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Issues related to HRM

• It focuses on human capabilities as an important source of competitive advantage. The mere importance is given to HR managers in strategic concerns specifically during the implementation phase. HR employees face difficulties in managing the entire workforce effectively due to lack of involvement in key decision making process. • MNCs and global corporations usually prefer in-house training programs. • Traditionally intensive efforts related to recruitment and training results into high turnover and financial success however in the recent days the concept has changed. Nevertheless several organizations still believe in the former approach.

• It is just focusing on organizational development and individual employee development is given no importance relate to their future career growth. • It is being stated that HR employees do not have sufficient knowledge and skills to supervise and develop strategies for the system. • Line managers cannot delivers HR driven strategies effectively since there primary expertise lie on separate dimensions. • Experts believe that HR employees restrict other manager’s power to make decisions which are in benefit of the organization. • HR practitioners are considered as risk averse and look for different alternatives and their results.

Ryan (2010) highlighted that HR related policies enforce employees to consult

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with their managers in ever decision resulting into a reactive approach. More often monitoring policies is considered as an expensive process. Policies formulated in MNCs clearly speak that the higher authority has concern with champion followers only while disregarding other function units. • HRM personnel never accommodate individual employees when they face any problem. They give no importance to an employee’s personal life and demand for talent and emotional intelligence from them.

• HR managers give the authority to individual managers to make decision related to their own employee’s performance. This mostly results into transfer and usually an employee leave the job. • They enforce managers not to include reference of those employees who performed in team during certain projects and assignments. • More often HR personnel do not believe on employees in the case of leave policies and ask for a proper document as a proof. It means that they don’t have faith in their employees. • Different theft-of-time policies are imposed as in case of non-work stuff.

The HR managers forget that employees are paid for their hard work and time and not for their time. Conclusion: HRM facilitates with the incremental value to the potential of corporation. It identifies talent resources and manages the entire process in an effective manner. It can be concluded that HRM has gone through a paradigm shift where it responsibilities have further expanded. Recommendations: • HR practices need to be managed consistently and effectively. • Organizations specifically MNCs need to implement e-HRM systems in order to meet the requirements of modern business processes.

• If most of the authorities are assigned to line managers then the business might incur long-term failure since they will be performing different tasks at a time. Hence HR staff should assign them job related task only. • HR specialists need to provide training to line managers on consistent basis. • HR personnel must focus on intangibles in order to convince investors for term mergers, acquisitions and collaborations. • Businesses need to transform into a learning organization where HR personnel can share valuable information inside and outside of the organization specifically concerning suppliers, investors and partners.

• It needs to develop a well defined employee value proposition system where employees must be provided equal amount of value in accordance to their contribution in the organization. The value in terms of vision, opportunities, respect, flexibility and many more. • Organizations need to come up with a system through which they can effectively monitor the implementation of different policies and code of conducts. • Organizations should adjust leave policies and theft-of-time policies.


Farquharson, L. , & Baum, T. (2002). Enacting Organizational change programmes: a center stage role of HRM. International Journal of Contemporary hospitality Management, 14(5), 243-250, retrieved May 10, 2010, from http://www. emeraldinsight. com/Insight/viewPDF. jsp? contentType=Article&Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0410140506. pdf Reid, R. , Morrow, T. , Kelly, B. , & McCartan, P. (2002). People Management in SMEs: analysis of human resource strategies in family and non-family businesses. Journal of Small business and Enterprise Development, 9(3), 245-259, retrieved May 10, 2010, from http://www.emeraldinsight.com/Insight/viewPDF.jsp?contentType=Article&Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/2710090302.pdf

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