Human Resource as Most Important
Human Resource is the most important asset of an organization
The importance of human resource (HR) can be explained through the analogy of a
motorcycle. A motorcycle can’t run on its own without the function of its many parts. It
needs to be serviced regularly, the parts oiled and sometimes, talking to it, helps in running
of your motorbike. Trust me (I myself, own a Vespa). Ignorance of its squeaky brake pads,
almost thread less rear tyres could hamper the motorbike’s performance on the road or worst;
the death of its rider! These same principles apply for a company. An organization cannot
function without its employees as they are essentially its driving force. Patty (2010: 15)
described employees as the ones that make decisions, negotiate and execute plans.
An organization exists to deliver value for people, either as a single person or whole
fully as a team (Mayo, 2001). As stated by Lawler (2003: 17), some organization’s market worth is in its intangible assets, such as its reputation, brand and human capital, are extremely vulnerable
to sudden death spirals. These intangible assets wouldn’t exist if not for good performing
employees. A company offering bike towing services wouldn’t be reputable anymore if its
employees start to not achieve its target of 30 minutes arriving at scene upon despatched.
Alternatively, a cosmetic shop selling facial products when their sales assistant themselves
do not have good facial complexions. As Mayo (2001: 26) states, “everything depends on
people; their capability, motivation, creativity, passion and leadership. People manage the
tangible assets, and they also maintain and grow the intangible ones.”
Humans possesses unique feelings and emotions and when they are correctly
identified and managed with the correct strategy, an organization is able to seamlessly
The importance of human resource (HR) can be explained through the analogy of a
motorcycle. A motorcycle can’t run on its own without the function of its many parts. It
needs to be serviced regularly, the parts oiled and sometimes, talking to it, helps in running
of your motorbike. Trust me (I myself, own a Vespa). Ignorance of its squeaky brake pads,
almost thread less rear tyres could hamper the motorbike’s performance on the road or worst;
the death of its rider! These same principles apply for a company. An organization cannot
function without its employees as they are essentially its driving force. Patty (2010: 15)
described employees as the ones that make decisions, negotiate and execute plans.
An organization exists to deliver value for people, either as a single person or whole
fully as a team (Mayo, 2001). As stated by Lawler (2003: 17), some organization’s market worth is in its intangible assets, such as its reputation, brand and human capital, are extremely vulnerable
to sudden death spirals. These intangible assets wouldn’t exist if not for good performing
employees. A company offering bike towing services wouldn’t be reputable anymore if its
employees start to not achieve its target of 30 minutes arriving at scene upon despatched.
Alternatively, a cosmetic shop selling facial products when their sales assistant themselves
do not have good facial complexions. As Mayo (2001: 26) states, “everything depends on
people; their capability, motivation, creativity, passion and leadership. People manage the
tangible assets, and they also maintain and grow the intangible ones.”
Humans possesses unique feelings and emotions and when they are correctly
identified and managed with the correct strategy, an organization is able to seamlessly