Human Resource Management

Wright and McMahan (1992) use the resource based view to explain how an enterprise’s human resources could generate sustained competitive advantage. Using Barney’s work (1991) as a staring point, Wright and McMahan (1992) argue that human resources can provide an important source of sustained competitive advantage when the following four criteria are met:

1. Human resources create value for the firm;
2. Human resources are unique and rare among current and potential competitors of the firm;
3. Human capital resources cannot be easily imitated.

Human resources cannot be substitute with other firm resources. Boxall (1996) further built upon the RBV and Strategic Human Resource Management paradigm, stating that human resource advantage (i. e. , the superiority of on firm’s HRM over another) consists of two parts. First, human capital advantage refers to the potential to capture a stock of exceptional human talent “latent with productive possibilities” (Boxall, 1996:67). The second one refers to the task of developing the employees and teams in such a way as to create an organization capable of learning within and across industry cycles.

Successful accomplishment of this task results in the organizational process advantage. Wright et al. , (2001:711) assert that besides the contributions brought to SHRM above discussed, the RBV also effectively put “people” on the strategy radar screen. According to Wright, et al. (2001), in the search for competitive advantage, strategy researchers increasingly acknowledge human capital (Hitt, et al. , 2001), intellectual capital (Edvinsson and Malone, 1997) and knowledge as critical components.

Hence, the RBV has provided a relevant platform for emphasizing the importance of people to competitive advantage, and thus, the inescapable fact that RBV strategy researchers must bump up against people and /or HR issues. Sanz-Valle et al. (1999) comment that HRM practices are usually grouped into broader topics in order to facilitate their study. They also argue that most of the scholars make a distinction between the following HRM fields: competence acquisition, development, compensation and appraisal.

For example, Fombrun, Tichy and Devanna  argue that there are four generic HRM functions “that are performed by human resource managers in all organizations”:

• Selection: acquiring “people who are best able to perform the jobs defined by the structure” (1984:41);
• Development: enhancing employees performance on their current position as well as on positions they may occupy in the future.
• Appraisal: appraising performance “to facilitate the equitable distribution of rewards”(1984:41);
• Reward: linking performance to rewards in order to motivate employees.

Several factors can affect the implementation of HRM functions within organizations. In the following paragraphs, I will review some of the main internal and external factors discussed in the relevant literature. Firm infrastructure Size-structure effects, growth stage, culture and management is expected to influence HRM activities. Firm size is positively related to the formalization of HRM systems. Growth stage of the firm is associated with specific requirements for the HRM function.

The culture of a firm determines the shared meanings and values that underline HRM policies and practices. Management skills directly influence and limit HRM activities within a firm. The utilization of recruitment practices depends on firm size. Thus, in micro-businesses ordinary staff is recruited typically through informal channels while technical or managerial employees were recruited through employment agencies, recruitment fairs and advertising announcements. Larger businesses use application forms, press advertisements, and aptitude tests more frequently than smaller businesses (Hornsby and Kuratko, 1990). For many of the jobs within small firms, informal methods for recruitment are perceived to be entirely appropriate way of selecting the right applicant in SMEs and have the advantage of not requiring initial financial outlay in the context of SMEs’ limited resources .

Many companies and industries have encountered many competition and challenges coming from changes in consumer’s preference, changes in technology, changes in consumer’s expectation, and market globalization. These have made many companies to adopt a work system that is team based. Team based work system is a well structured entity which are normally designed by organization so as to increase employees involvement in decision making. Team work should not be viewed as models of shared government. Team based work is not panacea for the problem that the companies are facing.

Despite solving (advantage) this problem team based work system also create new problems (Disadvantage). (Hanna Etal’1988 page 25 – 33) Many companies have started to implement a high performance work system in their structure. High performance work system is normally aimed at boosting the operation performance and improving the financial growth of an organization or of a company. CNN did a Survey in which thirty nine companies were selected; the aim of the survey was to look at the antecedents, the effectiveness and the design of this initiative.

The result was that high performance work system that brings a change in the cultural behavior (innovation and cooperation) and the employee’s management practice (selection and reward) can lead to a financial growth of the company and an improved performance in operation. Many organizations that have adopted high performance work system have noticed an increase in productivity a fact that is attributed to the change in employee’s behavior. The main objective of high performance work system is to help companies or organization to achieve a ‘fit’ between the employees, information, duties, and technology.

