The Immediate Context Of Hrm

Published Date: 02 Nov 2017

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Abstract

Human resource approach and practice is a management function aimed at maximizing return on investment in human capital. The main purpose of HR department is to ensure that there is an increased pool of human knowledge, skills and abilities in the organisation.

HR function plays an important role in an organization progress and growth. In today's frequently changing and highly competitive environment, organization's ultimate success or failure is also affected by it as success now also depended on how the organizations discover and manage their human resources.

The essay will focus on activities handled by the human resource department such as hiring practices, training and development, performance appraisal, payment practices and managerial perceptions and preferences in the organisation. Further, the discussion will also take into account the challenges and limitations faced by the organizational managers in an organisation to implement comprehensive human resource management practices.

This essay will review that in order to understand HRM we need to be aware of not just the multiple layers of its context but conceptual plans and the way they intersect must also be seen. Further, we have discussed that ideologies and ideas, experiences and events are interwoven or say interconnected and not isolatable or discrete and HRM itself is therefor, embedded in that context that is it is a part of that web and cannot be examined in isolation.

This essay also takes in to account tapestry both to create and make sense of HRM. These ways of seeing the context which are the wrap, the thread running the length of the tapestry and examine how we perceive reality, make assumptions about it, and define if for ourselves.Further best fit school and best practices of HRM which increases the organizational performance and meet goal congruence between organization and individual goals are also been discussed.

Table of Content

Introduction:

A situation observed from one angel gives one impression and seen from another angel gives another impression. In order to gain full understanding of the situation you will need to get full information and gain full understanding of the situation.Facts can be easily misinterpreted when we examine situations, people, events etc out of context, as context is their which gives us full understanding of the situations.

Context describes the situation and gives us the codes to decode them, the language to understand them andprovides the keys to understand the meaning of different phases. This essay will explain HRM is far more than a practices, procedures, portfolio of policies, and prescriptions concerned with the management of the employees.(Keenoy, 1990). HR function plays an important role in an organization progress and growth. In today's frequently changing and highly competitive environment, organization's ultimate success or failure is also affected by it as success now also depended on how the organizations discover and manage their human resources.

However, it has been observed that certain events and changes in wider context create repercussion for the organization and creates tension in the organization which the managers have to manage by making various choices. In brief tension within the organization arises due the following factors several stakeholders, their differing perspectives upon events, experiences and relationships, their differing aims, interests and needs, the interplay between formal organization and individual potential and needs.Theses tensions affect the performance and productivity of the organization which in turn leads the organization towards failure

The various layers of HRM context has been overlayed by the world of ideas and values which specify the ways and steps of organising society, the way of acquiring and utilizing power, and the way of distributing resources. Further, the ways of understanding and valuing human beings and their activities; the ways of studying and understanding reality and of acquiring knowledge; the stocks of accumulated knowledge in theories and concepts.

This essay will review that in order to understand HRM we need to be aware of not just the multiple layers of its context but conceptual plans and the way they intersect must also be seen. Further, we have discussed that ideologies and ideas, experiences and events are interwoven or say interconnected and not isolatable or discrete and HRM itself is therefor, embedded in that context that is it is a part of that web and cannot be examined in isolation.

Aim and Objectives

The essay takes into account various factors which contribute towards the success on an organization and discuss various models and approaches to human resource management. It will evaluate the relationship between HRM and organizational performance and factors which an HR director should consider to restructure a failing organization which includes proper hiring, training, employee motivation and performance appraisal.

The aim of the the essay is to explore factors which would help reconstruct a failing organization. This essay will basically focus on following objectives which are :

Understanding of HRM and its significance to the business will be developed.

Examination of the different approaches to HRM, such as the best-fit approach HRM, the configurationally approach to HRM, The resource-based view of HRM, and the best-practice approach to HRM.

Evaluation the relationship between SHRM and organizational performance.

Best practices of HRM will also be covered along with different models and its impact of HRM on organizational performance

This essay also takes in to account tapestry both to create and make sense of HRM. These ways of seeing the context which are the wrap, the thread running the length of the tapestry and examine how we perceive reality, make assumptions about it, and define if for ourselves. Further best fit school and best practices of HRM which increases the organizational performance and meet goal congruence between organization and individual goals are also been discussed.

