Introduction:

The function of the organisation is completely depends on the people management procedure and the organisational structural. Therefore, it is the responsibility of the managers to provide a discipline and practices in the management people in an organisation in the form of effective human resource management procedure. These practices and disciplines have gone through a lot of trial and errors, theories and testing procedures by practicing managers and business researchers. The changing organisational in the marketplace pushed management people to improve operational efficiency and service delivery processes. To retain the competitiveness in the market, organisations need to ensure sustained availability of potential and competent staff in the organisation.

Human resource management is the systematic framework, which are implemented at the time of managing people towards the achievement of organisational goals and mission statement. The objective of the HRM department is to make sure that the company has the necessary skills and expertise to accomplish the business goals. Therefore, a constant evaluation and monitoring while taking a decision of people assignment within an organisation is a highly important responsibility for the human resource managers.

There is a long history of attempts to understand the behavioural aspects of people in the workplace. There were many academics and practitioners searched theories, models and tools to influence human behaviour at work. Throughout the twentieth century, managers have experienced several failed attempts to motivate people and the fundamental operational activities gradually became stagnant. In that perspective, the managers and academics have discovered the importance of organisational workforce and their abilities to perform at the adverse working condition towards the fulfilment of specified goals.

Businesses are constantly discovering the need for effective management. In that case, people management skill and knowledge are the core elements for human resource, which enhance productivity, and create a stable work environment within the organisation.

Components of HRM:

Human resource management has instructed specific activities in all areas of the organisation and can be segregated into following components:

Planning of Workforce

Recruitment

Performance management

Training, monitoring and development

Workers relations

Management information system

Planning of workforce: Planning of workforce is important to project the short-term and long-term needs to complete the departmental plans so that it will not be difficult to adjust the manpower requirements to meet changing business priorities (Purcell and Hutchinson, 2010). Therefore, in changing business environment the workforce planning needs to ensure talent availability within a specified period and as per the business requirements. Planning also indicates potential recruitment or associate difficulties in case of retention (Wood, 2010). The constant evaluation of surpluses or deficiencies in specific grades or ranks is also be highlighted in the process of workforce planning. Therefore, successive planning to manage the workforce is the core essence of manpower planning mechanism of HRM.

Recruitment: At the initial steps to employ staff, the management should have a clear understanding about the needs in terms of grades and rank and the time scale in which the workers are needed in an organisation (Gennard and Kelly, 2010). To manage recruitment process a fair practice, managers must ensure that employed people meets the stipulated minimum requirements and maintain equal opportunities for selections. Nowadays, work diversification is an important concept accepted by the HRM makes human resource practices more transparent and clear business affairs. The recruitment procedure consists of selection of suitable candidates, probations and terms of appointments.

Performance management: To manage people at work and retain them into the business purpose is the key responsibility of the human resource department (Morishima, 2015). In that case, motivation is the key element of success, which enhances productivity of the man force engaged in the organisation. It is obvious that managers should aim to increase performance through self-motivation rather than imposition of conditions or rules for continuous improvement of services. Therefore, success of the seamless activities within the organisation is dependent on performance procedures and principles followed by the managers in a corporation. The main concern in this case are to improve individual and collective performance, accomplish the management expectations regarding staffing and engagement of people, assisting staff to increase career prospects and also identifying the underperformers to improve overall excellence standard (Paauwe, 2010).

Training, monitoring and development: It is important to identify the individual skill and knowledge while selecting people by the HRM. A duty of people management department is not only employing people but also ensure long-lasting relationships within the organisation. To sustain competent employee at workplace, managers needs to monitor performance and develop a potential workforce. Training is the ultimate procedure followed by the organisation to enhance staff competence to achieve organisational goals (Dalal and Meyer, 2012).

