Marketing financial production Essay Example

or removed due to technology taking on more functions and needing fewer personnel for certain tasks, as reported by Bailey ; Cotlar (1993). Consequently, HRM must enhance the technological skills and competence of all employees throughout the organization. Employee development can entail training for new equipment usage, techniques for the most recent production processes, and learning about new managerial practices. Korman ; Kraut (1999) mention attitudes and values as their fifth factor, referring to a range of subjects such as the psychological contracts established with employers, beliefs concerning careers and commitment, opinions about extending employer benefits to unmarried partners, and more. This element constitutes part of an organization's internal environment rather than its external environment.

HRM practices are motivated by attitudes and values that influence how employees are managed. The attitudes and values of workers determine their needs and what will keep them content in their jobs. However, as these attitudes and values shift, employees' needs change as well and the motivational practices used by HRM can become less effective. For instance, if a single male employee gets married, his needs will likely change. While short-term financial rewards may have been motivating before, long-term rewards like benefits and promotions become more enticing.

Part of HRM involves managing the psychological contract, which is the mutual promises and obligations between the individual and the organization in the employment relationship. According to Herriot ; Pemberton (1997), effective communication is necessary for this management. Schalk ; Rousseau (2001) stated that managing psychological contracts is important for creating a workplace of trust and developing "people-building" organizations. HRM must determine the personal objectives and needs of employees to effectively meet both parties' objectives.

Managing organizational behavior and psychological contracts leads to the creation of a company culture and organizational identification, which encourage employee commitment and cooperation.

In conclusion, the operations of human resource management are influenced by both the internal and external environment of a business organization. The practices of HRM take into account the changes in the external and internal environment of a firm, and this is dependent on how the entire organization including other areas like marketing, financial, and production address such changes. References cited include Armstrong M.'s (1999) "A Handbook of Human Resource Management Practice," Beardwell ; Holden's (1997) "Human Resource Management: A Contemporary Perspective," and Briscoe, Dennis, & Schuler's (2004) "International Human Resource Management: Policies & Practices for the Global Enterprise."

McGraw-Hill, Inc. published Cascio's book "Managing Human Resources: Productivity, Quality of Work Life, Profits" in New York in 1992 under the imprint Routledge.