Impact Of HRM Practice On Organization – Research Paper

Importance of HRM Practice in Organization

Discuss about the Knowledge Management Initiatives Strategy In Small.

In this research paper, Impact of HRM practice on organization has been taken into consideration. Human resources management is an important department of the organization that makes people who work there, to responsible towards direct and indirect organization goal. If proper HRM practices are undertaken then it may not only create competitive advantage and core competency but also result in increased outcomes of business.

Human resources management has become necessary department of a company which allows it to overcome all the possible issues in the management of employees. It deals with the following points such as employee’s motivation, safety, wellness, benefits training and administrative compensation, organization development, and training of employees (Kasemsap, 2017).

The impact of Human resources management and HRM policies on the employee’s productivity is significant for the achievement of set objectives and goals of the complex business.

HRM practices analyze all the key issues and problems faced by employees in the organization and pursue them to perform better and effective manner. It indulged in managing, recruiting, selecting and staffing of employees in the organization (Olson, et al. (2018). If proper recruitment, selection, and staffing process are not undertaken then it may destruct the business process of organization. The motivation of employees also depends upon the training program and rewards system introduced by the organization. If HRM practice is not implemented in organization then it will increase the complexity of the process system and will also result in mismanagement of the organization (Briscoe, Tarique, & Schuler, 2012).

There are several benefits which organization could undertake after adopting the HRM practice in the business process such as increased productivity, high motivation to the employee, reduction in employee turnover and reduced cost of capital.  It could be determined as the function to guiding employees, to obtain competencies to achieve the organization goals and objectives Veloso, Tzafrir, & Enosh, (2015), However, in order to this, HR to be successful, it is required an employee to comprehend their present and future expectation to develop their abilities and exploit to maximum potential. It will increase the overall productivity and efficiency of the business. HRM practice is based on the quantitative analysis to make sure that right sort of employees are available in the organization when needed. It focuses on creating and influencing employees to put extra efforts for the betterment of the organization (Briscoe, Tarique, & Schuler, 2012). The HRM of the organization analyze all the internal and external factors which affect the employees (Sani, & Maharani, (2015). After that, employee’s oriented policies are framed to motivate employees to motivate them to put extra efforts. If employees do not feel satisfactory while working in the processing system of an organization then it may destruct the quality of the services and products of the company at large (Ulrich, et al. 2005).

Benefits of HRM Practice in Organization

The main impact of HRM practice on the organization would be based on the core competency of employees to perform work. HRM motivate employees to work efficiently and mitigate their organization issues in best efficient manner. In addition to this, it also establishes the proper nexus between organization’s goals and objectives with the employee’s development.

The development of the organization is based on the training and development of employees. Human resources management of organizations evaluates all the internal and external factors which could be used by managers to implement proper training programs (Vermeeren, Kuipers, & Steijn, (2014). This process will not only strengthen the employee’s performance in the process but also make them more employable. Therefore, HRM department is set with a view to promoting employees to work ethically and efficiently. However, proper training program implemented by HRM is used to make employees more employable and suitable for the process work of the organization. Therefore, it could be inferred that proper HRM practice needs to be aligned with the business strategy and organization development (Scullio. & Collings, 2011).

The training and development of employees are the key supporting factor to make employees more employable. The main components of the training and development of employees is staff training, staff expedition and orientation. After that, it field supervision and supervision is done by the management to assess the employability of the employees. In the end, accurate assessment, evaluation and feedback is used in the training and development process to identify the shortcoming in the implemented training and development process of organization (Vermeeren, Kuipers, & Steijn, (2014).

Employees are the key pillars of the organization. They should be motivated by the organization in timely manner either by reward system or by providing them work satisfaction. Company by establishing nexus between employees’ growth with the organization development could set a good motivation for them (Ulrich, et al. 2005)

There are several responsibilities of the Human resources management of organizations which includes training and development of emplyees, evaluates all the internal and external factors and make employees more employable for the benefit of the organization and employees at large.

The strength of HRM practice and turnover

HRM practices focus on the increase the overall productivity and turnover by strengthening the employees’ performance. It is considered that if employees are shown proper direction, training and motivation then they will tend to put extra efforts in their work process. The main impact of HRM practice on the organization is related to motivate employees, managing the business process system and reducing the employee turnover (Vanhala & Ritala, 2016)

Training and Development of Employees

HRM practice provides clear instruction and motivation program for employees. It endeavoured towards creating employees oriented organizational culture so that employees could put extra efforts to increase overall outcomes and productivity at large Donate, et al. (2016),  HRM of the organization evaluates various factors such as motivation to employees, hiring of experts employees and reducing the employee turnover. It also focuses on the establishment of organizational development with the employee growths (Kavanagh, and Johnson, 2017.).

It is observed that the organization culture, internal and external factors may affect the employees and company and nature of business have not been taken into consideration. The impact of HRM on the organization is also influenced by other factors such as policies, rules, and organization process system and organizational culture. If proper HRM practices are undertaken then it will increase the overall employability of the employees, development of the training and development program for employees. However, due to the word limit and extent of research, descriptions of these points are not done in this research paper. The main focus of this research is to identify how HRM practice would give the positive impact on the business functioning of the organization (Donate, et al. 2016).

