Principles Of human Resources Management sample essay

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The management of organization human resource to make them attain the organizational goals and work effectively towards contributing to the growth of the organization in contemporary times has taken a new dimension from the traditional way of personnel management. Human resource is considered as the most valuable resources in the organization; without which other resources cannot be coordinated and utilized to the optimal sue of the organization. The formation of effective relationship with workers and enabling a working environment where there is informal relationship goes a long way to motivating workers to performance. According to Farrazzi & Gatti (2007), “…developing deep, genuine relationships- both internally among co-workers …is one of the most important skills need for performance in workplace”

Thus, Human Resource Development (HRD) is a vital process used in contemporary times to make an organization Human resource inapt and adequately equipped to face the challenges of the time. According to Wilson (1999:27), “An alignment between strategy and training and development is now commonly regarded as a good business sense in all corners of the globe”. This is more adduced to the limited resources and finance to aid an organization in the attainment of its goal. Thus, HR development will go a long way in the organization to attain effectively set goals in the most efficient way.

For Colours R Us (CRU) company to effectively get the best in its human resource management , the management of the organization need to put in place conducive working environment; one that would motivate workers to want to remain long in the organization. This is obtainable through formation of deep relationship among workers. Getting the right people at the right place is a function of human resource planning. Motivation of workers plays a significant role in maintaining and making the positioned ‘right people’ stay and build up a long career in an organization.


Effective Human Resource Management practices are recognises as to enhance an organisation’s competitive advantage by creating both cost leadership and differentiation. Today’s competitive global environment has made organisation maintaining a competitive advantage puts a premium on having a committed and competent workforce. Low-cost, high- quality products and services are a result of committed employees all working hard to produce the best products and provide the best services that they can at the lowest possible cost.

Thus, it is important that the Human Resource Managers are made to get in touch and be included in the organisation’s strategic plan, since they have the wealth of experience in the motivation of the organisational workforce into putting their best in the attainment of the strategic goals of the organisation. Furthermore, the possession of information about human resource planning put the Human Resource Manager in a good position to partake in the strategic planning of the organisation. For example, with the available information on human resource planning, this along side with the organisation strategy would bring about the hiring of the best human resource that would be in a better position to efficiently meet the organisation’s goals.

In this view, Sims (2002), has it that, As effective partners in helping organisations successfully achieve their goals, Human Resource Management managers need to have a clear understanding of exactly what are the organisation’s strategies, and then they must ensure that their own efforts are consistent with provide support for those strategies. To the extent that the Human Resource Management function is seen as a strategic partner and/or a centre of expertise, of course, its manager should also be actively involved in the formulation of corporate and business strategies as well as other functional strategies.

A closer integration between top management goals and Human Resource Management practices helps to elicit and reward the types of behaviour necessary for achieving an organisation’s strategy. According to Matanmi (2001:7), “as a concept HRM has relatively recently, developed as a generic (i.e. broad, all-embracing), and yet specialised management field that particularly draws its strengths from such multi-disciplinary sources of knowledge that include (but) not exclusively restricted to) personnel management, organisation behaviour (OB), industrial and labour relations, economics, law, psychology and sociology”.

In the process of HRM, there is an increasing emphasis on the personal needs of the organisation and its members. Thus, how effectively an organisation’s employee contribute successfully to the attainment of the organisational goals depends to a larger extent upon the ability of its HRM staff. Hence, the challenges of the HRM are to create an organisational environment in which each employee can grow and develop to his or her fullest extent (Sims, 2002:4).

Furthermore, Rowden (1999) have it that Human Resource Professional need to master global operating skills. They should learn to do business in non-native environments, with individual of different backgrounds and perspectives and with products and services used in different ways. Human Resource Professionals should also be masters of the business environment.

They need to understand financial reports, business goals, and consumer and investor important. “Also they must have the business acumen necessary to understand and support the business function. This will make Human Resource Professionals and indispensable part of a team assigned the task of charting a business’s future”. (Hussey 1995).

Thus, it is seen that for the Human Resource source professionals to actively partake in the strategic planning of an organisation they need to be vast with skills that cut across financial planning, critical visioning and thinking, analytical skill and be informed with the ever changing technological development and better utilisation of modern information technology packages. This will make them be equipped to put the organisation a head of its competitors.


The workers in Colours R Us (CRU) are not motivated enough to make their stay and build up a career in the organization. The working environment is not conducive; as workers find it difficult to meet their personal needs in the locality where CRU is located. These include restaurants services, baby day care services, security of workers who engages in night shifts. The necessary amenities are not there to aid the worker abide in their work and stay long in the company.

Another major issue that is making CRU not to attract the best workers and to retain those it has is the level of remuneration available to the company’s staffers. However, CRU gives an average remuneration, the locality where the company operates from there is higher level of payment. The software companies and communication call centers are well positioned to pay more. This alone, would be an obstacle in motivating the right workers to want to be employed and build up a career with CRU. This is also a cause to make already employed workers in CRU to wanting to move out.

