Meaning of Human resource management

  1. What is human resource management?

Human resource management is a managerial process undertaken by an organization to control the activities of its workforce (Jack, 2003, p.45). This process is responsible for the attraction, selection, training, and assessment and also rewarding of the employees. This department in an organization provides the direction to be taken by the people in the organization. It is also responsible for the performance appraisal of the workforce and taking the necessary action according to the findings.

  1. What are the challenges facing human resources management (HRM) today?

Human resource management faces a myriad of hitches that act as a hindrance to its success. One of the greatest nightmares facing it is the inadequacy of funds used for training. Recognition of human resource management is also a problem. Presence of worker formed trade unions also poses a threat to human resource management (Conaty and Ram, 2011, p.78). Work ethics is also another problem faced by HRM. Limited research work in human resource management is also a shortcoming faced by HRM.

  1. What are both constitutional and legal rights of employees and employers?

Various laws are enacted to govern the relationship between the employees and the employers ensuring that no party goes on the losing side. These laws provide both parties with almost similar rights. This law allows the employees to form unions which fight for their rights. Both employers and employees are also allowed to engage in activities such as; strikes, picketing and seeking injunctions to have their lawful wishes fulfilled (Harold and Robert, 2008, p.45).

  1. What are the differences between the civil service and the merit system?

Civil services in most countries are similar. There exist some differences in the processes of appointment and promotion between the civil service and the merit system. Most civil services appointments and promotions are done on a political basis. The appointments are done by the executive arm of the government mainly relying heavily on the political affiliation of the candidates. On the other hand, merit systems conduct their recruitments as well as promotions impartially and mainly depend on the merit of the candidates (Merkle, 2009, 46). Most civil services have an outlined structure of ascension while in the merit system; ascension depends on the individual effort.

  1. Discus why strategic job analysis is important for organizations to remain competitive. How important are strategic job analysis for strategic human resources management activities?

Strategic job analysis is a comprehensive process that is carried out by Human resource departments in organizations. It is a very vital process for any organization so as to maintain its competitiveness in the market. It is a process that seeks to specify the tasks performed as well as the knowledge, skill and abilities and characteristics which are vital in performing those tasks in a given job. This analysis is very dependent on any future prediction of any modifications and changes in a given job. The analysis also recognizes the potential volatility faced by organizations resulting from influences such as technological advancements as well as competition in the market (Harold and Robert, p.76). These influences force some changes to be effected in the nature of work performed. Therefore, the changes may lead to further training of the workforce to ensure they are in line with the current trends in the market.

Strategic job analysis is vital for a number of reasons in ensuring that the firm maintains competitiveness in the market. One of the major reasons of job analysis is to ensure that each position in the organization maintains its relevancy towards the set objectives and is in line with any external changes. It is also a critical component of strategic solutions in any organizations that requires maintaining its competitiveness. This is because it assists in the evaluation and determination of how the human resources will be used in an organization (Bob, 2007, p.237). Job analysis also facilitates the definition of the success factors of the company’s personnel and hence ways are devised on how to maintain those strengths. It also facilitates establishment of loopholes that require sealing to enhance on the success. It also enables defining of roles and assigning them to the fitpersonnel.

  1. Discus strategic recruiting considerations your organization or an organization you may have worked for in the past should address and why.

A number of factors should be put into consideration when the workforce in an organization is being recruited. Human resource development has to follow the right techniques to ensure that the Human resources management department goes about finding the right candidate who occupies and fills the niche in a given position in the organization.These techniques are not just about posting requirements on jobsites and dailies and conducting interviews but entails selection of the rightful employees who are going to effectively take the roles assigned to them and enabling the company to attain its set objectives. Therefore it is necessary to set strategies that give a clear direction and description of the kind of employees that the organization requires ensuring that even junior officers in the human resource management can make the right choice in recruiting new personnel into the organization (Schliemann, 2012, 345).

The main recruitment consideration should be qualification. The required qualification, abilities and skills required to hold a given position in an organization should be first evaluated. This would give an overview of what is expected of the successful candidate. The second consideration would be the analysis of the roles. Before the conduction of any recruitment process, the Human resources management should evaluate the validity and importance of any post they are recruiting for (Braton and Gold, 2009, p.478). They should be able to clearly and precisely give a comprehensive description of the roles attached to that position. The other strategy should be evaluation of the flexibility of the recruits. This ensures that the workforce can endure changes that occur frequently in the working environment hence maintain the competitiveness of an organization.

  1. Compare and contrast the environmental forcesthat influence HRM in both public and non-profit sectors.

Various environmental factor influence human resources management in all organization. In both public and non-profit sectors they occurs similarities in this factors as well as differences. To both sectors the human resources management processes are very vital to theirsuccess.

For sector, the public and non-profit, HRM is greatly influenced by the personal qualification (Conaty and Ram, 2011, p.95). This implies that all the recruitments as well as the promotions are based on the personal qualification of the candidates. This means that every person who is inducted into any position must have the necessary skill and abilities to work in that capacity. To both sectors, the HRM environmental factors are not static, they constantly change. Legislation also influences all Human resource activities in both sectors. Internal policies and procedures impact on HRM practices.

On the differences, competition within public sector has less impact on HRM practices as it is in the private sector. Most of the HRM practices in the public sector are politicallyinstigated unlike in the non-profit sector where merit is always considered (Bob, 2007, 234). Due to the economies of scale, the public sector is able to withstand the economic environmental factors that affect HR.




Bob N. (2007). 1001 ways to reward employees. Journal of HR. Volume 7(3). Page 24-56.

Braton J. and Gold Jeff. (2009). Human resource management. London: Macmillan.

Conaty B. and Ram C. (2011). The talent masters: why smart leaders put before peoples numbers. New Jersey: Crown publishing.

Dave U. (2010). HR from the outside in: six competencies for the future of human resources.New York: Ashgate.

Harold J. and Robert M. (2008). Human resource management. Cengage Learning.

Jack F. (2003). How to measure human resource management. New Jersey: Bradley Publishing.

Merkle J. (2009). Management and ideology. California: University of California Press.

Schliemann W. (2012). The ace advantage: How smart companies unleash talent for optimal performance. California: SHRM.


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