Employee management in HM Essay Example | Topics and Well Written Essays - 3000 words

Employee centering in HM - Essay ExampleThe present-day HRM approach refutes this false belief and asserts the view that employees can rightly be considered as very valuable assets which ar the major players in the achievement of organizational goals.There has been a lot of controversy about the alignment of HRM practices and establishment of dodging with the goals of the organization (Caldwell R. 2004 Ulrich, 1997 27). In theory, this sounds plausible, although in practice it requires a significant reorientation in the conventional flurry of the personnel function. Ulrich has captured the scope of this new role when he argues that HR professionals become strategic partners when they participate in the address of defining the business strategy, when they ask questions that move the strategy to action and when they design HR practices that align with the business (1997 27). Unfortunately, Ulrich is around vague in describing how this role change can be practically enacted and em pirical evidence of the emergence of new strategic roles is often contradictory (Caldwell, 2003 CIPD, 2003 Gennard and Kelly, 1997).One of the distinguishing characteristics of HRM is that it seeks to transform the often disparate array of policies associated with traditional personnel management into a strategically co-ordinated or integrated set of policies and processes that improve organisational transaction (Caldwell R. 2004). Where this has been achieved there is empirical evidence that organisational performance can improve (MacDuffie, 1995). Conversely, when HRM is unable to affirm its integrative ambition, it loses much of its significance as a characteristic approach to people management and becomes old-style personnel management a collection of incidental techniques without much internal gluiness . . . a hodge podge (Druker, 1961, quoted in Sisson, 1995 87).Main Functions of HRMAll the models of HRM, whether American or European, are based on the third basic functions of HRM which are Recruitment and Selection Performance Evaluation/Management and Rewards Management & Career Growth. These are discussed in detail in the following textRecruitment & SelectionHuman resources recruitment and plectron decisions are widely regarded as virtually of the most important decisions made in organizations (Ferris et al 1999). Furthermore, a principal focus of staffing decisions is the employment interview, so it is appropriate to examine this decision-making tool with respect to influence and politics. seek has continued on how influence manoeuvre in the employment interview affect interviewer decisions, following some of the suggestions for future research proposed by Ferris and Judge (1991). Kacmar, Delery, and Ferris (1992) conducted an investigation that was designed to assess the relative effectiveness of 2 types of influence tactics used by applicants on interviewer decisions. They found that interviewers gave higher ratings and recommendations for j ob offers to applicants who employed self-promotion tactics than those who used ingratiation-type tactics (Ferris et al 1999).To illustrate this further, in a carefully conducted investigation, Stevens and Kristof (1995) reported evidence of