LITERATURE REVIEW

Conceptualising and representing context

We cannot understand anything that is embedded in a complex context and therefore we need to have full understanding of the context at an intuitive level to arrive at tacit knowledge. For the purpose we have to work with open mind and not like a like the fish in water thathave no understanding of thewetness(Southgate and Randall, 1981: 54). We have to be reflexive, understanding what our perspective is and its implications.

To understand HRM, we cannot examine it in isolation. Further, if we analyse context through its various elements and layers, it will distort our understanding. Rather, one should proceed to examine HRM interdependence with other phenomena. Such as try to conceptualise context through metaphor by envisaging it in terms of something concrete such as a tapestry which is a thick hand-woven textile fabric in which design is formed by weft stitches across parts of warp (Concise OED, 1982).

This metaphor helps us to analyse how interwoven (wrap and weft) interrelated and are the various elements of the context of HRM both the concrete and the abstract.This metaphor alters the ways of seeing and thinking about world which is discussed later. This is said to be the warp which run the length of the tapestry and contributes to its basic form and texture.

The Immediate Context of HRM

Strategic human resource management (SHRM) practices are those practices precisely designed, applied and completed based on a deliberate association with company’s strategy (Huselid, Jackson, and Schuler 1997). SHRM indicates that people in organization are strategic resources i.e. man force capital that must be balanced in implementing corporate strategy.

SHRM means introducing policies and procedures that help good strategy implementation, using work force teams to influencemulti-dimensional knowledge and capabilities, developing knowledge management competencies that aid in leveraging of good practices.

Human resource managementconcerns the management of the employment relationship, it is practised in organisations by managers. The nature of the organisation and the way it is managed therefore form the immediate context within which HRM is embedded, and generate the tensions that HRM policies and practices attempt to resolve.

Strategic HRM explains broad organizational problem relating to modification in structure and philosophy, organizational success, matching resources to upcoming needs, the development of unique abilities, management of knowledge, and change management. It is concerned with human capital needs and process capabilities development, mutually, that is, the skill to do things effectively. Generally, strategic plans of the organization in which people are affected or have concerns are dealt with SHRM.

The Nature of Organisations and The Role Of Management

An organisation comes into existence when the efforts of two or more people are pooled to achieve an objective that one would be unable to complete alone. The achievement of this objective calls for the completion of a number of tasks.

Depending upon their complexity, the availability of appropriate technology and the skills of the people involved, these tasks may be subdivided into a number of subtasks and more people employed to help carry them out. This division of labour constitutes the lateral dimension of the structure of the organisation. Its vertical dimension is constructed from the generally hierarchical relationships of power and authority between the owner or owners, the staff employed to complete these tasks, and the managers employed to coordinate and control the staff and their working activities.

Working on behalf of the organisation’s owners or shareholders and with the authority derived from them, managers draw upon a number of resources to enable them to complete their task: raw materials; finance; technology; appropriately skilled people; legitimacy, support and goodwill from the organisation’s environment.

They manage the organisation by ensuring that there are sufficient people with appropriate skills; that they work to the same ends and timetable; that they have the authority, information and other resources needed to complete their tasks; and that their tasks dovetail and are performed to an acceptable standard and at the required pace.

The very nature of organisation therefore generates a number of significant tensions: between people with different stakes in the organisation, and therefore different perspectives upon and interests in it; between what owners and other members of the organisation might desire and what they can feasibly achieve; between the needs, capabilities and potentials of organisational members and what the environment demands of and permits them. Management (see Watson, 2000) is the process that keeps the organization from flying apart because of these tensions, that makes it work, secures its survival and, according to the type of organisation, its profitability or effectiveness.

Inevitably, however, managerial control is a significant and often contentious issue. The need to manage people and relationships is inherent in the managing of an organisation, but the very nature of people and the way they constitute an organisation make management complex. Although the organisation of tasks packages people into organizational roles, individuals are larger and more organic than those roles have traditionally tended to be.

The organisation, writes Barnard (1938, in Schein, 1978) ‘pays people only for certain of their activities, but it is whole persons who come to work’ . Unlike other resources, people interact with those who manage them and among themselves; they have needs for autonomy and agency; they think and are creative; they have feelings; they need consideration for their emotional and their physical needs and protection. The management of people is therefore not only a more diffuse and complex activity than the management of other resources, but also an essentially moral one (Watson, 2000).

