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Human Resource Management Practices

Table of Contents

Introduction
Employee Satisfaction and Development
Performance of the Organization
Conclusion
Works Cited

Introduction

One of the primary roles of the human resource management (HRM) function is to ensure that human assets are highly motivated to assume the required productivity levels. This role is actualized through the application of various motivational programs and ensuring that the management is always committed to enhancing the quality of life for the employees and their families. Employee motivation is an integral part of enhancing organizational performance, especially in a competitive market, where organizations require enhanced performance on the part of the human assets regularly. This implies that the human resource management function must be actively associated with the development of various practices that foster motivation, satisfaction, and commitment in employees to achieve elevated levels of success for an organization. This paper looks into the human resource management practices that influence the motivation of employees and the higher performance of an organization.

Employee Satisfaction and Development

Increasing the motivation level of employees requires the HRM function to engage employees in practices that help in pinpointing areas that need improvements. This is normally achieved through the application of appraisal programs. The programs are conducted by the HRM through the development of questionnaires focusing on specific areas of individual performance (Armstrong and Taylor 30). The information collected from the appraisals highlights areas that require training and development programs. Once the necessary programs have been implemented, the skills and knowledge of employees are increased, which highlights the commitment of the organization to enhancing the competence level of human resources. The practice of providing training and development opportunities translates to a higher level of satisfaction for the employees.

Human resource management functions are also always involved in internal recruitment processes. The exercise entails harnessing talents within an organization and using them to enhance the performance of different departments. This is the typical process that takes place when the top management is looking to promote some of the employees to higher levels in an organizational hierarchy. The HRM enhances the satisfaction of employees by ensuring that they are provided with professional growth opportunities through promotions. Instead of recruiting new employees to fill vacant positions at the top levels of the organizational hierarchical structure, the HRM identifies employees with the skills required to handle specific tasks effectively. Studies have revealed that organizations that do not have any opportunities for career growth have a higher turnover rate because the employees are not satisfied.

The compensation and benefits program in an organization is run by the HRM through the top management, and it is apparent that the HRM is always in charge of reviewing salaries and benefits for the employees (Armstrong and Taylor 60). Financial liberation is one of the most effective approaches to enhancing employee satisfaction. Whenever the HRM proposes compensation increment for the employees or the development of new reward systems in the benefits program, their performance is bound to increase, especially if performance is the merit that warrants being a beneficiary to the program. Companies that pay their employees adequately and provide benefits that enhance the quality of their lives have a more satisfied workforce, which is revealed by the commitment of employees to attaining the organizational goals.

HRM functions also show concern for the requirements of the employees as a practice aimed at enhancing their satisfaction. For instance, whenever there are internal issues involving employee motivation, the HRM represents their grievances to the top management, and after the relevant changes have been implemented, the employees feel appreciated, and their satisfaction with the employer increases. The HRM must always play the role of facilitating communication channels between the employees and the employer to ensure that the conflicts between the two entities are solved amicably (Armstrong and Taylor 21). Moreover, the HRM function is directly involved in compelling the top management and leadership functions to improve the quality of the work environment. This is attained by proposing the enhancement of safety measures, developing an accommodative working environment that supports a diverse workforce, and ensuring the regulations that must be followed by the employer are met adequately.

Performance of the Organization

The HRM increases the performance of an organization by fostering a higher level of motivation and satisfaction in the employees (Sheehan 566). The major practice that improves the performance of human assets is aligning their skills and knowledge with the tasks defined by the leadership and management functions (Armstrong and Taylor 116). Once the management has delegated various tasks, the HRM analyzes the talents required for effective delivery of the objectives, and if the current workforce lacks in skills and knowledge, the department organizes programs to instill the relevant competencies.

The HRM also enhances organizational performance when it proposes the enhancement of the quality of the workplace. For instance, when human resource management responds to the ergonomic requirements of the workers, it is bound to increase their productivity because the physical and mental capacity of the employees is enhanced. Additionally, the HRM is also commonly associated with change management (Armstrong and Taylor 56). For instance, if an organization shifts from the traditional platforms to a technological platform in various operations, the HRM assumes the role of ensuring that the employees adapt to the changes that influence enhanced organizational performance.

Appraisals and reward systems are also commonly used by the HRM to enhance organizational performance. Appraisals highlight the capacity of the current human asset base to deliver the required goals, and if the results reveal gaps in skills, the HRM is directly charged with implementing the necessary actions (Alfes et al. 333). Additionally, whenever there are employees who portray repetitive lack of compliance with the codes of conduct that influence organizational performance the HRM deals with the situation by either training or replacing the employees (Armstrong and Taylor 116). The HRM is always in consultation with the top management because its main purpose is to ensure that the relevant talents are present in the human resource base to handle various organizational projects.

Conclusion

The human resource management function engages in various practices meant to satisfy the needs of the employees and to facilitate the attainment of the goals set by the leaders and the managers. These practices are normally meant to motivate the employees and enhance their satisfaction with the employer while compelling them to increase productivity to deliver organizational objectives efficiently. Such practices include training and development, appraisal programs, reward programs, and recruitment processes. The HRM is the link between the employer and the employees; hence, most of its practices incline toward the attainment of the mutual interests of the management and human assets. Conflict solving between employers and employees is a major role played by the HRM.

Works Cited

Alfes, Kerstin, et al. The Link between Perceived Human Resource Management Practices, Engagement and Employee Behavior: A Moderated Mediation Model. The International Journal of Human Resource Management, vol. 24, no. 2, 2013, pp. 330-351.

Armstrong, Michael, and Stephen Taylor. Armstrongs Handbook of Human Resource Management Practice. Kogan Page Publishers, 2014.

Sheehan, Maura. Human Resource Management and Performance: Evidence from Small and Medium-Sized Firms. International Small Business Journal, vol. 32, no. 5, 2014, pp. 545-570.

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