The Direct Relationship Between HR Management and Organizational Growth

In today’s running of organizations, all operations have become evidence-based. Human Resource Management should not be exceptional. The evidence-based practice comprises of using explicit, judicious and conscientious information in making business decisions (Torrington, et al., 2008). Although evidence-based HRM has not been there for a long time, it is slowly gaining popularity within the organizations. HR professionals need to make accurate and trustworthy decisions. Logically, this can only be effective by using quality, better and relevant information from different sources of information (Armstrong, 2010).

HR functions are considered to be the backbone of the organizational success. It deals with handling the employees and their relationship with the management as well as effectively accomplishing their duties. There is a direct relationship between HR functions and the organizational growth. HR needs evidence in recruiting, selecting, training, retaining, solving work disputes among others (Price, 2011). This is where Evidence-based HRM comes in. Application of evidence-based HRM leads to more accurate methods of identifying problems, better decisions, and more desired results. HR practitioners are more likely to make better-informed choices with evidence-based HRM in place. Human beings have several limitations and biases when making a choice however, evidence-based practices is known to assist in overcoming such (Barney & Wright, 1998).

In short, evidence-based HRM approach assists professionals in making effective decisions regarding their duties and handling HR functions. 

After reviewing the human resource issues facing the CERA organization and the reluctant nature of Mark French in fully implementing HR department, I would propose the importance of HR to the company. Application of Strategic HR would be the key to the company’s success (Conaton, 2014). HR would play a major role in strengthening the employee- employer relationship. HR manager has the responsibility to formulate workforce strategies which align with the organizational strategies and meet its goals. More specifically, a strategic HR would serve the following purpose for the organization (Mayhew, 2016).

a. Promote workplace safety- It is a strategic role of the human resource department create a workplace environment free from accident and hazards. This would help CERA Company is avoiding on-the-job accidents and workers’ compensation. The HR manager would engage the employees by training them to avoid accidents and fatalities while using complex equipment and machinery.

b. Compensation and Benefits- It is the role of HR manager to plan for the employees’ pay scale and benefits strategically. Such decisions have an impact on the employees’ motivation and the organizational reputation. A reputable company can attract talented employees. Without HR department in place, the CERA Company cannot meet these functions(French, 2007).

The Role of Evidence-Based HRM in Accurate Decision-Making

c. Employee Recruitment, Selection, and Training-Strategic HR manager play a major role in aligning the required skills, experience and qualification and the organization’s objectives. Training of the employees is a strategic role that prepares them to take a future managerial position in the company. Training motivates the employees as well as help the company for employee retention (Becker, B & Gerhart, B, 1996).

d. Employee Relations-It is the role of the HR department to reinforce the relationship between the employer and the employees.

Employees’ relationship plays a strategic role in the company’s success. The HR must determine the best ways of resolving work related issues without losing its employees(Cartwright & Holmes, 2006).

However, CERA Company can only enjoy such benefits when a strategic HR department is put in place.

For the purpose of this section I have chosen two internet articles to be used in the Currency, Relevancy, Authority and Purpose (C.R.A.P test). The articles are;

a) Conaton, S., 2014. Realizing the Potential of Strategic Human Resource Management: Employee Self-Advocacy in the Information Age. [Online]

Available at:

https://www.cornellhrreview.org/realizing-the-potential-of-strategic-human-resource-management-employee-self-advocacy-in-the-information-age/
[Accessed 20 03 2017].

Currency

The article was published in the year 2014. It was during this period that this period that strategic HR and evidence-based HR was gaining its roots in many organizations and HR departments. Therefore, I consider the article current as far as the evolution of the topic is concerned.

Relevancy

The article is relevant in addressing the topic. The authors go from a general discussion of the topic to the particular and specific importance of strategic human resource in an organization. The article states that the HR as a strategic role to promote the organization’s strategies by aligning them with workforce strategies. The department has to forge a mutual relationship between the employees and the employers.