This greatly complicates the tasks of managers, who can only work with and through people to ensure that the organisation survives and thrives in the face of increasing pressures from the environment. Owners and managers are confronted with choices about how to manage people and resolve organisational tensions. The next subsection examines some of these choices and the strategies adopted to handle them.

However, this division of managerial labour has fragmented the management of people: the development of human resource management beyond the traditional personnel approach can be seen as a strategy to reintegrate the management of people into the management of the organisation as a whole.

The Approaches Used By Management to Resolve The Tension In An Organization

Tensions within the organization affect the performance and productivity of the organization. Characteristics of a low performance organization are:

Trust

Employees cannot be trusted to do their jobs without frequent oversight and constantexecutive over-ride of logical decisions.

Shared Vision

Strong leaders keep their shared vision under wraps.

Reinvention, Innovation and Change

Low performance organization are skeptical of the need to reinvent them to meet emerging demands and changing roles.

Shared Information/Open Communication

Knowledge belongs to those with power. Only the powerful are permitted to have knowledge. A little knowledge is a dangerous thing, and would only encourage insubordination by underlings. Systems Thinking and Understanding

Employees are not required to understand the whole picture. Management will instruct them as to how they can achieve their overall goals.

Cross-Trained Teams And Skilled Workers

Members of low performance teams have no interest in understanding of each other's jobs. That wouldjust be an opportunity for management to take advantage of them, getting more work out of them for the same pay.

Motivation

Management understands that people are motivated solely by greed. Hence, they must be kept in line my arcane management policies and obfuscated directives.

Customer Orientation

The customer must be tolerated from an internal and external viewpoint.

Understanding and Management of Technology

Management is characterized by slavish devotion to new technology, regardless of relevance to mission or product.

Weick (1979) writes that managing and organising is an ongoing process. The strategy adopted by managers to overcomethis tension is embodied in their employment policies and practices and the organizational system they put in place. Therefore, we identified four approaches or strategies managers adopt to overcome these tensions.

The Scientific Management Approach:

This approach addresses the tension in an organization by striving to control people and keep their cost down. The approach encompasses low levels of trust between managers and subordinates. It emphasized the need for rationality, clear objective, the management prerogative and adopted work study and similar methods. Work is often organized such that surveillance of subordinates is made possible. In common with the principles of scientific management, jobs tend to be broken down into narrowly defined tasks.Workers in manual grades are not promoted, and tend to stay in initial jobs (Whitley, 1999). Such a strategy encourage a collective response from workers and hence development of trade unions.

Human Relation Approach

Child (1969) identifies that if people were treated as clock numbers rather than as human being,their effectiveness at work would be affected work and could even fight back to the point of subverting management intentions. It also recognized the significance of social relationships at work (the informal organization) (Argyris, 1960). Managers therefore had to understand the nature of the working and to find ways of involving employees in decision making which can be done through number of factors such as

Job design,

Motivation and a democratic,

Consultative or participative style of working (Schein, 1970).

Human Resource Management Approach

It is a Modern management technique and emphasizes worker involvement as a route to quality enhancement and increased performance. It focus on achieving flexibility in an organization and to improve performance through devolving decision making and making employees multi skilled to work across traditional boundaries. It attempts to integrate the need of employees with those of the organization in an explicit manner. It states that organization should treat it employees as an asset and invest them in such a way which utilize their potential for the benefit of the organization.

Humanistic Approach

The fourth, idealistic, humanistic approach aims to construct such an environment in an organization which encourageemployees to work collaboratively together for their common good. This is the approach of many cooperatives (Huse, 1980)

THE BEST-FIT (OR CONTINGENCY) SCHOOL:

This school of thought of SHRM identifies the close link between Human resource management policies and practices and strategicmanagement. They states that a link between the individual performance and business strategy is central to ‘fit’ or vertical integration.