Staff relations: The main purpose of the staff relation component in HRM ensures that organisation has maintained an effective communication between managers and employed staff of the organisation. It also indicates that workers feel treated fairly and the management maintain their values within their business practices (Arnaud and Wasieleski, 2014). To maintain a good staff relation, a set of principles needs to be followed, as management should communicate regularly with their staff. The management should also devise and encourage activities by make contribution towards the staff’s welfare. Therefore, an effective consultation and communication is primary objects to maintain a good human management relation, which accelerates man productivity largely.

Information system management: An efficient management information system is required to maintain information systematically so that organisation, branches can predict and monitor the excellence of human resource management practices. The necessary steps needs to implement for improving on-going performance and verify the effectiveness within the organisation.

Theories in HRM:

There are different principles are followed for people management in organisations. It is impractical to implement all such approaches and concepts into the business process. Therefore, managers need to decide which theories will be the apt for a particular organisation. Here, few theories are highlighted to understand the clear concept about the different perspective of HRM, which are followed at different times by the organisational people of the organisation:

Role behaviour theory: This theory in applied for to predict the behavioral aspects of the people at work place. Some of the core ideas is highlighted by focusing improve working environment in order to stimulate new approaches and introduce new demands for enhance the workers performance from the previous standard. This theory promotes favorable working environment and control negative atmosphere through punishment set by the management people of the organisation (Thompson, 2011).

Resource dependency theory: The ability to use one’s own capabilities through application of resources into their performance is the main concept of this theory (Vashishth, 2014). Depending upon the skills, knowledge employee needs to manage their duties and it is the responsibility of the managers to harness those resources giving constant encouragement and motivation through their human resource development processes. This theory is relevant in modern competitive business environment.

Institutional theory: The word “institution” means multiple people’s association in the business process, which combines different perspective like law, public administration, politics, economics and many more. The main purpose of this theory is to restrict collective actions, which result in either gain or losses at the time of execution of joint business transactions (Itika, J. (2011). The individual performances are highly affected if collective action pressures are imposed on the workers of the organisation. Therefore, institution could be formal or full of laws, contracts, rights that constrain the employees’ performance. It is the responsibility of the HRM to maintain favorable performance agreement, employment contracts, and other employment related instruments into the business process.

Comparative advantage theory: It is the core responsibility of the people management department to focus on strengthening internal capacity of the business by motivating people for the accomplishment of the organisational core in a more constructive manner (Jiang et al. 2012). To retain the business position in the competitive market, organisations needs to reduce production and distribution costs per unit ensuring good use of internal capacity of the workforce. It is always recommended to employ those people at work who are best-utilized resources providing cheaper and better services.

Human capital theory: The importance of training and education at the workplace is highlighted in this theory. This theory has changed the entire perception about the education and training which were initially considered as cost of the organisation. But now organisations has taken this concept as returnable investments which must be part of the human resource management components Therefore, managers decisions about training and development must be clearly developed in the capital investment model.

Organisational change theory: To maintain the competitiveness, HRM needs to develop change mechanism in the way of organisational structure, recruitment pattern, technologies, policies, laws, behaviour and many more. By different job design, recruitment procedures, variance of internal resource utilization all are motivating factors for human capital (Shafritz, Ott and Jang, 2015). Therefore, performances must be evaluated using organisational changes ensuring the appropriateness within the organisation. It is the duty of the human resource department to develop an effective change strategy into the business process.

Recruitment

Recruitment selecting prospective new employees in an organization is one of the salient job responsibilities of HRM. In order to maintain and operate personnel in an effective manner, recruitment is a vital aesthetics of HRM. Organizations tend to select these employees that provide quality performance for successful intervention of the organization in the competitive market. The HRM department takes active participation in identify the job roles and responsibilities of the employees for enhancing the profit margin of the organization in a successful manner (Albrecht, 2010). Vacancies in the organization for particular post urge the HRM of an organization to select suitable candidates for the respective positions. Successful organizations address employee requisition which states all the specifications of job roles to the HR department. Upon identification of the various job requirements, HRM recruits employees on an external and internal basis (Armstrong, 2011). Selection of the right candidate and managing them in a proper manner identifies the fate of the respective organizations in the competitive market.