A high performance work system normal contributes to the interest of all the stakeholders (the employees, the management, labor union and the share holders) in the organization. (Hanna Etal’1988 page 25 – 33) Advantages of team based work to the management ? Improved performance outcome This is the main reason as to why the management adopts the team based work system. Management who has adopted this system has always noticed a significant increase in the quality of the products that the companies produce. The reason for increase in performance normally occurs because employees work together as a group.

According to a survey done in US over three hundred companies which adopted this system had an increase in the performance of the company in terms of production. Companies or organization Management who have reengineered their efforts have found out that a team of employees who carries a joint responsibility for a project outcome have realized an increase in profit and an increased in success in achieving the ultimate goal of a project or of production. Compared to individual working team normally eases work for the employees. (Hanna Etal’1988 page 25 – 33)

? Increases of Management creativity High performance work system brings with it technology, this makes management to be creative because they can come up with ways of increasing employees performance, new technology also simplifies the management workload. Team based work also increases management creativity because all the employees are working together while getting new ideas from their team members. ? Increased moral Increase performance of the organization in terms of financial and increased in sales will increase the management’s moral.

Other advantages to the management include: increased management learning opportunity, increases employees flexibility of doing more job, lastly the management can concentrate on the managerial duties because the team will become more responsible Disadvantages – the two systems are usually hard to put in place effectively, it also tend to increase boredom to the management. Advantages of team based work system and high involvement work systems to the employees ? Opportunity of learning new skill

Team based work system enables individual to get new skills, given that different people in a team possess different skills or have different ways of solving a problem. The acquisition of new skills will contribute significantly to his out put. High performance work systems also give the employees opportunity of learning new skills due to integration of technologies in the working environment like new computer software. (Hanna Etal’1988 page 25 – 33) ? Increases employees satisfaction The feeling of ownership within the employees that team based work system brings with it normally makes the employees to fill satisfied.

High performance work system will also satisfy the employees because they will be using modern technology which will eases their work. ? Increases employees job performance High performance work system and team based work system increases the ability of the employees to carry out their duties in a way that is not only effective but also efficient. Other advantages to the employees are: increased autonomy, increases employee’s creativity, brings pride to the employees, increases employee’s confidence, creates a sense of belonging to the employees and lastly the two makes employees to utilize their skills.

Disadvantages – the employees will become bored because of job autonomy. Some employees can also take advantage of other team members, and lastly incase employees don’t feel as part of the team he might end up not cooperating. Advantages of team based work system and high involvement work systems on labor union- Given that employees who are members of the union needs are satisfied the union gain because they receive their membership fee, another advantage is that more jobs are created hence the union get more members.

Team based work system and high involvement work system are the long term interest of management, labor unions, and employees because they all benefit from it, given that all these groups gain both directly and indirectly from the team-based and high involvement work systems. The advantages that are realized are more than the disadvantages that they are getting as a result of using Team based work system and high involvement work system. Second channel is needed to close the gap, the gap that is between the workers council and the workers union.

This is because the gap between the two makes Workers union to be weak. By putting a second channel between the two the gap will be reduced and the workers council will be communicating and supporting each others effectively. The workers councils cannot force the human resource management to implement the human resource strategies. However incase the second channel existed the workers union will be able to push the human resource management to implement human resource strategy because of the amount of support that they will be having.

A work council can be defined as a council or organization representing employees, which operate at a firm or at a local level, so as to negotiate on behalf of the workers and to ensure that the management up holds the national labor laws. In some countries the representative of the workers are appointed to be amongst the board of directors of the relevant company. While a workers union can be defined as organization of workers who have come together to achieve their objectives in key areas such as working hours, wages, working conditions, procedure, workplace safety and complaint procedure.

They bargain with the management on behalf of the workers. 9 Jo Manion eta, l 1996 page 34) The following are the advantages of implementing the workers council in US- the workers will have a bargaining tool to use while negotiating with their employees, workers council will ensure that the human resources strategy are implemented within the company, workers council ensures that the workers are working in a conducive environment, the worker council also ensure that the employees are paid well and all their social needs are met.

(Paul eta, l 2005 page 11) The disadvantages of having workers council in US are – most workers council do “mother” their members by treating them like young kids, workers council tend to slow down production given that they tend to give their members priority as compared to there employers. (Paul eta, l 2005 page 11) There are few differences between workers council and workers union.

