Human Resource Management Learning Sessions
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Human Resource Management
This paper seeks to relate the learning objectives of the program sessions with the literature reviewed for each session. There is a need to establish concrete relationship between the resources for the session with the purpose and objectives of learning. The literature reviewed throughout the session contributes to the growth and success of the session, building up on the knowledge gained and development of the course. The relevance of the study to the general sections of the course material discussed here.
Learning Session One
Khawaldah (2014), presented relationship between strategic planning and human resources and its impact on the quality of services in the banking sector of Jordan. His work investigated the relationship between human resource management and strategic planning and its role on service quality. The study measured the value added by human resource in strategic direction in the industry that applied human resource and strategic planning.The study establishedthe significant effect of the strategic planning of human resources in the selection and appointment with quality of service provision.
Areiqat, Abdelhadi, & Al-Tarawneh (2010), in their work, explored the importance of the shift in human resource services and the integration of human resource services with the strategic policies. There is a swing across the traditional way to the vital form of planning and management which human resource plays a crucial role in through its activities. It is a human resource that can identify the required talents and competencies that would ensure strategic processes in an institution. García, Martín & Sánchez (2013), in their work, explained the relationship between human resource and organizational performance from a process perspective. They conclude that there is the importance of human resource management practices to the strategic fit in an organization.
Analoui & Samour (2012) discussed the role of the manager in strategy formulation. It detailed the characteristic of a manager and their role in the process of policy formulation. The manager's perceptions and attitudes toward developing and implementing effective strategies in an organization are critical in the contribution to process awareness. The research is important in informing the role of a human resource in the formulation and implementation of strategies. The management must be aware of the strategic management process and the importance of human resource functions to strategic formulation.
Dashgarzadeh, Momeni, &Taghavi (2012), argued that human resource management should have a significant impact on the organizational strategy, as human resource pool and capital are essential aspects in corporate operations. Dashgarzadeh, Momeni, &Taghavi (2012), found that human resource management is of vital importance to the organization and is instrumental in developing strategic capabilities. Fernando, Pedro & Gonzalo (2013), states that workforce diversity is one of the main obstacles in organizations today for human resource. Managing a diverse workforce requires a complete overhaul of human resource strategies. They suggest that deeper understanding of diversity in the workforce is necessary to measure its effect.
Learning Session Two
Banerjee (2013) argues that sustainability of technologies in firms focuses on improving outputs while maintaining the inputs. He developed a six staged model for sustainable human capital. He shifts the traditional view of human resource in terms of capital measured in terms of level of education and the extent of experience to a more holistic way, inclusive of human factors and any related experience. The model was proposed to assist companies in improving employee satisfaction and performance and advancing the innovativeness of the firm in terms of quality and quantity of technology and societal well-being of sustainable products and services.
The study builds workforce as a durable capital and extends to bridging theory and practice, providing a framework for knowledge-building organizations, relational wealth, or value created by and for a firm. These values are established through its internal relations among and with employees. Lasting human capital begin even before hiring. Training and development, external partnerships and employee integretion, building internal consistencies through mentoring and employee's exit through succession planning (Benerjee, 2013). Managers can utilize lifecycle approach for product innovation. Incorporating human aspect to the approach designed offers methods for holistic engagement of employees’ company processes. This literature evolves its approach to shift thinking that employees are discrete individuals with differentiated skills that change over time.
Hashim (2010), presented research on human resource practices in an organization. Employees' commitment to work is influenced by many factors such as management styles within the group. Management of human resources and its effects on organizational commitment among selected employees need to be understood in different perspectives. Hashim’s study revealed that organizations frequently practice relevant approaches in their functions. An introduction to the different approach in HRM practices provides managers with the best way of handling and understanding their workforce.It is important that managers apply and understand the appropriate approach in managing employees. Employees regardless of who they work for are expected to be honest, trustworthy, and determined to strive continuously for the best. This study explored in-depth function of human resource based on authentic sources, as well as empirical evidence.
Learning Session Three
According to Fernando, Pedro, & Gonzalo (2013), workforce diversity is one of the main challenges for current human resource management in organizations. Workforce is of vital importance other than generic and homogeneous category that does not take into account diversities employees. The report presented a systematic review of the literature on employee diversity in strategic human resource management. The study explored the way in which workforce diversity is treated across different organizational cultures. Managing a diverse workforce requires a holistic transformation of human resource strategies. The treatment given to diversity in human resource in the paper “illustrate the present state of the art and future research lines in the fields of diversity, cross-cultural management” and strategic human resource management (Fernando, Pedro, & Gonzalo 2013).
Aslam, Ayub, & Razzaq (2013) on enhancing various group performance through employee involvement examined the “employee involvement on the relationship of workforce diversity and employees' group performance” within an organization. The study sought to explore the relationship of workforce diversity and group performance of employees. Aslam, Ayub, &Razzaq (2013) investigated the influence of employee participation in workforce diversity and group performance. They threw light and put forwards certain major reviews based on a wider literature review the importance of employee participation on group performance of employees. There exists a positive relationship among proposed variables by the authors as explained in the article by Aslam, Ayub, & Razzaq (2013). The study went on to present insights to management to apply the use of platinum rule “treat others as they want to be treated rather the golden rule “treat others as you wanted to be treated’.
Learning Session Four
Companies face challenges in attempts to create competitive advantage through their human resources. According to Gannon, Doherty, & Roper (2012) human resource is enhanced by insights into the concept of strategic business units in industries. The authors identified how strategic groups appear in the study of the methods and approaches of human resource shedding light on the value of strategic groups as a way of readdressing the focus on firm and industry level analyzes. Gannon, Doherty, & Roper (2012) demonstrated that strategic groups emerge from proper analysis of human resource practices and procedures used to develop human resource management as strategic human resources in organizations.
According to Gannon, Doherty, & Roper (2012), “Understanding industry structures and dynamics and analysis are apparent where particular industries place occupational constraints on their managerial resources and limit the range of strategies and expansion modes companies can adopt”. The study aims at enhancing theoretical understanding of strategic human resource management and aspects that will gear towards competitive advantage through human resources. The study was intended to engage companies with their executives' perceptions of the changes, and suggests companies’ progress to achieve competitive advantage.
Khawaldah (2014) on his part investigated the relationship between strategic planning and human capital and their resulting effectt in the banking industry. His study has used different statistical methods to conduct an analysis of the factors in the banking sector. The study found that there is statistically significant effect of the strategic planning of human resources in the selection and appointment with quality process as well as the presence of statistically significant differences.
Conclusion
The materials presented in this paper contribute substantially to the knowledge of human resource management and functions. The materials help in the connection of concepts and the real practice. The contribution by the authors can be used to build on new models, concepts and even influence human resource practice and strategic development and formulation of the company and an organization. Some of the reviewed journals in this paper present the actual field observations and longitudinal studies, which give practically applicable insights that, can help organizations and managers in the functions and duty for strategic development. The articles collectively contributed to the achievement of the anticipated learning objectives and the general understanding of human resource concepts and practice.