The HRM department not only seeks deep insight in attracting various applicants through advertisements and job portals, they also indulge themselves in screening the bio data of employees and bringing in the employees with apt qualification for the interviews. One of the major requirements of recruiting eligible candidates for the organizations is to check the fact whether all the regulations of Equal Employment Opportunity Commission (EEOC) are fulfilled in an effective manner (Arthur, 2012). Furthermore, in order to select the most suitable candidate, HRM must comply with the present requirements of the organization, planning and changing positions in an effective manner.

Compensation and benefits

Compensation refers to the payment of the payment of the employees in the form of hourly wages and annual salaries in an organization. Employee benefits are the key measures satisfying the requirements of the individuals, thus enhancing their performance in a proactive manner. Compensation and benefits usually measure the tenacity of the employees to contribute successfully to the organization (Banfield and Kay, 2012). The HRM takes active participation in addressing the various employee benefits and the compensation to the employees in order to attract them and retain in the organization for a longer duration of time. The HRM department of an organization tries t live up to the expectation of employees in an organization on various grounds such as worthiness of pay scale, rewards, achievement, recognition, safe working environment and medical facilities. These intrinsic factors often reflect on the attitude and behavior of the organizations determining the success ratio of the employees in accordance to designated targets.

The HRM must ensure the employees that compensations are legal and ethical in nature abiding employment security to the individuals of an organization. One of the key ways developed by HRM department is motivating and satisfying the employees of the organization at an optimum level. Employee benefits usually urge the employees to push their abilities and process further contributions for organizational supremacy in the competitive market. The human resource management often provides fringe benefits to their employees in order to meet their perceived needs and desire (Barber, 2009). Employees usually enjoy many amenities upon confirmation of their services in an organization. One of the critical areas of success for the Human resource department is to address the right employees with the greatest potentiality. Holiday facilities, incentives upon fulfillment of targets, pensions and medical facilities often motivate and satisfy the employees, thus enhancing the competitiveness of organizations in their respective sector.

Hiring and Firing

They are various speculations that the HRM needs to take into consideration for hiring and firing of employees.  HRM comply with the federal and state laws in order to take decisions regarding retention, selection and termination of employees in an organization. Documentation and employment rules and regulations are some of the most critical areas related to the employees of the organization. Both HRM and employees should comply with the rules and regulations stated in the employment criteria (Becker, Huselid and Ulrich, 2009). Documentation deals with the recording of official information which gives an insight regarding the background of the employees in the organization. Performance evaluation and performance measure also relates to the survival of the employees in an organization .When an employee over achieve its targets ,HRM  always seek to reward the employees in order to motivate the employees for further contributions towards the organization. Likewise, when an employee violates the employment rules and regulations, they are penalized or terminated from the organization on legal grounds (Bae and Lawler, 2012).

While selecting a candidate for the organization, an HR never discriminates on grounds of racism, sexuality, gender, cast, creed, orientation, disability and age. Employees treated with equal priority and opportunities feels safe in the organization and perform their duty in the organization with huge impetus, responsibility and empathy (Biles and Holmberg, 2011). The HRM never show biasness towards the employees or candidates, thus ensuring priority only on quality rather than any discriminative activities. All these factors lead to successful engagement of employees in the organization leading to organizational success in the competitive market.

Training and Development

In order to select employees for performance appraisals and promotions, HRM takes active participation in identifying various ways that improve the present situation of the employees and prepare them for future opportunities. As trends of organizations changes within the course of time, there is an essentiality for training and development of employees in order to adapt to the changing environment of the organizations (Bjorkman and Stahl, 2010). The HRM looks forward to select the right employees and provide them productive training sessions which could prove fruitful for their professional career. As organizations look forward to downsize or expand in the competitive market, suitable training of employees focus on adaptation of skills , techniques, knowledge and strategies in order to do justice to their upcoming position in the organization. However, HRM address the development activities to the employees in order to broaden the horizon of employee performance in an effective manner (Bogardus, 2009).

