Asseement of Human Resources Mangement

Human Resource Management (HRM) has grown very popular over the past
decades, and it is
now a common characteristic for nearly all larger companies and many smaller
ones. One of
the reasons for this popularity is the assumption that HRM is a source for
competitive
advantage and will influence the organisational results and performance in a
positive
direction. The thesis takes a closer look at the presumed relationship between HRM
and
performance. The main idea behind the HRM-performance presumption is that HR
practices
affect the employees attitudes and behaviour, which further affects the operational
performance, such as productivity, quality and innovation, which in turn have a
positive on
effect on the financial and market performance.
Human resources are regarded as one of the most important sources of today's
firms.
Human resources management is more important than other competitive sources
because
these people use other assets in organization, create competitiveness and realize
objectives.Thus firstly, organizations must understand the expectations of their
workforce
in order to achieve the desired performance. The realization of the expectations of
employees will enable the desired behavior of employees in the organization.
The purpose of strategic human resource management is to improve business
performance
through people management. The organizations need to manage their human
resources
effectively and efficiently to achieve the desired goals and objectives. The
achievement the
goals and objectives translate also in better performance
Human Resource Management is the planned pattern of
human resource deployment and activities intended to enable the organization to
meet
organizational goals and objectives
The Human Resource Management (HRM) function, once responsible for
record-keeping and maintenance, has evolved into a strategic partner, sharing
comparable boardroom status with disciplines such as accounting, marketing, and
finance. Recently, the study of HRM has adopted a cross-functional approach that
has
expanded its breadth of analysis beyond the functional tasks of selection, training,
compensation, and performance appraisal. shed, with greater emphasis on those
that have
surfaced over the last 15 years. A survey of all reviews, as well as an inspection
of all major directions of HRM research that have occurred over this time frame,
extends beyond the scope of this article.
The main function of HRM is classified in to two types
1)-Managerial function
2)-Operative function