These are: Workers council is usually at company level, while workers union is at national level, Workers council are also not able to ensure that human resources strategies are implemented because they are small in size, workers union can be able to ensure that the human resources strategies are implanted because of its big force due to the large number of people. Reference:

Hanna J 1988 “Determining firms performance -workers union and workers council” University of South Carolina Press Page 23 -56. Jo Manion William L & William J 1996, “Workers Council” Jones and Bartley Publishers page 34 – 76 Richard B & Joel R 1998, “What worker wants” Cornel University Publishers page 25 – 200 Paul E & Judy 2005 “Politics of Working Place” journal of Business and economics page 11

Introduction:

SABIC, which stands for Saudi Arabian Basic Industries Corporation, is a manufacturing company, with products ranging from plastics, fertilizers, chemicals and metals. Founded in 1976 to convert oil by-products (like natural gas) into useful chemicals, 70% of the shares in the Riyadh based company are owned by the Saudi government. SABIC is the largest and most profitable public company in the Middle East. (oilandgasnewsworldwide, n.d.) The chairman is Prince Saud bin Abdullah bin Thunayan Al-Saud. The workforce is very diverse, comprising over 30,000 employees belonging to various nationalities. Despite of the large diversified workforce, SABIC still remains proud of its Saudi heritage and from the total more than 85% of the workforce is comprised of Saudi nationals.  (sabic.com, n.d.)

Human Resources Process:

Human resource management (HRM) is a vast term and relates to a function of the organisation which deals in the hiring, recruiting and managing the workforce. It’s an important department for ever organisation but for a diversified organisation it is almost crucial. The main reason for this is that the workforce is the main factor which is directly related with the production and sales, and so it is the task of Human Resource Department to take care of their issues since the employees can’t do it for themselves. The main tasks of this department is to deal with issues which pertain to compensation, hiring and firing, performance management, organisational development, safety of all, welfare of the employees, motivating the employees to perform well, bridging the communication gap within the employees and the management, administering the tasks of the employees and providing training to them all. Thus they are very important for the organisation because of the above tasks it performs. Although it is a very wide field but it deals mainly with two major areas; employee and leader motivation and also aspects of linked human planning (recruitment and selection, training, performance appraisal and compensation).

SABIC is composed of six business units (SBUs), namely Basic Chemicals, Intermediates, Polymers, Specialty Products, Fertilizers and Metals. The human resources department has recently developed and revolutionized to focus on leadership development, organizational effectiveness, workforce planning and development and performance and awards. SABIC maintains contact with universities and vocational schools in order to recruit talented young workers. Maintaining the Continuing Education and Knowledge Transfer program helps to incorporate on the job training and gives employees an opportunity to increase their skills. The Leadership Development Council looks at selecting, assessing and training the next generation of leaders for the company.  (sabic.com, n.d.)

Human Resource Management has to respond and change as the business environment changes. Human resource managers need to synthesize their personnel issues with the general economic and business issues, while staying in touch with technological progress. By doing this they help and ensure that the organisation remains on track and fulfils its performance target promise.  (managementhelp.org, n.d.)

 Critical Appraisal:

Effective human resource management is extremely important in employee productivity, achievement of goals and growth of the company. Employee turnover means the number of workers that are not retained, i.e. they leave their jobs. This is a major factor in all the organisations and it is the task of the Human Resource Department that they prevent this number from increasing. If the turnover rate is very high it means that the employees in the organisation are highly dissatisfied by the organisation’s management and prefer to leave their jobs in search of new ones. This Job dissatisfaction can occur because of a lot of major issues which the Human Resource department try their best to minimize as much as they can. Job dissatisfaction can occur due to lack of remunerative benefits, lack of job satisfaction, and bad manager- employee communication. In order to minimise job dissatisfaction (and hence, employee turnover), employees need adequate remuneration, job security and comfortable working conditions; which is why SABIC focuses on its employees and giving them competitive rewards and incentives. The recruitment process consists of an assessment of the vacancy which needs to be filled, a job analysis, a job description and a person specification. It is very important to recruit the right person for the job. Organisations can choose to recruit externally or internally. The strengths of internal recruitment are the provision of a motivational factor for the employees and it is more practically viable. This also promotes employee loyalty as it represents progress and growth; managers can help gauge the capabilities of an employee and there is a cut in the cost of training and development. External recruitment can provide a fresh insight into the corporate culture, it inspires creativity and a new approach in terms of management and goal setting. SABIC prefers to recruit its skilled labour fresh from universities and vocational schools.

