The primary motive of this task is to define the role and significance of human resource management. HRM is considered the backbone of each and every company that helps in achieving long term mission and objects in the competitive market. HRM may be defined as a process of handling and controlling the workers in an organization and it can involve firing, hiring, motivating and training employees. Further, the paper outlines that how HRM theories such as resource based view theory, contingency theory and ethical approach play a vital and empirical role in exercising CSR practices and sustainability. The theories that are used by HRM help in running business activities successfully and efficiently. The paper also discusses that how various organizations such as Telstra, Wesfarmers and Woolworths maintain sustainable human resource management. The paper further defines that how these organizations hire and retain the workers with the help of sustainable HRM. More detail of the task has been detail below.
According to Briscoe, Tarique & Schuler (2012), HR management is a concept that used to explain proper systems devised for the administration of people in an organization. The responsibilities of a HR executive divided into three main areas such as worker compensation, staffing, and conniving work. As per Storey (2014) human resource management may be defined as a practice of hiring, recruiting, deploying, managing a company’s employees. HRM deals with various issues and concerns related to safety, wellness, benefits, performance management, organization development, training, employee motivation and others. Lengnick-Hall, Beck & Lengnick-Hall (2011) stated that HRM plays a tactical role in handling people, working environment and culture. It has been analyzed that HRM entails the highest and effective level of human resource management activities. HRM helps an organization to attain its objectives and goals by generating a favorable attitude among the workers (Chen & Huang, 2009). Along with this, an effective and dynamic HRM is focused on a strategic works and goals by improving and enhancing skills, motivation, knowledge and talents of the workers. Harzing & Pinnington (2010) noted that HRM plays a significant role in today’s era to conduct business activities and operations successfully and effectively. Apart from this, HRM focuses on increasing and enhancing employee commitment and provides intensive training and development coaching to the workers. The focus of an HRM may be increasing and enhancing the involvement of workers and empowering them. HRM provides decision making and power and roles to the workers to carry out the business actions in a hassle free manner. No company can perform well without maintaining sustainable and effective HRM (Sharma, Sharma & Devi, 2009). HRM team helps to develop and grow the business in a large extent and it also helps in attaining competitive benefits in global market. Aside this, strategic HRM is the practice of developing, attracting, rewarding and retaining workers for the advantages of both the organizations and individuals as well.
HR managers are well situated and significant to play a critical role in supporting their company attain its goals and objectives of becoming an environmentally and socially responsible firm. It helps in reducing its adverse effects and enhancing its favorable impacts on the atmosphere and community as well (Garavan & McGuire, 2010). As human resource management influences various business processes and key systems underpinning effective and unique delivery, further it is also well positioned to promote and improve a CSR ethnic and attain a high and effective performance CSR society. It is noted by Inyang, Awa & Enuoh (2011) that human resource management can be a firm partner to make sure that what the firm is saying openly aligns with how employees are treated in the corporation. Aside this, Human resource management also helps in promoting and improving the CSR activities and sustainability. HR managers can focus and handle the CSR plan execution and scrutinize its implementation proactively and successfully while documenting its growth and achievement through the firm. HR technology can provide support with a CSR program and process including minimizing the organization’s carbon footprint to advantage the planet. Creating a civilization of change and accountability begin with human resource management. It is stated that HRM focuses on three major areas of CSR may help to generate a cohesive and important map for the future and present. HRM encourages and improves the community relations including initiating reward programs, promoting community involvement, charitable contributions and practices. Moreover, guidance and development programs and plans that define the interconnection between the organization’s core products and services and the community at large and their core value to the domestic market. HR managers make policies, plans and strategies for the welfare of the various stakeholders within the organization. They enhance shareholder value and maximize employer brand recognition and goodwill in the competitive market (Bu?i?nien? & Kazlauskait?, 2012). HRM also encourages and implements green practice and further, HR managers celebrate success and growth within the organization. They communicate, collaborate and share the value of CSR to the community and workers. To promote and sustain a clear and unified international workplace, it is vital for the entire international labor force of a firm to be on a single, effective and attractive HR platform that permits for distributing a sound and effective corporate responsibility plan and process. Publicity about a success and growth create a mutual understanding of the corporate culture within each and every area that the firm serves. Along with this, domestic population knows that in addition to rendering employment, the firm takes an active and unique interest in and participates in domestic areas (Shen, 2011).
