Employee management in HM Essay Example | Topics and Well Written Essays - 3000 words

Employee management in HM - Essay ExampleThe present-day HRM approach refutes this fallacy and asserts the view that employees backside rightly be considered as very valuable assets which be the major players in the achievement of organizational goals.There has been a lot of controversy virtually the alignment of HRM practices and establishment of strategy with the goals of the organization (Caldwell R. 2004 Ulrich, 1997 27). In theory, this sounds plausible, although in practice it requires a significant reorientation in the conventional remit of the personnel function. Ulrich has captured the sphere of this new role when he argues that HR professionals become strategic partners when they participate in the process of defining the business strategy, when they ask questions that move the strategy to action and when they fancy HR practices that align with the business (1997 27). Unfortunately, Ulrich is somewhat vague in describing how this role change can be practically enacted and empirical evidence of the emergence of new strategic roles is often conflicting (Caldwell, 2003 CIPD, 2003 Gennard and Kelly, 1997).One of the distinguishing characteristics of HRM is that it seeks to transform the often disparate array of policies associated with traditional personnel management into a strategically co-ordinated or integrated set of policies and processes that improve organisational performance (Caldwell R. 2004). Where this has been achieved in that location is empirical evidence that organisational performance can improve (MacDuffie, 1995). Conversely, when HRM is unable to affirm its integrative ambition, it loses much of its significance as a distinctive approach to hatful management and becomes old-style personnel management a collection of incidental techniques without much internal cohesion . . . a hodge podge (Druker, 1961, quoted in Sisson, 1995 87).Main Functions of HRMAll the models of HRM, whether American or European, are based on the three basi c functions of HRM which are Recruitment and Selection Performance Evaluation/Management and Rewards Management & Career Growth. These are discussed in stop in the following textRecruitment & SelectionHuman resources recruitment and selection decisions are widely regarded as some of the most important decisions do in organizations (Ferris et al 1999). Furthermore, a principal focus of staffing decisions is the employment interview, so it is appropriate to examine this decision-making tool with respect to influence and politics. Research has continued on how influence tactic in the employment interview affect interviewer decisions, following some of the suggestions for future research proposed by Ferris and Judge (1991). Kacmar, Delery, and Ferris (1992) conducted an investigation that was designed to appreciate the relative effectiveness of two types of influence tactics used by applicants on interviewer decisions. They found that interviewers gave higher ratings and recommendat ions for job offers to applicants who employed self-promotion tactics than those who used ingratiation-type tactics (Ferris et al 1999).To illustrate this further, in a carefully conducted investigation, Stevens and Kristof (1995) reported evidence of