerned with the best performance and productivity of the human capital available for the business. Through procurement practices, the department is responsible for acquiring the best resources that ensure the company’s objectives are met. The Department plays a little part in meeting the employees’ needs by only ensuring employees are paid on time and that they have the necessary resources to deliver on their roles. For this reason, the HR department through the management of human resources is responsible for the outcomes of the organisation through the talent acquired.
ii. Employee socialisation and conflict resolution
In most cases, personal relationships between employees grow and spiral out of control such that they affect the productivity and performance of the employees within a business. It is the responsibility of the Human resource to ensure that these relationships do not affect the business objectives in any way. The HR department can therefore mediate disagreements between the afflicted parties as well as developing a solution that ensures both parties’ relationships does not affect the productivity expected on their roles (Boxall & Purcell, 2011). The HR also reviews human rights violations and harassment claims within the workplace to ensure the human capital, time and value are best utilised during working hours.
HR Development
Human resource development presents opportunities for the employee through knowledge development and nurturing for the employees to provide value to the organisation. The development function is also a part of the human resource management functions of the human resource department. These strategies help in improving the effectiveness of the employees in terms of skills and enhanced performance for the company.
i. HR training
Once new employees are brought into the organisation, the HR management team is responsible for getting the new employees on-boarded onto the team. Ultimately, new employees must learn how the company operates. These employees must also understand how their roles impact the collective goal delivery and productivity in the organisation. So the training process helps in establishing relationships between the different employees and departments in the organisation.
ii. Show organisational support
The overall organisation outcome depends on the employee feeling on how they are treated by the organisation. For an employee to be fully motivated, they need to feel appreciated and that their activities and roles are of value to the company. This, therefore, requires the organisation to give support to their employees through meeting the career goals for these employees. Talented professionals want to be part and work for a company that will help them build their skills, talent and knowledge that allows them to further their career. Abou-Moghli (2015) without this type of support, more often than not, the employees feel under-appreciated and will result in less productivity in their assigned roles.
iii. Organisational climate
This is what or how the employee perceives about the organisation based on how they are treated by the superior management and human resource department. The employee in an organisation needs to develop personal relationships between their senior management and the HR department. Through these relationships it allows every employee to put extra effort into meeting the organisation’s objectives first. However, in a company structure following a hierarchical culture, it becomes difficult to communicate with members higher up in the management of the business. This therefore reduces or limits the productivity of the employees even though the organisation climate varies between employees. Vermeeren et al (2011) A positive climate and great working relationships motivate employees to show up to work early and work hard which results in productivity and positive company outcomes.
Conclusions
Different strategies within the human resource department can be applied to improve the performance and productivity of employees within an organisation. This report lists out strategies like skill-enhancing and motivation-enhancing opportunities that best promote the service and value delivery from employees in a company. The best strategy however is by ensuring that the employee’s needs are heard and met through each cycle to best ensure productivity and performance boost for the company.

References
Abou-Moghli, A. (2015). The Role of Organizational Support in Improving Employees Performance. International Business Research, 8(2). https://doi.org/10.5539/ibr.v8n2p198
Boxall, P., & Purcell, J. (2011). Strategy and human resource management. Macmillan International Higher Education.
Jiang, K., Lepak, D., Hu, J., & Baer, J. (2012). How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms. Academy Of Management Journal, 55(6), 1264-1294. https://doi.org/10.5465/amj.2011.0088
Vermeeren, B., Kuipers, B., & Steijn, B. (2011). Two Faces of the Satisfaction Mirror: A Study of Work Environment, Job Satisfaction, and Customer Satisfaction in Dutch Municipalities. Review Of Public Personnel Administration, 31(2), 171-189. https://doi.org/10.1177/0734371×11408569

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