The most important resource in an organization is its people. So the role they play, how they play, how they interact through formal and informal processes and the relationships they build are crucial to the success of strategy" say Johnson and Scholes (2002: 419). Human Resource Management (HRM) is "an intervening process aimed at continuously establishing an optimal fit or match between people and their employing organizations" (Swanepoel et al. 2003: 15). In this way, HRM is "very dynamic", "complex" and "demanding area of management". Managing people successfully in the workplace is a concern of HRM. Most of managers in organizations perform this function. It is a well known fact that the main role of a human resource department is to ensure the recruitment, selection, training, development and retention of employees for the well being of the organization. However, HRM is not restricted to this mission.
[...] The objective is to develop his/her skills to perform as well as possible Using and maintaining human resource In order to maintain the employees within the organization , to improve their performance, to plan their future positions or to ensure competitiveness of the organization in the market by retraining workers or preparing themselves to change or restructuration, the HRM has to develop a human resource development (HRD) function. The main objective is improve interpersonal skills and to make the organization a better place to work” (Swanepoel et al. [...]
[...] One of the major activities of the HRM department is to formulate long- term strategies in order to put in place decisions, choices and actions regarding the organization 's human resources architecture human resources, the HRM system and the HRM functions) that made and performed in a way that is fully integrated with the overall general strategic management of organization (Swanepoel et al. 2005: 172). Strategic HRM is an integral part of general strategic management. process of HR strategy involves top-management level analyses, choices, decisions and actions regarding appropriate strategies for the management of human resources within the context of the organization 's changing internal and external environment” (Swanepoel et al. [...]
[...] 2005: Maintain employees wellbeing (including safety and health, sport and recreation, canteen facilities and accommodation, welfare services and transportation) Compensate and reward employees (including remuneration structures, job evaluations, fringe benefit and incentive schemes) Ensure compliance with labour-related legislation Negotiate with employee representatives and engaging in other collective bargaining processes (including dispute settlement and strike handling) Maintain discipline and dealing with employees' grievances Ensure that employees buy into any organization al change that may be necessary to survive and complete in an ever-changing external environment Maintain and using all employee and HRM-related information and statistics, including maintaining human resource information systems, undertaking all sorts of human resource-related research and evaluating or measuring the quality and nature of the HRM system of the organization . [...]
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