Furthermore, the statistical number of workers in the organization shows that women are more than male permanent workers are. Women workers usually leave within short period of assuming their post as workers in the company.

There is the problem of getting more workers to operate the company’s diversification operation in the production of ‘Magnificence in Miniature’


As a Consultant with ‘Right People Right Place’, my recommendations for CRU Company, to solve its HRM problems, include the following:


CPU as an organization has not done very well in the motivations of its staffers. Though the company pays its staffers the average pay in the industry, the workers put in much time. Motivation would keep the staffers to contribute meaningfully in the organization and they will be interested and prepare to build up a lasting career with the company. Lindner (1998), argues, “Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. Monetary incentive is not only the channel of motivating workers.

The sense of belonging and appreciation of workers contribution to the organization goes a long way to motivating workers. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employee changes constantly”. The CPU management should adapt different ways for motivating employees who serve long hours and permanent from short- term workers.

Motivating short-term worker, this should be done differently from those workers who are overworked or who put in lengthy work performance in the organization (University of Chicago Newsletter for Supervisor and Managers, 2004). In motivating a short-term worker the management of CPU, need to adopt the following strategic approach:
Reinforce the significance of short-term employees’ work by explaining their importance and how they contribute to the organization’s growth. Introduce short-term employees to the people who use their work to demonstrate the effect the quality of their work has on others.
Counter assumptions that someone else will do the work if short-term employees do not come through. Discuss the role short-terms workers play in the CPU manufacturing and working process. They should be made to understand that their work is as important as that of other employees.
The Management of CPU should demonstrate interest in their long-term plans for HRM for short –term workers. Plans should be devised to identify those areas where skilled short-term workers may have value elsewhere in the organization. The management should help short-term workers to identify other opportunities before their assignment in your department is over.

On the other hand, to motivate those workers who have work lengthy period and over work for the organization, the CPU management can motivate this group by adopting a strategy that follows the sequence of:
The CPU management should let the lengthy period and over worked employees know that the company value their stay in the organization and appreciate their contribution to the growth of the organization. They should be made to know they stand to be adequately rewarded.
The management of CPU should display the quality of a team player by requesting from this category of workers what they require to made them comfortable and keep the work going.
The management of CPU should provide a feedback to workers that put in lengthy work hours, stay, and make them fell appreciated for their contribution in the organization.


Mutual exchange is another strategy the management of CPU can adopt in motivating their workers. Here, where a worker has accomplish an assigned task he or she should be given something in return based on earlier promise made by the supervisor; this may come in form of a day off, or early closure for the day’s work etc. According the Moore (1991), the negative effect of this appraoch is that it is not the most effective approach for motivating workers; as the workers and supervisor may not reach a balance on what should be exchanged for the accomplishment of an assigned task.


The management of CPU should engage in recruiting more males than females. The environment where the company is situated is not conducive for female worker to work adequately. There is absence of day care for nursing mothers and those women with little children; the vicinity is not safe enough for night female worker. Considering these facts, the male worker will do more to cope in the environment than their female counterparts will.


The major reason for the workers leaving the CPU Company within short period is adduced to the lack of amenities to contribute to workers convenience in working for the company. The locality where the company is situated lacks these basic amenities. The management of CPU can enter into strategic alliance by inviting and forming strategic partners with small organizations to provide basic services that the workers lack, such as children day-care services, security, inter-alia.


Ferrazzi, Keith & Gatti, Lisa (2007), “The Human Element of Successful Training” June Volume 61, 6c ABI/ INFORM Global P. 68

Hussey, D. (1995), “Human Resources: Strategic Audit” In International Review of Strategic Management Vol. 6 Pp 157-195.

Lindner, James R. (1998), “Understanding Employee Motivation” in Journal of Extension. June 1998 Volume 36 Number 3

Matanmi, Segun (2001) Strategic Management of the Human Resources in Nigeria for the next Millennium: some notes (unpublished article) Lagos State University.

Moore, Dianne-Jo (1991), “7 Motivational Strategies – Manager’s Motivation Of Workers” Modern Machine Shop (2/11/06)

Rowden, R.W (1999), “Potential Roles of the Human Resource Management Professional in the Strategic Planning Process” in SAM Advanced Management Journal. Vol. 64, Issue 3. Pp 22

Sims, Ronald R. (2002), Organisational Success Through Effective Human Resources Management West Port, CT: Quorum Books. Pp. 1-5, 8, 9, 20, 23.

University of Chicago Newsletter for Supervisor and Managers’ (2004), “Strategies and Tactics Methods to Manage Your Work, Your Staff, and Your Results” Volume VI Issue 9 September–20040901/toc.html (1/11/06).

Wilson, John P. (1999), Human Resource Development: Learning and Training for Individuals and Organizations London: Kagan Page