Resource based theory is used by HRM in the workplace. HRM theories help in seeking to maximize and enhance performance and productivity through a single, static and strategic plan is a fallacy. McIvor (2009) defines that resource based view is a administrative structure used to decide and identify the strategic resources with the capability to provide proportional advantage to a corporation. These resources may be exploited by the company to attain sustainable and unique competitive benefits. Michaels (2011) stated that RBV focuses and identifies managerial attention on the organization’s internal resources those capabilities, assets and competencies with the potential to render superior and dynamic competitive benefits. The resource based theory can be perplexing just because the resources may be used in various ways within everyday general language. It is a significant to distinguish strategic resources from other resources. With the help of this theory, HRM focuses on the internal capabilities and resources to overcome the competitors.
On the other hand, contingency approach is also used by human resource management to carry out the business functions and actions effectively. This theory suggests that most suitable style of administration is dependent on the context of the situation and that adopting a single, common and rigid style is inefficient and ineffective in the long term. The company claims that there is no best way to systematize a company, to lead a firm and to make unique and effective decisions. It is analyzed that contingency theory may also produce and develop more well rounded and dynamic leaders who are able to build and improve skills and talents in multiple areas. In this way, the firm is able to cope up and strive with rivalries globally (Guest, 2011).
One of the significant approach or theory that used by HRM is ethical approach. It implies concern for organizational and people ethics. This ethical approach is share with work ethics of the personnel serving in the company. HR has to be acquainted with specific staff qualities, rules, and norms through proper orientation, induction and CPD programmes. Both employees and organizational qualities and rules are predicted. The four ethical principles include the following:
Some kind of behavioral characteristics, work ethics system and manners are expected in handling and managing human resource in this theory. Thus, this theory could be designated as normative theory of HRM. This approach designates the normative environment at workplace which means that there is a self guided force in functions and operations (Collings & Wood, 2009).
Let’s talk about an example, it is noted that human resource team of Wesfarmers plays a major and imperative role in conducting business activities and operations widely. The HR team is devoted to render people related outputs that enable the business to attain excellent growth and strong and unique sustainable performance and productivity. HRM at Wesfarmers is also responsible to provide ample of social benefits to the workers in the workplace. HRM are focused team leaders with superior and dynamic interpersonal skills, capabilities and passion for rendering outcomes that lead to a highly engaged, committed and talented labor force. The company has developed and implemented innovative strategies such as staffing, assortment, induction, training, reward, performance development and compensation strategy.
Another example is Woolworths, it is one of the biggest and well known retail organizations in the Australia. The company has dedicated human resource department that focuses on the effective and unique employee management for the company. It is analyzed that Woolworths has created their HR department with the help of few significant theories and models of human resources. Building and recruiting talent, retaining and training, selection, and quality management are the important and vital strategies those have been implemented by Woolworths limited. Along with this, it is stated that Woolworths follows the business procedure HR outsourcing, with the help of various external suppliers to manage and control the actions of human resource like payroll administration, recruitment and selection. In case of Woolworth limited, this retail firm manages and operates their human resource functions at the social and strategic level. The practitioners are involved in the CSR activities and human resource planning and further, HRM also performs various other functions such as performance management, retention strategy, recruitment and selection. Various sustainability and CSR practices are exercised by the HRM at Woolworths. The company encourages their existing workers to the designation of technical analyst by various and attractive performance appraisal method. HRM at Woolworths helps in standing out against the competitors in the international market. Woolworths follows the functional and strategic levels of HR functions. In this way, HRM plays an empirical role in Woolworths to run the business activities and actions in a hassle free manner (Wiscareers, 2018).
