Key Principles of Human Resource Management, Essay Example

In recent decades the process and functions of human resource management (HRM) have grown significantly more complex and expansive.  While public and private organizations have historically been concerned with the tasks of hiring and managing employees and staff members, there have been a variety of factors that have contributed to the ways that HRM has evolved, fromnew theoretical frameworks to emerging technologies to legal, social, and cultural changes (Guest, 2011; Akingbola, 2013). The roles and responsibilities of HRM in the public sector are particularly challenging, as HRM staff must juggle the concerns of a broad array of stakeholders, from employees to labor unions to clients and other internal and external individuals and organizations (Sharma & Sharma, n.d.). The following paper offers a brief introduction to an overview of some of the key principles of HRM, with an emphasis on the context of HRM in the public sector.

According to Berman (2012), HRM “encompasses all decisions affecting the relationship between the individual and the organization.” These relationships are shaped by a number of issues, and differ on some ways between private and public organizations. For all types of organizations, however, there are some factors that shape how HRM has grown and evolved in recent decades. Social, cultural, and economic shifts in the past few decades have led to significant changes in the nature of the contemporary workforce as well as the contemporary work environment. The effects of such shifts have led to fewer single-income households, and led to more women entering the workforce and taking on roles that were traditionally held only by men (Ensslin et al, 2013). Advances in technology, from computers and IT to communication systems and other advances, have also reshaped the work environment, making it possible for people to work from virtually any location, and interact with employers, peers, clients, and other stakeholders on a global scale (Karimidizboni, 2013).

These larger shifts in social, cultural, and economic systems have both supported and mirrored a paradigm shift in the realm of HRM. As Berman (2012) notes, “traditional personnel administration was concerned primarily with internal processes” related to how organizations recruited and managed employees; the field of HRM has built on that foundation into a system that is much broader and more “people-focused” (Berman, 2012) than ever before. This broader approach is of even greater consideration in the context of public service and public-sector organizations, as such organizations must be concerned with both internal and external factors beyond those that affect private organizations.

For HRM in any context, however, a number of key principles are applicable. Berman (2012) provides a list of ten “tenets” that “should be in the forefront of managerial thinking.” While a detailed examination of all of these tents is beyond the scope of this discussion, it is helpful to review several of them for the purpose of underscoring their value and relevance in the public service context.  The first tenet highlights the “many roles of public service,” noting that “stakeholders expect civil servants to do many things” (Berman, 2012). This serves as a reminder of the particular challenges of public-service HRM, as it requires balancing the demands and expectations of both the internal members of the organization and those of the public which is served by the organization. Another notable tenet, or principle, for public-service HRM is an awareness of how “alternatives to civil service” (Berman, 2012) are reshaping public service. The privatization of many aspects of public services has had a significant impact on HRM. Other notable tenets include “HRM leadership” and “invest(ment) in human capital” (Berman, 2012). Such tenets are relevant in both private and public sectors; at its core, HRM is primarily concerned with the people that comprise a given workforce from recruitment and training to the long-term relationship with its individual members.

One of the underlying principles that fuels all of these tenets is the necessity of developing and maintaining a “people-focused” (Berman, 2012) organization. Advances in theoretical concepts and practical approaches have reshaped and redefined HRM, and public service organizations must adapt to these advances. An effective organization must be flexible, responsive, and inclusive in order to meet the demands and expectations of both the internal and external stakeholders. Recognizing such key principles is fundamental to the function of contemporary HRM in public service organizations.

References

Akingbola, K. (2013). Context and nonprofit human resource management. Administration \& Society,45(8), 974–1004.

Berman, E. (2012). Human resource management in public service (4th ed.). Thousand Oaks, Calif.: Sage Publications.

Ensslin, S., Ensslin, L., Back, F., & de Oliveira Lacerda, R. (2013). Improved decision aiding in human resource management: A case using constructivist multi-criteria decision aiding. International Journal Of Productivity And Performance Management, 62(7), 735–757.

Guest, D. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3–13.

Karimidizboni, R. (2013). Human Resources Information System. Interdisciplinary Journal Of Contemporary Research In Business, 4(10).

Sharma, S., & Sharma, B. (n.d.). Human Resource Management and Trade Unions (HRMTU).