Vertical integration is the linking of business goal with individual objectivesetting and to the rewarding and measurement of that goal. Vertical integration ensures an explicit relationship between the external market or business strategy and internal people processes and policies, and ensures that competences which are a key source of competitive advantage are created (Wright et al., 1994).This vertical integrationis a vital part of any strategic approach to the people management (Dyer, 1984; Mahoney and Deckop,1986; Schuler and Jackson, 1987; Fombrunet al., 1984; Grattonet al., 1999).

Tyson (1997) identified ‘vertical integration’ asthe essential ingredient that enables the HR paradigm to become strategic. This requires,in practice, not only a statement of strategic intent, but planning to ensure that an integratedHR system can support the policies and processes in line with the businessstrategy.

There have been a number of SHRM models that have attempted to identify the linkbetween HR policies and practices and business strategy, and develop categories of integrationor ‘fit’. These include the life-cycle models (Kochan and Barocci, 1985) and thecompetitive advantage models of Miles and Snow (1978) and Schuler and Jackson(1987) based on the influential work of Porter (1985).

Life-cycle model:

A number of researchers have attempted to apply business and product life-cycle thinkingor ‘models’ to the selection and management of appropriate HR policies andpractices that fit the relevant stage of an organisation’s development or life cycle (Bairdand Meshoulam, 1988; Kochan and Barocci, 1985). So, for example, according to thisapproach, during the start-up phase of the business andto enable the growth and to promote entrepreneurialism, there is an emphasis on HR flexibility. In the growthstage, once a business grows beyond a certain size, the emphasis would move to thedevelopment of more formal HR policies and procedures. In the maturity stage, as marketsmature and margins decrease, and the performance of certain products or theorganisation plateaus, the focus of the HR strategy may move to cost control. Finally, inthe deline stage of a product or business, the emphasis shifts to rationalisation, withdownsizing and redundancy implications for the HR function (Kochan and Barocci,1985).

Competitive Advantage Model:

This models tend to apply Porter’s (1985) ideas on strategic choice.Three key bases of competitive advantage identified by him are : cost leadership, differentiationthrough quality and service, and focus or ‘niche’ market. Schuler and Jackson(1987) used these as a basis for their model of strategic human resource management and defined the appropriate HR policies and practices to suit the generic strategiesof

Cost reduction,

Quality enhancement and

Innovation.

Schuler and Jackson’s model argued that improvement inorganization’sperformance will be achieved when HR practices are reinforced mutually, the organisation’schoice of competitive strategy.

The outcome of this would be the behaviours as desiredby the employee, which are interrelated with the organizational goals.The ‘cost-reduction’-led HR strategy is likely to focus on the efficiencyby ‘hard’ HR techniques, whereas the ‘quality enhancement’and ‘innovation’-led HR strategies focus on value addition through ‘softer’HR techniques and policies. Thus all three of these strategies can be assumed, in linking HR policies and practices to the goals of the business, as strategic and therefore in contributing in different ways to ‘bottom-line’ performance.

Configurational Model:

Thisapproach focuses on how configurations of multiple independentvariables (unique patterns) are related to the dependent variable. This model aims ideal type categoriesof organisation strategy and also the HR strategy. Configurational approach is differentfrom contingency approach in a sense that these configurations approach represent ‘non-linear synergistic effects and higher-order interactionsthat can result in performance maximization (Delery and Doty, 1996: 808). This approach focus on internally consistent set of human resource practices thatafter maximising horizontal integration, links these to other strategic configurationsin order to maximise vertical integration(Marchington and Wilkinson, 2002). Thus, put simply, strategic humanresource management, according to configurational theorists, requires an organisationto establishanhuman resource system that can achieves horizontal as well as vertical integration. Deleryand Doty use Miles and Snow’s (1978) categories of ‘defender’ and ‘prospector’ to theoreticallyderive ‘internal systems’ or configurations of HR practices that maximize horizontal fit, and then link these to strategic configurations of, for example, ‘defender’or ‘prospector’ to maximise vertical fit

The Wider Context of HRM

Defining The Wider Context

The definition of the wider context of HRM could embrace innumerable topics and a long time perspective. It is more appropriate to give examples

Echoes From The Wider Context

The focus here is on distant events that have influenced the management of the employment relationship.

The First and Second World Wars

The two world wars have influenced attitudes of managers to labour, attitude of labouron management practices, and the development of personnel techniques the personnel profession.

