Essay Example on HRM: Managing People for Business Growth & Success

Human resources describe people that work for a company and the department whose responsibility is to manage the resources that relate to the employees. The term Human resource management, therefore, describes the management and growth of employees in the organization. Thus, HRM is accountable for all the management resolutions and actions that personally affect or influence the workers or human capital of an organization (Doena & Najmina, 2012, p.161). The resolutions practices include various activities such as deciding what the organizations staff needs, recruiting and training of employees and dealing with performance issues. Due to the many stretches of HRM, it's a requirement that the professionals in this discipline have specific expertise in various areas hence the need for different career title in human resource. The career titles can be for example training to be a benefits specialist. All of them have different roles to perform concerning human resource management. Human resource management addresses the currently experienced employee related issues. HR department deals with employee worries that range from benefits and pay to resolve differences between employees or even between top management and employees. HRM acquires new employees through a laid-out recruitment process that involves background checks, drug testing and provision of orientation for new employees.

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The HR management team is responsible for completing the specified set of tasks required to fire, lay off or in the case that an employee quits. It is mandatory to complete the necessary paperwork to ensure its legal completion. Detachment pay must be given and negotiated; benefits have to remedy and limiting access to the organization resources through the collection of keys, work badges from the employee. The HR management team is responsible for encouraging employees to do their best concerning the gross success of the organization by providing incentives to employees that have shown superior performance (Doena & Najmina, 2012, p.164). Personnel management, on the other hand, is defined as obtaining, maintaining and using a satisfied staff. It involves the function of employment, development, and compensation which are in consultation with other departments in the organization. Often, personnel management is an extension of the organization's general management that is concerned with promoting and motivating competent staff to perform as required. It emphasizes actions rather than the creation of lengthy plans, schedules, and methods. Most problems and injustices that face the workers are resolved through logic policies. To obtain co-operation incentives plans are developed to motivate the employees.

A personnel manager is in charge of a specific staff department whereby he or she is required to oversee both managerial and operative roles of management. The personnel manager assists the executive by deciding the primary policies of a concern. He/she also acts as a counselor by attending to the problems facing the employees and then offering guidance. The personnel management is responsible for human resources planning, selection, training, and recruitment of new staff and the development of the team in over the years. Therefore, personnel management is basically for managerial record keeping at the operational level that aims to ensure fair conditions and terms of employment as well as effective management of personnel activity (Georgiou, 2015). Both human resource management and personnel management center on how to best manage people also referred to as the human resource of an organization. The real differences between the two are seen in the following circumstances:

Personnel management is considered to be a traditional way of managing the staff of an organization; on the other hand, human resource management is the modern technique of managing people which focuses on their strengths. Personnel management presumes workers of an organization as input needed for attaining the set-out goals. Human resource management, however, considers people assets. It sees them as of great significance and value for achieving the targeted output.

Regarding the strategic nature, HRM gives support to the organization comprehensive strategy, its goals, desires, and prevalent culture. However, Personnel management application focuses on dealing with instant problems rather than laying focus on the deep-rooted staff management circumstances. Organizational structure in HRM is supposed to be flexible and much less hierarchical to mirror a commitment to work. Personnel management tyrannizes hierarchical and bureaucratic organizations. Under the nature of relations, the two are compared using the pluralist and Unitarian perspectives (Savaneviciene & Stankeviciute, 2013, p.34). The distinct difference between the two is that in personnel management, the focus is unconventional hence individualistic implying that there is one body that hires and the other which performs following instructions from the hiring authority. Therefore, the relationships between management and employees based on legal agreements. In HRM, management emphasizes a shared vision between the administration and its staff that enables actualization of mutual interests based on the set business goals between management and staff.

There is a centralized administration of power in personnel management. The executive who is the highest level of management enjoys the full authority of decision making. However, personnel managers are not permitted to come up with ideas or participate in discussions involving employees. HRM, however, employs decentralization of power. Distribution of power is between the top, middle and lower level management categories aimed at empowering employees to play a role in collective and mutual decision making. Decentralization of the power also provides the platform of reporting feedback to the top management. Under the leadership and management role, Personnel management lays more emphasizes on the use of the transactional leadership style. The leadership style views the leader as task-focused whereby the leader centers more on procedures to be followed, penalties for non-performance and duties over human factors that may include interpersonal relationships (Doena & Najmina, 2012, p.161). HRM involves the use of transformational leaders. This form of leadership encourages the sharing of business objectives by both employees and management. The leaders focal more on interpersonal relationships and the significance of rules. A shared vision, trust, and flexibility, corporate culture and missions are used to eliminate the need for procedures and regulations. Under the contract of employment as a means of difference, employees' contract is written distinctly under personnel management. The employees must adhere strictly to the concurred employment contract. This contract is inflexible; hence no room for compromise. HRM creates flexible working hours, work from schedules and creation of flexible agreements that gives employees the chance and freedom to choose the working system that best suits them at the same time benefiting the organization.

Pay approaches used in personnel management is on the specialty that is only required for the jobs and Merit is found on the capability to accomplish tasks and duties which are stipulated in the employment contract. The approach, therefore, does not motivate value-added incentives. Job design is essential especially in the case of departmentalization which commonly is known as division of labor. Hence relates to the system of complying on command. However, HRM motivates companies to focus beyond payment for contractual requirements. Remittance is used to inspire continuous job fulfillment and advancement which is compared with value-added incentives. Job design is based on teamwork and is recurrent through job rotation. Workers are encouraged to use self-control in the affairs relating to work and discipline instead of unquestioned absolute compliance. (Georgiou, 2015) Companies in China are progressively involved in global and regional business networks which have impacts on the structure and technique of management. China has experienced implications of overseas management techniques on employer-employee relations. Chinese cultural practices, values, and norms have influences on foreign manufacturers in their territory. China has regarded as the world's workshop, and this requires labor for manufacturing at the same time as it faces competition from developing Asian countries.

The changes in HRM strategies of western countries is also reflected within the Chinese economy despite more extended periods of resistance by Chinese management culture. With the increasing use of technology, the international implications on HRM are reflected by foreign firms in China (Li and Nesbit, 2012, p.59). These firms, in turn, have managed to influence the practices of local companies. Additionally, Chinese companies have ventured globally with most of their investments being affected by international HRM practices in Africa and other Asian countries. Thus, forcing an adaptation and transmission of sustainable HRM strategies vital for survival and acquisition of more significant market share both at home and in international markets.

Foreign direct investment is one of the reasons for prevalent differences in management. In traditional PM, industries are assigned labor. Hierarchical and authoritarian leadership is exercised. However, in recent years, the need for initiatives has grown. Employees are required to undergo training to keep up with the constant market change. Production is therefore determined by quality rather than quantity. Due to the changing market, decision making is, therefore, more of delegation and is dispersed. Companies in China face competition to recruit and retain a qualified workforce. The human resource management is thus forced to grow by developing improved mechanisms of recruiting, evaluating performance and training staff. Foreign investors play a vital role in facilitating talent through the input of capital, managerial proficiency, and technology transfer. The dependency on foreign investors is but just a temporary solution; therefore, the Chinese leadership will have to set policies that scrutinize the intentions of foreign investors. For example, education provision in overseas projects that help improve the research and Development discipline. (Rennie & Warner, 2003, p.112). European companies investing in China is one of the significant factors for its triumphant penetration to the market. The effect of their investments has spearheaded personal relationships rather than legal ratification.

Conclusion

The management values of the Chinese people have a fundamental orientation towards human resources. Harmony is a management value among the Chinese which focuses on the general organization and stability of the people in gener...