Focus on reward and adequate remuneration helps to keep the employee turnover low, especially since skilled labour and management is difficult to replace in a petrochemical company such as SABIC. Working conditions must be adequately managed, so that work hazards are at a minimum. Employee turnover is lowest for skilled workers that have remained with the company for longer. SABIC’s HR department has revolutionized a training and development committee for top managers and leaders of the next generation.

The expression of a long-term vision by managers is crucial to the development of knowledge culture.  (emeraldinsight, 2008) ‘‘Time allocation’’ (provision of time to employees for sharing of knowledge and goals) is a key factor for the existence of differences in knowledge habits between various teams and divisions within a given organization. It is common to find managers who concentrate predominantly on achieving short-term goals and targets. These managers may not allow their team to spend time on knowledge creation and sharing, consequently they hinder the knowledge culture. (emeraldinsight, 2008)

Organizational Culture and Management Style:

At SABIC, workers are valued highly and deemed the most important driving force behind the company’s stellar growth. It would seem organizational commitment is affected less by a lack of negative reinforcement and is more a product of direct managerial initiatives. HR systems built on commitment and rewards have higher productivity and a lower employee turnover. These systems are characterized by the use of problem solving groups, information dissemination, team work and job flexibility stemming from a perception of employees as resources to be developed rather than as disposable factors of production.

Defining corporate culture means a set of values and beliefs, specific to an organization that are generally understood and shared by all members. An organization’s culture helps to shape and determine the behavior of the members and the practices within the organization.  (inderscience.metapress.com, n.d.) Culture is complex and elusive and is defined in many different ways. As a result, the various methods for measuring it also vary, but our experience from working with and studying hundreds of companies suggests that the organizations which closely align their cultures to support their business strategies tend to outperform those where strategy and culture are not aligned. Since culture drives the behaviours of the workforce, it can have a significant impact at a macro level on productivity, customer service, product and service quality, and operational efficiency. (emeraldinsight, 2008)

Impact of organizational culture and management style on HRM:

Human resource management is directly affected by organizational culture and management style. If the management style is lassez faire, then HRM will also be ineffective and production will go down. If the management style is too autocratic, human resource would have to deal with a high employee turnover, low productivity, and lack of employee motivation. As SABIC has an organizational culture of efficiency and growth, HRM needs to analyse and assess employees for training and development. Human resource strategy is dynamic and is affected as organizations continue to come across and manage tremendous challenges.

Most of the change factors are well known and have been cited on many occasions:

• Globalization of markets;

• Technological;

• Legal;

• Regulatory;

• Mergers and acquisitions;

• Demographic;

• Social and organization structural changes.

All of these issues have fundamental consequences for the management of the human resources function within the organization.

Successful HR managers have a significant strategic impact on their organizations, as they do so at SABIC.

Organizational culture can impact human resource management in varied ways; whether management is autocratic or participatory, whether policies are consistent and fair, whether management focuses on customers and is accessible to employees. All this would contribute to worker motivation, productivity and retention. If the organizational culture is focused on innovation and growth, a certain degree of employee empowerment will be necessary to provide the right environment to workers. Organizational culture cannot be inconsistent with goal setting of the company.

At SABIC, the organizational culture is focussed on sustainable growth and therefore, HRM is focussed on finding the right personnel for each job description and retention of their highly values employees.

Organizational rewards motivate employees towards knowledge sharing and foster a knowledge culture. However, in the context of knowledge contribution, research suggests that the indirect rewards such as appreciation and recognition play a greater role than the monetary incentives. (emeraldinsight, 2008)

Human resource management challenges:

One of the major challenges of human resource is labour retention, which is especially an issue when skilled labour leaves during intensive research or competitive periods. More research needs to be done on worker retention; currently it seems workers stay when the incentives to leave are absent. One of the methods of reducing worker turnover is by using word-of-mouth recruitment or referrals. Existing workers who have recommended the other worker tend to ‘socialise’ with the new recruit to ensure he/she fits in. Although such informal methods do have their disadvantages as well, it may leave a pool of recruits untapped and may leave the corporation open to accusations of indirect discrimination.