Changed attitudes of managers to labour

According to Child (1969: 44), the impact of the First World War has influenced attitudes of managers to labour.Then various changes were taken to improve this attitude and focus is directed to treat labour as a resource to organization not as liability

The development of personnel techniques

Managers were encouraged to follow the psychological techniques to selection and training.

The development of the personnel profession

The 2nd World War had also influence the development of the personnel profession. Child (1969) directed government concern on appropriate working practices and conditions.

Ways of Seeing and Thinking

Now attention should be directed towards our ways of seeing and thinking about world, the ways that generate the language, the code, and the keys we used in conceptualizing and practicing HRM. It is at this point that we became fully aware of value representing context as a tapestry both to create and make sense of HRM. These ways of seeing are the wrap, the thread running the length of the tapestry that give it its basic form and texture which are more apparent when we turn the tapestry over and examine how we perceive reality, make assumptions about it, and define if for ourselves

PERCEIVING REALITY

As Medcof and Roth (1974) said that despite the impression that we are in direct and immediate contact with the world, our perception is , in fact, separated from reality by a long chain of processing.Psychologist indicate that perception is a complex process involving the selection of stimuli to which to respond and the organization and the interpretation of them according to patterns we already recognise

MAKING ASSUMPTIONS ABOUT REALITY

Bannister and Fransella (1971) states that we can only make assumptions about what reality is and then proceed to find out how useful those assumptions are and cannot determinean reality free from interpretation directly. Some assumptions are so deeply engrained that they are difficult to identify and express but they are nevertheless embodied in the way we approach life. These include the way we conceptualize,theories about and manage the employment relationship.

DEFINING REALITY FOR OURSELVES

We define reality for ourselves in the following manner

Orthodox Thinking:

Orthodox means correct or generally accepted opinion inculcated in the majority of members in any given society through the processes of socialization and education and sustained through sanctions against deviation. We donot generally question our orthodox beliefs, and therefore we donot pay much attention to them nor consider how they frame the interpretations we make of our world nor what other alternative there could be.

ALTERNATIVE APPROACH:

The following three approaches stand in contract to orthodox thinking

Phenomenology

It is concerned with understanding the individual’s conscious experience rather then analyzing this into fragments, it takes a holistic approach. It acknowledges the significance of objectivity(Sanders, 1982).

Constructivism

It is also concern with individual experiences but emphasises the individual’s cognitive process.

Social Constructionism

It does not assume that a reality independent of observer exists. Reality is only what we construct ourselves and that not through our own cognitive process but the social processes of language, discourse and social interaction.

The wider social, economic, political and cultural context of HRM is diverse, complex and dynamic. The metaphor of a tapestry is therefore used to express the way in which its meaning is constructed from the interweaving and mutual influences of assumptions deriving from the basic perceptual, epistemological, philosophical and ideological positions. The notion of Wrap and Weft are used to discuss such key contextual elements as phenomenology, constructivism, social constructionism etc.

Defining Reality For Others

Hereexamination some of the weft threadshas been explained which includes the ways in which others define our reality.

Ideology

Gowler and Legge (1989) define ideology as the sets of ideas involved in the framing of our experience, of making sense of the world, expressed through language.

What we hear and what we read is conveying someone else’s interpretations. The way those are expressed may obscure the ideology and vested interest in those interpretations.Child (1969) discusses the ideology embodied in the development of management thinking, identifying how the human relations approach chose to ignore the difference of interests between managers and employees and how this dismissal of potential conflict influenced theory and practice.

Hegemony

Hegemony is the imposition of the reality favoured by a powerful subgroup in society upon less powerful others. Such a group exerts its authority over subordinate groups by imposing its definition of reality over other possible definitions. This does not have to be achieved through direct coercion, but by ‘winning the consent of the dominated majority so that the power of the dominant classes appears both legitimate and natural’.

Rhetoric

Rhetoric is ‘the art of using language to persuade, influence or manipulate’ (Gowler and Legge, 1989: 438). Its ‘high symbolic content’ ‘allows it to reveal and conceal but above all develop and transform meaning’ (Gowler and Legge, 1989: 439, their italics). It ‘heightens and transforms meaning by processes of association, involving both evocation and juxtaposition’. In other words, its artfulness lies in playing with meanings. It is something with which we are familiar, whether as political ‘spin’ or as the terminology used in effecting organisational change (Atkinson and Butcher, 1999).