This research method reflects the technique used to gain the pertinent data on the Impact of Human resources management on the organization. In this research, primary and secondary data sources would be used to collect the valuable data. In this research, observation, seminars, monkey survey and personal meeting with the employees and management of various companies would be done as part of primary research method. However, secondary sources such as the use of journals, official gazettes, and other documents would be analyzed to collect the quantitative and qualitative data of the research. Moreover, in this research, positivist philosophy would be used to gain the factual knowledge on the research topic. The quantifiable and qualitative research has provided the deep understanding of the research topic by employing the trustworthy measures such as observation and qualitative methods. It is most suitable for the study because quantitative information is highly supported by the positivist philosophy (Khan, 2015)

The research method has been used to collect the data from the target respondent in this research. In the same relevance’s, two research methods such as primary and secondary research methods have been used to collect the data. The primary research method is used by the researcher to collect the information from the originators by involving the variety of the research methods. The primary research includes the personal contact with the person or respondents who are selected in this research with a view to obtaining relevant information (Scullion, & Collings, (2011).

Responsibilities of HRM in Organization

The reliability and validity of this research support the trustworthiness and accuracy of the data collected. It supports the literature section and assists in gaining adequate information on the research topic. 

The research ethics is highly dependents upon the validity, authenticity, reliability of the research work. It defines the values, norm and guidelines which play important role in the research process. It significantly assists in gaining information from the respondents and at the same time strengthens the confidentiality of data.

This research conducted on the impact of Human resources management on the organization. The main limitation of the research is wide feedbacks and its impact on the numerous numbers of employees. It is evaluated that while gathering data from the respondents, we have lack of faith that whether they would provide the confidential personal information in filling online questionnaires. In addition to this, a researcher also faces issues in gaining authentic information from the authentic secondary sources due to the copyright issue. However, with the changes in historical data or amendment in work culture, this research work may need be varied with the changes in organizational culture (Hill, 2008).

In this research, projects seek an answer to the question whether the HRM practice would provide the negative or positive impact on the organization. This research topic allows the researcher to gain the pertinent information and look forward to the situation which has not happened yet (Veenendaal, & Bondarouk, 2015). This research will allow the organization to increase the overall outcomes and maintain effective management of employees. However, it has divulged that the impact of HRM practice on the organization will be positive which will reduce the cost of production and increase the overall productivity in determined approach (Hassan, 2016). 

After analyzing all the collected data from the various sources, it could be inferred that HRM practice will put the positive impact on the organization. However, in case of small organization, it will increase the overall cost of production which may not be the good indicator for the future growth of the business. Nonetheless, in case of the big corporation, HRM practice focuses on reducing the complexity of the business process and motivates employees in best efficient manner.

References

Briscoe, D., Tarique, I., & Schuler, R. (2012). International human resource management: Policies and practices for multinational enterprises. Routledge.

Donate, M. J., Peña, I., & Sanchez de Pablo, J. D. (2016). HRM practices for human and social capital development: effects on innovation capabilities. The International Journal of Human Resource Management, 27(9), 928-953.

Hassan, S. (2016). Impact of HRM Practices on Employee’s Performance. Int J Acad Res Account, Finance Manag Sci, 6, 15-22.

Hill, C. (2008). International business: Competing in the global market place. Strategic Direction, 24(9).

Kasemsap, K., (2017). Organizational learning: Advanced issues and trends. Knowledge management initiatives and strategies in small and medium enterprises, pp.42-66.

Kavanagh, M.J., & Johnson, R.D. eds., (2017). Human resource information systems: Basics, applications, and future directions. Sage Publications.

Khan, M. T. (2015). Human Resource Development (HRD) Concept from Narrow Organization (HRM) Based on Wide Socioeconomic Perspective.

Olson, E. M., Slater, S. F., Hult, G. T. M., & Olson, K. M. (2018). The application of human resource management policies within the marketing organization: The impact on business and marketing strategy implementation. Industrial Marketing Management.

Sani, A., & Maharani, V. (2015). Relationship between Human Resource Management (HRM) Practices and Organizational Performance Moderated by Organizational Commitment. Australian Journal of Basic and Applied Sciences, 9(7), 185-188.

Scullion, H. & Collings, D., (2011). Global talent management. Routledge.

Ulrich, D., Brockbank, W., Yeung, A. K., & Lake, D. G. (2015). Human resource competencies: An empirical assessment. Human resource management, 34(4), 473-495.

Vanhala, M., & Ritala, P. (2016). HRM practices, impersonal trust, and organizational innovativeness. Journal of Managerial Psychology, 31(1), 95-109.

Veenendaal, A., & Bondarouk, T. (2015). Perceptions of HRM and their effect on dimensions of innovative work behavior: Evidence from a manufacturing firm. Management revue, 138-160.

Veloso, A., Tzafrir, S., & Enosh, G. (2015). How employees perceive HRM practices: Differences between public and private organizations. Human resource management challenges and changes, 19-36.

Vermeeren, B., Kuipers, B., & Steijn, B. (2014). Does leadership style make a difference? Linking HRM, job satisfaction, and organizational performance. Review of Public Personnel Administration, 34(2), 174-195.

Zhang, J. A., Edgar, F., Geare, A., & O’Kane, C. (2016). The interactive effects of entrepreneurial orientation and capability-based HRM on firm performance: The mediating role of innovation ambidexterity. Industrial Marketing Management, 59, 131-143.