In order to handle crisis or tuff situations, employees should possess a professional and sober attitude. It is the responsibility of the human resource department to rectify the mistakes of the employees in the training and development sessions. In order to manage and engage employees in an organization, HRM department often provide training in various ways such as safety, technical, supervisory, executive and behavioral training. Training and development sessions provide huge advantages to the organization and the employees. The managers tend to focus on the goals and objective of the organization and identify the importance of human resource management in an effective manner (Boxall and Purcell, 2013). Through effective training, the HRM department aims to development several qualities in an individual which includes high level of productivity, efficient customer service, better management and evaluation of employees in an organization.

The various types of training depend on the ability of the employees and the length of time allocated for the training and development sessions. Instructor- led training, computerized training and on job training usually lifts the performance of employees in an organization. Successful HRM always delivers the right initiative for successful intervention of the employees according to their respective positions (Buckley and Monks, 2014). Employees usually tend to be loyal to the organization that contributes to personal and professional development of employees. Successful organizations tend to train the employees at an optimum level in order to extract the best performance out of them. The interconnectivity of employees and HRM are the determinant factors of success for the organization.

Development of HRM strategy for successful intervention of People management

According to the changing interests and the present rends organizations, organizations need to develop more focused and logical approach for managing the employees in the organizations. Organizations require a successful Human Resource strategy in order to achieve the objective oriented outcomes of the organization (Graham and Tarbell, 2011).

In order to address the employees and adopt the strategies in a proper alignment Human Resource Management has to consider the key areas:

• The kind of employees the HRM  needs to manage and run the business in order to comply with the strategic objectives of business
• The effectual employment engagement programs and initiatives designed and implemented in order to attract and retain the employees of the organization in a successful manner.

Successful Human Resource Management of an organization not only focus to attract and retain the employees in the organization but also focus to seek deep insight on the operation and functioning of the organization in an effective manner (Han et al. 2012). Culture, organization, people and human resource systems requires maintaining interconnectivity with each other in order to reflect on the profit margin of the organization. HRM acts as a life wire of the organization for meeting the requirements of employees and the organizations in alignment with each other. Along with quality service, HRM should also review appraisal, reward and communication systems in an effective manner.

One of the key areas of difficulty for HRM is the salary structure and reward management strategies addressed towards he employees. Employees often tend to indulge into conflicts regarding these areas of practice. Similarly, it can also satisfy and motivate the employees of the organization in a successful manner (Hope et al. 2011). If the organization aims to enhance productivity in the organization, the HRM must pay suitable salary to the employees in order to extract the best out of them. Successful Human Resource strategy always looks forward to meet the perceived needs of employees in the organization and give them enough opportunity to apply creative thoughts and innovative ideas in their application of performance. If HRM fails to justify the salary structure of the employees in accordance to the revenue generated it can lead to further contradiction between the employees and the human resource department. Therefore, HRM of an organization always focus to lay huge impetus to maintain the relationship between the various dimensions of an organizational perspective (Andolsek and Stebe, 2009).

Hunt for Talent

Organizations have contributed themselves in the rat race in verge of true talent that can strive for organizational success. However, new market entries and emerging competition between the rival organizations have made it difficult for the HRM to attract and retain quality employees in an organization (Kochan, 2014). HRM continuously looks forward to select the most suitable candidate for the respective posts in an organization. Lethargic and rudimentary attitude of the managers often makes it a difficult task for the employees to select the right candidates for the organization. Talented individuals always raise their performance above the bar and contribute significantly to the success of the organization in the competitive market (Lawler, 2010). References act as a useful mode of assistance for hunting talented employees. Talent hunt is emphasized by the human resource management various innovative measures such as quiz competitions, debates, trade fairs, group discussions and selecting candidates from the college campus. The quest for talent is initiated upon assistance of virtual mechanism and technological innovation in an effective manner. The ultimate Moto of a successful HR is to recruit best candidates and provide them guidance in order to ensure a successful professional career.