The author goes further to point put HR functions such as recruitment and selection, training and development, compensation and benefits, and employee relationship and their strategic role in a company’s success. The article ends by stating the strategic HR will play an important role in the future success companies.

The article is detailed and well-articulated in addressing the issues surrounding strategic HR functions.

Authority

The article was authored by Steven Conaton who has a Master’s degree in Human Resources from the University of Illinois in 2014. The article was peer-reviewed by the Cornell HR Review which is a reputable organization. Besides using his personal experience in the field of HR, Conaton also sought guidance from other peer-reviewed articles as referenced in the document.

The Strategic Role of HR Managers in Organizational Success

Purpose

The article was written with the sole purpose of addressing the strategic HR issues and how they are important to any organization. It is supposed to inform readers, HR practitioners in particular, on the current trends in the field of HR.

b) Mayhew, R., 2016. The Strategic Role of Human Resource Managers. [Online]
Available at: https://smallbusiness.chron.com/strategic-role-human-resource-managers-11782.html
[Accessed 20 3 2017].

Currency

The article was published in the year 2016. Therefore, I consider the article current and can be referred to when addressing the issues facing HR function and application in the organizations today.  

Relevancy

The article is on point in addressing the strategic roles of HR managers. Apart from the traditional role of strengthening the relationship the employers and their employees, the other states that the HR manager should be part of formulating organizational strategies. The article gives an overview of how the HR functions have changed over time from processing payrolls and handling job application in the 1980s to being part of the strategic management of the organization.

Currently, the HR department is responsible for developing strategies, solving employee related issues and ensuring that the workforce is well equipped in meeting the company’s goals and productivity. Some of the strategic roles played by the HR, as highlighted in the article, are workplace safety, Compensation packages and benefits, employee training, recruiting and selecting, and employee relations.

Authority

The article is authored by Ruth Mayhew who began writing on HR topic in 1985. She is an HR expert and also holds Masters of Arts in Sociology from the University of Missouri in Kansas City. The Chron published the article, and it is well referenced using reliable sources of information.

Purpose

The objective of the article is to inform the readers on the strategic role played by the HR department in the organizational success.

Conclusions

Human Resource is an important function of any organization. Different articles have shown that HR have evolved from just handling payrolls and processing new job application to being the central part of the decision making in an organization. Instead of making a baseless decision, nowadays HR managers are backing their decisions using evidence. However, it should be noted that this new approach has been fully put into practice. Studies have shown that people are more likely to accept decision when there is reliable evidence supporting them as opposed baseless decisions. Defining the current trend of HR i.e. strategically-oriented and evidence-based is has been exhaustively addressed. The information addressed here shows the importance of HR in any organization. 

References

Armstrong, M., 2010. Hand book of Human Resource Management Practice. 12th edition ed. s.l.:Kogan Page ltd.

Barney, J. B. & Wright, P. M., 1998. On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management, Volume 37, pp. 31-46.

Becker, B & Gerhart, B, 1996. The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, Volume 39, pp. 779-801.

Cartwright, S. & Holmes, N., 2006. The meaning of work: the challenge of regaining employee engagement and reducing cynicism. Human Resource Management Review, Volume 16, p. 199–208..

Conaton, S., 2014. Realizing the Potential of Strategic Human Resource Management: Employee Self-Advocacy in the Information Age. [Online]
Available at: https://www.cornellhrreview.org/realizing-the-potential-of-strategic-human-resource-management-employee-self-advocacy-in-the-information-age/
[Accessed 20 03 2017].

French, W. L., 2007. ‘Human Resource Management. 6th Edition ed. s.l.:Houghton Mifflin.

Mayhew, R., 2016. The Strategic Role of Human Resource Managers. [Online]
Available at: https://smallbusiness.chron.com/strategic-role-human-resource-managers-11782.html
[Accessed 20 3 2017].

Price, A., 2011. Human Resource Management. 4th edition ed. South Western : Cengage Learning.

Torrington, D., Hall, L. & Taylor, S., 2008. Human Resource Management. Pearson Education Limited ed. Harlow : 7th edition.