Due to increased competitive pressure, managers are looking for ways to improve and sustain organizational performance. Some organizations launch quality management programs which remain unsuccessful because of factors such as lack of top management support and/or employee empowerment, inconsistent human resource policies or a failure to create a conductive culture. Read also about methods of resource allocation

Conclusion:

Human resource management is an important and valued part of organizational structure and strategy. SABIC values its work force highly and therefore has a comprehensive employment package, consisting of reviewed remuneration and rewards. Since it is the largest publicly owned company in the Middle East and is continuing to expand, the Human Resource has been revolutionized to remain compatible with the needs of the company and to deal with issues like employee motivation, training, and retention of skilled labour. Management style and organizational culture cannot be inconsistent with human resource management if the company is to maximise productivity of employees and attain its goals.

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AIMS UNIVERSITY RESTAURANTS, JASPER Continuous Evaluation SST Master of Business Administration 1 Year Human Resource Management Maximum Marks: 30 questions are compulsory) IQ . What skills and competencies do HER professionals need to add more value to the HER function? How might these competencies and skills change in the future? How can HER professionals ensure that they are creating value for their organizations? Q. Assume you have to develop an HER plan for a new-generation private bank having branches In major towns In India.

What specific external factors would be important for you to consider? Why? Q. Explain case study. What are the merits and Demerits of the Case Study Method? Q. Explain any two theories of motivation. Q. Read the CASE Study and answer questions below: Watson Public Ltd Company Is well known for Its welfare activities and employee oriented schemes in manufacturing industry from more than ten decade. The company employs more than 800 workers and 150 administrative staff and 80 management level employees. The Top level management views all the employees at same level.

This can be clearly understood by seeing the uniform of the company which Is same for all starting from MD to floor level workers. The company have 2 different cafeterias at different places one near the plant for workers and other near the Administration building. Though the place is different the amenities, Infrastructure and the food provided are of same quality. In short the company stands by the rule Employee Equality. The company has one registered trade union ND the relationship between the union and the management is very cordial.

The company has not lost a single man day due to strike. The company is onto pay master in that industry. The compensation policy of that company, when compared to other similar companies. Is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing countable number of problems in supplying the materials in recent past days. Problems like quality issues, mismatch in packing materials (placing material A in box f material B) incorrect labeling of material, not dispatching the material on time etc.

The management views the case as there are loop holes in the system of various departments and hand over the responsibility to HER department to solve the issue. When the HER manager goes through the issues he realized that the issues are not relating to system but It relates to the employees. When Investigated he come to know that the reason behind the casual approach by employees In work Is, The company hired new employees for higher level post without considering the potential 1 OFF

This case is about a software consulting firm, Johnson and Associates. The business was established in 1989 by James and Michael Johnson. The two brothers opened the business at a time when the computer market was prospering and the software market was estimated to grow from 17% to 20% worldwide. Their plan was to concentrate on three target markets for their products which included health and racquet clubs, independent insurance agents and wholesale distribution companies.

The product that was being offered by the firm was a software that would automate day-to-day operational tasks for users and provide marketing information. The name of the software was ‘Club-Kit. Contrary to what the prevalent trend, the firm was focusing on one product. Generally in the market. Firms with many products were more successful. This was a problem for them, along with the fact that copies of successful software were made by competition and this declined the profit margin for the firms involved. The firm comprised of four individuals, two brothers and two friends of theirs.

James Johnson was the rains behind the product and had an inclination towards technology. Michael on the other hand was more charismatic and was responsible for marketing the product. Jackson and Wilson were the two friends on board with the venture. They had launched the business and were looking for ways to market the product. For that purpose Johnson and Associates should keep in mind the marketing mix elements in order to obtain success. The elements include distribution, price, promotion and the product itself. Mainstream advertising was a very costly option and the new firm couldn’t afford it.

The firm should rely on personal selling to a large extent and on advertisements in trade journals. Since Michael is a charismatic person he should go individually to people and try to market the product. Secondly trade journals are a very economical option for telling the details about the software. It could make many people aware of the company and the product. Incidentally, the general trend was that Service and Support, instruction, distribution and marketing presence were key components to the success of specialized software.

Hence the firm should focus on extending their reach as much as they can as they were focusing on just one specialized software. The decision of pricing the software had a divided vote, while two members were for keeping the price of the software fixed, the other two wanted it to be negotiable in order to attract customers. However I believe that they should set the price of the software at 700$. The overall reduction in price should be due to hardware, which wouldn’t cause a decline in their profits.

