Leading and Managing People
1.0 Introduction
It is the intention of this paper to critically analyse the effects of Human Resource Management (HRM) intervention policies in the areas of recruitment, retention and career development of an organisation’s human resources. The nature and intention of the psychological contract which is of prime importance in the recruitment, retention and career development will be discussed. It will also be demonstrated that continued intervention and interaction of HRM will contribute to the effectiveness of the workforce and thus, to the efficiency and productivity of an organisation. Additionally, it will be shown that human resource is a complex and evolving entity, with changing aspirations and expectations and HRM has a vital role to play in matching the companies profile to the employees’ psyche and work ethos. Global Assessment Trends Report 2011 on Top Human Resource Priorities in Table 1 indicates that Succession Planning, External Recruiting and Hiring, Career Development and Internal Promotion/Placement round out the top five priorities. HRM policies of recruitment, retention and career development will be looked at in detail.
Table 1: Top Human Resources Priorities: 2009 – 2011
Source: Global Assessment Trends 2011 Report
2.1 Human Resource Management
In recent years Human Resource Management (HRM) in the workplace has become an essential tool for organisational growth (BQF, 1998; Marchington and Wilkinson, 1997; Philips 1997) and is recognised by such terms as ‘people are our most important asset’ (Accenture 2001). Armstrong (1995) defined HRM as “a strategic and coherent approach to the management of an organization’s most valued asset – the employees, who individually and collectively contribute to the achievement of the objectives of the business.” Beer (1997) identified HRM as those decisions that embrace employee and employer relationships. Storey (1993) stated that, by using a diverse range of approaches, the employer
It is the intention of this paper to critically analyse the effects of Human Resource Management (HRM) intervention policies in the areas of recruitment, retention and career development of an organisation’s human resources. The nature and intention of the psychological contract which is of prime importance in the recruitment, retention and career development will be discussed. It will also be demonstrated that continued intervention and interaction of HRM will contribute to the effectiveness of the workforce and thus, to the efficiency and productivity of an organisation. Additionally, it will be shown that human resource is a complex and evolving entity, with changing aspirations and expectations and HRM has a vital role to play in matching the companies profile to the employees’ psyche and work ethos. Global Assessment Trends Report 2011 on Top Human Resource Priorities in Table 1 indicates that Succession Planning, External Recruiting and Hiring, Career Development and Internal Promotion/Placement round out the top five priorities. HRM policies of recruitment, retention and career development will be looked at in detail.
Table 1: Top Human Resources Priorities: 2009 – 2011
Source: Global Assessment Trends 2011 Report
2.1 Human Resource Management
In recent years Human Resource Management (HRM) in the workplace has become an essential tool for organisational growth (BQF, 1998; Marchington and Wilkinson, 1997; Philips 1997) and is recognised by such terms as ‘people are our most important asset’ (Accenture 2001). Armstrong (1995) defined HRM as “a strategic and coherent approach to the management of an organization’s most valued asset – the employees, who individually and collectively contribute to the achievement of the objectives of the business.” Beer (1997) identified HRM as those decisions that embrace employee and employer relationships. Storey (1993) stated that, by using a diverse range of approaches, the employer