External and Internal Factors leading to successful application of HRM in an organization

Regulations of internal and external factors often lead to the decisive of HRM for the organizational success. Economic changes have huge impetus on the performance of HRM towards the employees of the organization. Economical changes can affect the fiscal performance of an organization in a positive or negative manner in accordance to the incorporation of HRM department (Rynes, Colbert and Brown, 2012). Applications of technological innovation and virtual mechanism have also contributed to the successful intervention of Human Resource Management from the organizational perspective. However, this scenario proves to be a difficult task for the HRM in order to attract and retain quality candidates in the organization. Likewise with the application of new media, employees tend to express quality thoughts and ideas leading to prolific success of the organization in the battlefield of the competitive market.

The internal environments of the organization also have a significant impact on the performance of HRM department in the organization. The management and the higher authorities are the main entities responsible behind the success of the HRM department. HRM can be a mere puppet in the hands of the management who often dictate the main rules and regulations of the organization (Wright, 2011). An organization that attempts to downsize or experiences cultural conflicts often impacts on the negative reputation earned by the HRM. Similarly, cultural diversity and proper flow of information through all forms of management can often relate to the success of the HRM in taking useful decisions. Transparency of the management also allows the HRM to be clear about the goals, objectives and specification of the organization towards the employees. Combinations of internal and external factors are the key catalysts identifying the fate of HRM department in an organization.

Challenges faced by HRM while engaging in successful People Management

In accordance to the present trends in the contemporary world, there are various challenges faced by the HRM in an organization. Some of the prominent challenges faced by the organizations are globalization, demographical diversity, workforce diversity, technological and economical changes and restructuring of the organization. Growing internationalization of business may hugely affect the HRM policies of an organization on various grounds such as unusual, laws, practices, working environment, attitudes, competitions and management styles. The HRM department often finds it a tuff tussle in promoting heterogeneous acquisitions for employees of the organization (Wright et al. 2011). As a result of workforce diversity in successful organizations HRM often find it a difficult task to handle the cross-cultural conflicts in an effective manner. The future of the organization on the competitive market relies on the ability of the human resource management to handle the diverse and talented employees in an organization.

HRM often finds it a difficult task to comply with the technical changes in an organizational structure. Technological advancement reduced the vacancy of employees and also forces the HRM to recruit fewer applicants due to the nature of virtual application. Changes in legal and political environment often change the laws of the country, thus making it a difficult task for HRM to reflect on the profit margin of the organization. Productivity often becomes a matter of concern due to economical changes. The human resource manager faces huge issues during restructuring of organizations due to human consequences of change. In the advent of price war and rising competitions amongst organizations, HRM finds it a tuff tussle to manage quality employees in the organization.

Conclusion and Recommendations

On the contrary, it concludes that the HRM of the organization is the lifeblood of the organization for managing the employees in a successful manner. The employees of the organization are interrelated to the HRM and are often responsible for the supremacy of the organization in the competitive market. It is very much essential for the organization to keep them updated about the latest trends in the various dimensions of HR activities. The businesses are increasing at an alarming rate and the growths of labor have slowed down in a subsequent manner. Taking this situation under considerations, HRM should be very much selective in their recruitment and retention strategies of employees for promoting organizational success in an effective manner. The HRM is the face of the organization and often plays a crucial role for identifying the right combination of revenue generation and quality performance amongst the employees of the organization

Monitoring the employee behavior in relation with organizational policy often reduces chances of discrimination and unfairness amongst the employees of the organization. Monitoring the employees will allow the HR to identify the rising issues, upon which needful rectifications can be made. Maintaining proper communication with the employee will reduce the chances of misinterpretation of words and ideas, thus leading to better performance and sustenance of employees in the organization. Communication also acts as a lubricant for suitable flow of information amongst the employees and the human resource management. Monitoring and communication with the employees are interrelated to each other and is a continuous process leading to satisfactory employee engagement in the organization. Implementation of HRIS would indicate intersection of human resources and technological application through HR software. Application of HRIS would educate and aware the human resource managers to adapt themselves to the various changes happening within organizational culture.

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