Human Resource Management Hiring Process

Question: Discuss about theHuman Resource Managementfor Hiring Process. Answer: Introduction Human resource management is a term used to describe official policies and systems strategized for management of people within an organization to help in the maximization of their performance and effectiveness so as to achieve the optimum productivity of the organization. Generally the strategies are always philosophical. Job description could be set, a hiring process designed where interviews is done to pick the best qualified, the on job trainings are performed, and core values of the organization upheld (Johnson, 2009). Team work, commitment and respect to fellow employees in human resource management is always encouraged therefore disciplinary measures are undertaken in case of non-adherence. Remunerations have also been devised depending on the job group category within a specified organization. Human resource management in the current organizational systems is still performing similar functions though with a few improvements (Towers, 2007). Applications at Work Place Looking at the applications to the workplace, there are five major processes in which human resources management dominates the responsibilities. First, there is recruitment and selection .This is the process of choosing the best qualified to fill the vacant positions in an organization. The vacancy can be as a result of newly created post or refill. It's a continuous process due to transfers, promotions, retirements, death and even termination of the employee due to disciplinary cases (Mark, 2014). Recruitment and selection is important because it helps in the reduction of employment of incompetency, under qualified or unmotivated personnel. This is best done when positions are advertised and interviews performed. For me as an employee it helps me get satisfied and try advancing for promotions. Secondly, orientation is a process carried out by the human resource management to the newly recruited personnel. It helps in adjustment within the new job. The employee gets to familiarize with the objectives and goals of the organization. One gets to know duties assigned to them, the exact job description, how that particular position and other positions are related in the organization. As an employee orientation will clarify my active role therefore aids in my planning how to achieve the short term and long term goals required of me. Maintaining good working conditions for the employees is another vital process of the human resource management. Environmental conditions regarding their health and safety is vital. Offering sick leaves and putting in place protective measures. Working environment is made admirable when there is motivation (Mathis, 2005). This can be monetary or non-monetary. In monetary, when the salaries and remuneration are fair enough then the employees output increases due to satisfaction .rewarding outstanding performers creates a healthy competition. In non-monetary includes protecting against bullying and harassment, being friendly and approachable, appreciating when necessary. As an individual when my welfare is taken care of I feel more energized and motivated to work. HRM assists in managing employees and labor relations. Unions are put in place to help fight for well-being of the workers, help solve conflict and for communication. The employees voice is heard and industrial relations maintained. As an employee, I can express my dissatisfaction without fear of being penalized (Klerck, 2009). It also enhances training and development .New skills arise day to day so it's important to perform on job trainings .The human resource is concerned with providing leadership training and in some cases encouraging growth and development professionally by providing tuition reimbursement programs. My take is that I'll feel more encouraged to study if there's support. Analysis of Transformational Role of HRM In the recent days the human resource management has not only undergone transformation itself but has also transformed organizations in myriad ways. For instance, it has led to merger and acquisitions which involves transactions where ownership of the entire or specified units are combined or transferred (Klerck, 2009). This advocates for growth and change of the nature of business competitive state. In merger we consolidate two entities into one while in acquisition we transfer the ownership to another entity. This reveals how these roles are transformational as opposed to being transactional There is also the aspect of talent management anticipation of the human capital which is required for effective organizational performance. The approach is vital since it is a strategic workforce planning that links the business strategy into sense making (Mark, 2014). This helps unearth benefits in market capitalization, productivity, revenue, and customer satisfaction. It is achieved not only through hiring qualified personnel but also retaining them. Lastly, good HRM strategies enhance succession planning (Judy, 2014). Due to retirements and deaths, it is important to identify leaders who can replace the present ones in case of such occurrences. The strategy involves identification of specific backup individuals. The idea is transformational as it encourages the would-be leaders to improve their output which in turn upholds organizational performance. Generally it is profitable to recruit and develop employees from within the organization as this enhances consistency and ease of m anaging transitions. Conclusion Due to the aspect of diversity organizations are learning to adapt to multiculturalism as it helps gather ideas widely. Through proper HRM strategies, various religious and ethnic groups are addressed and made to have a sense of belonging even at the workplace. This helps in reduction of ethnic conflicts and encourages positive growth (Towers, 2007). Managers ought to have communication, negotiation, and problem solving skills in addition to being discreet and ethical. This is because successful HRM revolves around these critical skills. References Johnson, P. (2009). HRM in changing organizational contexts. London: Routledge Judy, B. (2014). Human resource management. Harlow: Pearson Education limited. Klerck, G. (2009). Industrial relations and human resource management. London: Routledge. Mark, O. (2014). What works at Work. New York: The star bank Press. Mathis, R. (2005). Human Resource Management. California: Thomson Publishers. Towers, D. (2007). Human resource management essays. Journal of Human Resource, 2(2), pp. 22-26