In the ‘eco-climate’ of an organisation, where meanings are shared and negotiated, power and knowledge relations are expressed rhetorically.

These interweave through the warp to produce the basic pattern of the tapestry, but with differing colours and textures, and also differing lengths (durations), so that they do not necessarily appear throughout the tapestry. They constitute important contextual influences upon HRM, and in part account for the competing definitions of it.

BEST-PRACTICE SHRM:

High-Commitment Models

The best-practice approach highlights the relationship between ‘sets’ of good HR practices and organisational performance, mostly defined in terms of employee commitment and satisfaction. These sets of best practice can take many forms: some have advocated a universal set of practices that would enhance the performance of all organisations to which they were applied (Pfeffer, 1994, 1998); others have focused on integrating the practices to the specific business context (high-performance work practices). A key element of best practice is congruence between policies and horizontal integration. Difficulties arise here, as best-practice models vary significantly intheir constitution and in their relationship to organisational performance, which makes generalisations from research and empirical data difficult.Here, it is argued that by identifying, by commitment and proper implementation of set of best HRM practices, all organisationswill benefit and see improvements in organisational performance.

Universalism And High Commitment

One of the models most commonly cited is Pfeffer’s (1994) 16 HR practices for ‘competitiveadvantage through people’ which he revised to seven practices for ‘building profitsby putting people first’ in 1998.

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Pfeffer (1994) explains how changes in the external environment have reduced theimpact of traditional sources of competitive advantage, and increased the significance ofnew sources of competitive advantage, namely human resources that enable an organisationto adapt and innovate. The universalist approach or ‘ideal set of practices’(Guest, 1997), concerns about how ideal set of practices are achieved by close organisations, the hypothesis being that the closer an organisation gets, the better the organisationwill perform, in terms of higher productivity, service levels and profitability. Therole of Human Resources involve gaining senior management commitment to a set of HR polices and best practices and ensuring that they areimplemented and that reward is distributed accordingly.

Measuring The Impact Of SHRM On Performance And The Balanced Scorecard

A study by Ernst & Young in 1997, cited in Armstrong and Baron (2002), found that more than a third of the data used to justify business analysts’ decisions were non-financial, and that when non-financial factors, notably ‘human resources’, were taken into account better investment decisions were made. The non-financial metrics most valued by investors are identified in

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This presents an opportunity for HR managers to develop business capability anddemonstrate the contribution of SHRM to organisational performance. One methodthat is worthy of further consideration is the balanced scorecard (Kaplan and Norton,1996, 2001). This is also concerned with relating critical non-financial factors to financialoutcomes, by assisting firms to map the key cause–effect linkages in their desiredstrategies. (Boxall and Purcell, 2003).

Kaplan and Norton adopt a stakeholder perspective, based on the premise that for anorganisation to be considered successful, it must satisfy the requirements of key stakeholders;namely investors, customers and employees. They suggest identifying objectives,measures, targets and initiatives on four key perspectives of business performance:

Financial:

How we should appear to our stakeholdersin order to succeed financially?

Customer:

How we should make our vision clear to our customers?

Internal business processes:

What businessprocesses we introduce to satisfy our customers and shareholders?

Learning and growth:

What ability should be posses to achieve our vision?’

They recognise that investors require financial performance, measured through profitability,market value and cash flow or EVA (economic value added); customers requirequality products and services, which can be measured by market share, customer service,customer retention and loyalty or CVA (customer value added); and employeesrequire a healthy place to work, which recognises opportunities for personal developmentand growth, and these can be measured by attitude surveys, skill audits andperformance appraisal criteria, which recognise not only what they do, but what theyknow and how they feel or PVA (people value added). These can be delivered throughappropriate and integrated systems, including HR systems. The balanced scorecardapproach therefore provides an integrated framework for balancing shareholder andstrategic goals, and extending those balanced performance measures down through theorganisation, from corporate to divisional to functional departments and then on toindividuals (Grant, 2002). By balancing a set of strategic and financial goals, the scorecardcan be used to reward current practice, but also offer incentives to invest inlong-term effectiveness, by integrating financial measures of current performance withmeasures of ‘future performance’. Thus it provides a template that can be adapted toprovide the information that organisations require now and in the future, for the creationof shareholder value

CONCLUSION

HR Professionals should always consider whether investment in HR will help achieve business objectives and how it will increase business productivity. Secondly, trust is the foundation to add value in organization.HR manager / director should consider ways of increasing trust levels in an organization which is based on confidence, honesty and the ongoing participation.

