Human Resource Management in Context Essay Example | Topics and Well Written Essays - 2250 words

Human Resource Management in Context - Essay ExampleThe review of the books related to this subject has revealed the following problem the criteria on which the enlisting and selection policies are based quite a little be highly differentiated across giving medications. In practice, this means that the decisions of HR managers in regard to these activities cannot be controlled either in regard to their credibility or in regard to their reasoning. The values and the rules applied in each organization are critical, at the level that they can set the limits of key organizational practices, much(prenominal) as the enlisting and selection practices. 2. People resourcing and business environment 2.1 HR grooming overview and key characteristics The basic step for developing an effective HR strategy is to secure that the whole process will be carefully designed. HR preparedness helps HR managers to secure the success of their decisions. According to Rahman (2010) HR planning is a dem anding process. Errors during the development of a firms HR plans could result to severe problems in regard to employee death penalty and communication (Rahman 2010). For eliminating the chances for such failures, Rahman (2010) suggests the gradual development of HR planning. It is suggested that the process should incorporate three key phases the duodecimal HR planning, the qualitative HR planning and the planning of personal actions (Rahman 2010, p.158). The quantitative HR planning focuses on the identification and the evaluation of the ineluctably of the organization in terms of the number of employees (Rahman 2010, p.158). The qualitative HR planning refers to the attitudes of employees and the nature of the tasks assigned (Rahman 2010, p.158). The issues of time and space, as related to the HR needs of a particular organization are addressed through both the above processes (Rahman 2010, p.158). Another critical part of HR planning is the planning of personal actions (Rahma n 2010, p.158), a process that focuses on the transformation of actual deed into the target performance (Rahman 2010, p.158). From another point of view, the HR planning can be used for making the connection amongst recruitment/ selection strategies and the organisation strategies (Millmore 2007, p.286). In other words, HR planning verifies the relationship between the recruitment/selection processes and the business environment. Amos et al. (2009) note that HR planning does not focus solely on the needs of the organizations in terms of staff but also on the philosophy and values on which the recruitment of the staff would be based (p.99). According to the above view, HR planning defines the framework used for the recruitment and selection processes (Amos et al. 2009). Moreover, HR planning should be developed using specific criteria a) the rules on which various HR processes will be based, as decided by HR planners, should be flexible enough so that they can be changed if necess ary (Amos et al. 2009), b) the structure of HR plans should be also open to changes this means that HR planning should set alternatives, available in cases of emergent organizational needs or of unexpected pressures in local or the global market (Pravin 2010). In regard to the above, Amos et al. (2009) note that rules are necessarily include in all HR plans. It is noted that these rules help