Telstra also maintains a sustainable human resource management to sustain CSR activities and sustainability.HRM plays a key role in Telstra to enhance and improve the quality of products and services. Furthermore, HRM at Telstra works in a wide range of areas such as employee engagement, talent acquisitions, organizational development, workplace relations, change management and recruitment. HRM also helps in attaining CSR objectives and goals within the organization. By using sustainable HRM, Telstra has been able to compete explore and expand its business functions globally. HRM at Telstra plays an important role in integrating CSR to a whole organization and among its personnel as well (Francis, Holbeche & Reddington, 2012).
Further, it is stated that HR is accountable for various key systems, procedures, processes on which effective and unique delivery system depends. Human resource executives keep relevant and important skills, knowledge and talents in context to organizational cultural change and learning. Apart from this, employees are considered a key stakeholder in any CSR program. HR executives also manage the managerial and administrative tasks that include benefits, performance appraisal, motivation, education and compensation. They also focus and monitor the activities and operations of organizations and staff as well. HRM also works in some other areas such as social welfare, personnel management, and maintenance. They maintain reciprocal relationship among the different departments to carry the business successfully. HRM also helps in promoting and enhancing employee contribution and meaningful changes at the workplace. Having a unique and attractive HR solution that render organizations flexibility, accessibility and the correct mix of methods are needed to the growth and achievement of both workers as well as managers alike, as they sustain and handle work life balance and flourish in a varying and changing working environment (Ehnert, Harry & Zink, 2013).
It concludes from the above mentioned limelight event that HRM is a significant part of each and every organization. HRM plays a vital role in exercising CSR activities and sustainability practices globally. The above analysis shows that how HRM theories help in gaining competitive benefits and further it also helps in attaining desired objectives and goals. Human resource management also is socially liable to fulfill the expectations and needs of the various stakeholders. No company can grow and expand its business without maintaining effective and unique sustainable human resource management.
References:
Briscoe, D., Tarique, I., & Schuler, R. (2012). International human resource management: Policies and practices for multinational enterprises. Routledge.
Bu?i?nien?, I., & Kazlauskait?, R. (2012). The linkage between HRM, CSR and performance outcomes. Baltic Journal of Management, 7(1), 5-24.
Chen, C. J., & Huang, J. W. (2009). Strategic human resource practices and innovation performance—The mediating role of knowledge management capacity. Journal of business research, 62(1), 104-114.
Collings, D. G., & Wood, G. (Eds.). (2009). Human resource management: A critical approach. Routledge.
Ehnert, I., Harry, W., & Zink, K. J. (Eds.). (2013). Sustainability and human resource management: Developing sustainable business organizations. Springer Science & Business Media.
Francis, H., Holbeche, L., & Reddington, M. (2012). People and Organisational Development: A new agenda for organisational effectiveness. Kogan Page Publishers.
Garavan, T. N., & McGuire, D. (2010). Human resource development and society: Human resource development’s role in embedding corporate social responsibility, sustainability, and ethics in organizations. Advances in Developing Human Resources, 12(5), 487-507.
Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), 3-13.
Harzing, A. W., & Pinnington, A. (Eds.). (2010). International human resource management. Sage.
Inyang, B. J., Awa, H. O., & Enuoh, R. O. (2011). CSR-HRM nexus: Defining the role engagement of the human resources professionals. International Journal of Business and Social Science, 2(5), 118-126.
Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243-255.
McIvor, R. (2009). How the transaction cost and resource-based theories of the firm inform outsourcing evaluation. Journal of operations management, 27(1), 45-63.
Michaels, G. (2011). The long term consequences of resource?based specialisation. The Economic Journal, 121(551), 31-57.
Sharma, S., Sharma, J., & Devi, A. (2009). Corporate social responsibility: the key role of human resource management. Business Intelligence Journal, 2(1), 205-213.
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Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals). Routledge.
Wiscareers., 2018. Human resources [Online], Retrieved from https://www.wiscareers.com.au/career/career-to-suit-you/human-resources
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