Human Resource Management Practice Argumentative Essay Example

of HRM planning includes four stages: analysis, forecasting, planning, and implementation (Noe, 2005). The stage of analysis deals with labor force factors both internal and external to the organization as well as the organizational direction.

The process of forecasting is centered on the demand and supply of workforce while implementation deals with various changes throughout an organization including strategic, process, operational change, and evaluation and feedback. HRM planning enables a systematic approach to recognizing the necessary steps for ensuring that an organization has access to the human resources required to achieve its strategic business goals. Additionally, HRM planning provides guidance to managers in comprehending organizational objectives by supporting initiatives and strategies aimed at enhancing performance. Effective planning incorporates employment security measures for employees including retirement income security which offers increased assurance for employee pension and retirement plans (Byars & Rue, 2004).

Strategic development of job descriptions aligned with organizational objectives is essential for achieving an efficient and effective organization, according to Stone (1998). In addition, both training and development focus on altering employee behavior and job performance, with training being a company's planned effort to enhance knowledge, skills, attitudes and behaviors critical for successful job performance through learning experiences (Stone, 1998; Noe, 2005).

Training and development are vital to organizational success. Both newly hired and existing employees require training to attain the essential knowledge, skills, and attitudes needed to perform their work effectively. Training focuses on enhancing job performance by providing specific skills (Stone, 1998; Torrington, 2002), whereas development concentrates on future-oriented learning that may not be related to the employee's present job. Moreover, development prepares workers to keep up with organizational changes and growth (Noe,

2005), contributing to their career advancement.

According to Jackson (1990), career development encompasses a range of factors such as economics, sociology, psychology, education, physical abilities, and chance, which shape an individual's career. To ensure job security in today's environment, it is essential to have a motivated and committed workforce rather than solely aligning with organizational goals (Dessler, 2000). As per Jackson (1990), employees are required to continuously develop their skills to stay updated with the competencies of their profession. Career development aims to fulfill the current and future needs of both the individual and organization at work, which increasingly emphasizes employability (Torrington et al.).

According to Schuler (1987), career development is crucial for maintaining a competitive and knowledgeable workforce. Having a proactive approach to career planning is one way to achieve a competitive advantage. Additionally, Storey (1995) argues that effective career planning contributes to organizational success by providing employees with adequate job development.

The process of evaluating an individual employee's job performance against a specific set of standards is known as performance appraisal (Dessler, 2000). Performance management, on the other hand, aims to enhance organizational and employee performance and behavior in order to achieve better results, while also providing a strategic connection by assessing employees' skills, abilities, knowledge, and conduct (Dessler, 2000). This approach gathers data on how well an organization's human resources fulfill the demands of current and future business strategies (Storey, 1998).

According to Cardy ; Dobbins (1994), performance appraisal is a crucial element in an organization's performance management and strategic management process. Performance management involves creating a work environment that allows employees to perform to the best of their abilities (Langdon, 2000). However, many performance

appraisal systems currently in use are short-term and disconnected from the strategic business objectives of the organization (Stone, 1998). In summary, performance management guarantees that jobs are properly designed and that capable personnel are employed, trained, compensated and motivated to achieve the organizational business objectives (Schwind, Das & Wagar, 1999). Employee Participation Programs are workplace programs that incorporate quality initiatives, employee empowerment, continuous improvement and other similar change processes (Lawler, 1981).

According to Sagie & Koslowsky (2000), these programs offer a unique chance for both employers and employees to jointly learn and strategize business procedures that cater to the interests of every member in the organization. The diverse forms of employee participation programs, identified by Werther & Davis (1996), range from teams that focus on specific problems for short periods to groups that convene for longer periods. Such programs tackle operational problems and help reduce resistance to management changes, as suggested by McKenna & Beech (2002). Furthermore, the programs empower employees by increasing their commitment, autonomy, and control over their work, thereby enhancing their motivation, productivity, and job satisfaction (Robbins, 2005).