Am a graduate in commerce from Pun university, after completing my graduation I decided to take up the masters program in Human Resource Management because was interested in the role it plays in achieving organizations goals and key objectives, amongst them being hiring and training the best employees, and dealing with performance issues. Then, I pursued my post graduation in HRS from SCUD which was a distance learning course. It though helped me in understanding the basic concepts of HARM spectrum; I was unable to apply it practically on job.

It was only when I darted my career working with a consultancy helped me in understanding the importance of recruitment and selection of employees in an organization. While working with a consultancy, gained experience Of client interaction from start up to COMIC level 5 companies. It helped me to gain in depth understanding of recruitment and now was the time to move on and gain practical experience in other functions of HRS. Switched to another company where performed In-house recruitment, got an exposure of hiring interns from TIT Delhi and TIT Iambi for a Japanese client.

My executive role in IT industry is limited to recruitment and training, Performance appraisals, maintaining work atmosphere and managing disputes. Through this program, would like to gain knowledge of various other roles like audit, facilitator, consultancy and service It’s through this diverse managerial experience I have acquired both in operating and managing a workforce of so many people that have decided to further my studies and pursue a career that will enable me provide good technical assistance and professional training to different firms ND multinational corporations on how to apply effective managerial principles.

My throughout education, experience and knowledge inspires me to further enhance my abilities in HARM, and pursuing a certification degree from MM is a dream, a goal and will be the biggest achievement path of my career. I want to succeed in life and this program will enable me to be a trained professional, help me to understand in depth concepts of HARM My career goal is to work in a leading firm that places priority on professionalism ND lead such organization towards attainment of set goals by making use of knowledge as well as experience.

I believe a certification in Human Resource Management is all that I need to make this dream come true. I chose the program from MM to enhance and deepen my knowledge and skills of Learning and development. The best part of the program is to learn, upgrade and grow, apply the learning while working.

Human Resource Management Roles Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers (Heathfield, S. M. ). Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives (Heathfield, S. M. ). Planning Human resources managers try to project how many employees will be necessary. They look at how many good workers are staying with the company and how many leave.

Ideally, they want a low turnover ratio, where more people are staying than leaving. Planners try to identify good workers from the applicant pool, and use them to replace people leaving the company. The ultimate goal is to increase highly skilled and experienced personnel each time there is turnover. If a company is going to reduce employee numbers, planning tries to look for positions that could be trimmed without harming the company. Pay People in human resources management keep updated on pay and employee tax laws.

They negotiate salary and wages with an applicant as well as bonuses, merit-based awards and commissions. Other pay areas they work with include retirement, life insurance, health insurance, vacation time, sick leave, disability insurance and stock ownership plans (Felix, J. ) Training Human resources personnel coordinate employee orientation; new hires learn their rights, responsibilities and the company’s physical and organizational structures. Training and development builds new hires into proficient workers.

As employees gain experience, they receive supervisor, management and leadership trainings. Training happens both on the job and in formal classroom instruction. Employees can end up at a leadership or management academy outside their company (Felix, J. ) Laws and Regulations Employees receive manuals and handbooks as soon after they’re hired. These books contain the company’s laws affecting the employee; and the company’s expectations for the employee. Human resources personnel review and process firing requests, as some states make it hard to easily fire an employee.

Some states are “at will” employment states; employers can terminate employment for any reason. The employee can also quit for any reason. Human resources personnel coordinate ethics training and enforcement. They hold this kind of training to reduce business fraud, mismanagement, and insensitivity toward other cultures, races, religion and gender (Felix, J. ) Wellness The Human Resources department coordinates wellness programs such as drugs, diet, exercises, health, ergonomics, diversity, spirituality and employee harmony.

Reducing mishaps in the workplace, and reducing diet and habit-based sickness, helps improve productivity. An organization has to pay worker compensation and health insurance. Wellness programs reduce sickness and injury in the long run, saving the company money while getting more out of the worker (Felix, J. ) In conclusion, human resource management is very vital in any job field that you go to. Human resources are forever changing as we develop new technology, new laws and regulations, new innovative ways to deal with employees, health and wellness, etc.

The greatest future challenge for the field will be the continued integration of management with other theories to address socially relevant issues as life becomes more complex and diverse. References Felix, J. (n. d. ). About Human Resource Management. Retrieved from http://www. ehow. com/about_4796612_human-resource-management. html Heathfield, S. M. (n. d. ). What is Human Resource Management? Retrieved from http://humanresources. about. com/od/glossaryh/f/hr_management. htm