In order to achieve organizational goal people should be managed by excellent human resources management. The Human Resources Management Framework draws the concerns to four areas. It signifies the public service through legislative, financial and operational realities.

Leadership

Leadership is the skill to develop good relationship, identify and use the talent of workforce for result while considering ethical business concerns. Some of the desired outcomes are explained below and what must be the performance indicators manager must consider while looking at framework

Employees Productivity

A good workforce delivers good and service appropriately and perform efforts to improve. Productivity is defined as the ratio of output to input. It increases when we use less resources to produce more. Increased productivity reduces cost enhances profitability and save resources

Suitable Work Environment

A good working environment provides support services to employees to achieve their assigned task. Safe, healthy and competitive environment increases employee productivity which in turn save cost and resources for the organization and increases employee motivation.

Workforce Sustainability

Workforce sustainability can be achieved by using the employees effectively while considering their individual capacities to achieve organization goal. Directly right person on the right job increases efficiency and therefore errors and mistakes can be curtail therefore saves cost.

Human resource management concerns the management of the employment relationship. In this essay examination of the warp and weft that give the tapestry its basic form, pattern, colour and texture has been discussed. We need to recognise that organizational issues and people constitute the surface stitching of the tapestry.We are fully aware of the value representing context as a tapestry both to create and make sense of HRM. These ways include how we perceive reality, make assumptions about it, and define it for ourselves.HR function plays an important role in an organization progress and growth. HRM policies and practices is directly linked with the organization performance. SHRM indicates that people in organization are strategic resources i.e. man force capital that must be balanced in implementing corporate strategy.

HRM adds value to business by:

Increasing the effectiveness of the processes.

Making recruitment process effective.

It ensures compliance withpolicies and procedures and ensure all department follow those policies and procedure consistently.

Creates accountability.

Identify and ensure when and how HR should be proactive, reactive, oranticipatory.

Its makes employee participative.

HRM maintain the company margins and meet company goals.

It meets the legal requirement related to HR.

It ensures that employees appraisals are carried out on regular basis.

Ensures fair employee compensation.

For successful enactment of these role HR manager must: know where the company’s is going, position where company stands among competitors and Capabilities and competence of HR manager to execute the task. To successfully accomplish business partners role and SHRMs change agent, the HR practitioner must be very well informed, multitalented, multi skilled and obtain essential competencies like business know how, strategic visioning and global operating expertise, reliability, veracity and consulting skills, among others.

This essay has identified number of implications for both decision makers and managers.Firstly organization should develop policies related to HR based on the business strategies they follow as business strategies and policies related to HR are not mutually independent. For the purpose organization should have HR department representation to the board level. Secondly, the emphasis should be given on the development of those HRM policies and business strategies which improves employees’ outcome such as attitude, skills and behaviour. Thirdly, the important aspect of HRM strategy should revolve around selection, work design, performance appraisal, training and development, incentives, communication, promotion, Participation, involvement.Fourthly,business strategy should revolve around cost, quality and innovation.

HR Professionals should always consider whether investment in HR will help achieve business objectives and how it will increase business productivity. Secondly, trust is the foundation to add value in organization.HR manager / director should consider ways of increasing trust levels in an organization which is based on confidence, honesty and the ongoing participation.

Gomez-Mejia &Balkin (1992) states that organisations set of polices related to HR will be more effective if it is consistent and in line with other organization strategies. For an organization, in order to retain competitive advantage business strategies of cost quality and innovation will be more suitable (Porter,1985). If a strategy influences the relationship between organizational performance and HR management policies then it is a cost business strategy. Similarly, a quality business strategy also influences therelationship between Human Resource Management policies and business performance.An innovation business strategy also influences the relationship between organisational performance and HR management policies (Schuler & Jackson, 1987).