Human Resource Management
Although there have been many recent developments in the area of human resources and their management, the concept of managing people in the workplace is not a new one. In fact, according to Ogunyomi, Shadare, and Chidi (2011, p.19-20), the concept has evolved over more than a century, starting with the concept of scientific management created and promoted by Frederick Winslow Taylor at the turn of the 20th century during the height of the Industrial Revolution. Since the world of business was dynamic, even from the start of large-scale business and organization, the concept of human resource management has also evolved over time to respond to the dynamic business world.
Today, human resource management is an integral part of any company's business strategy. It ensures not only effective recruitment and retention, but also the effective functioning of the company in general, and its adaptability to a dynamic and ever-changing future (Villanova University, 2012). This idea, and its acceptance by business managers, is perhaps the most important concept within human resource management.
Human resource management should therefore be seen according to a number of different categories, including the way in which it interacts with the personnel being managed, their diversity, technological trends, and on the international scale. Today, human resource management therefore involves a multi-disciplinary concept that cannot be sourced on the basis of single concepts, piece of literature, or management paradigm. The main constant, as in the business world, is change. Human resource managers need to recognize this in order to fully and effectively create a personal basis that would collectively enhance the function of companies towards excellence in work and competition. As such, human resource management strategies need to keep pace with often sudden and violent changes in the micro and macro business environment (Chan, 2004).
Personnel
One of the main driving forces of such differences is the company's staff itself. This, of course, is the main aspect of human resource management. One of the trends in terms of personnel is talent management, a term that gained popularity during the end of the 1990s (The Daily Recruiter, 2011). Specifically, the term refers to developing existing workers to the full potential of their talent and abilities while also attracting highly skilled and talented workers to the company, either from the pool of potential employees among new job seekers or from other companies, where they have already proven their worth. Talent management means the company has a deliberate structure for sourcing, attracting, selecting, training, developing, promoting, and moving employees through the organization for the benefit of the company and its function.
As such, talent management means a management strategy that is based on the assumption of talent within workers, which is liberated and utilized for both the company and its personnel. When a talented individual is recruited to a company, for example, it is assumed that such a staff member would want to develop his or her particular talent set and be developed and promoted through the company ranks accordingly. This is an important aspect of personnel retention. By developing and using the particular talents for which an individual is recruited, the company ensures that such a person does not become frustrated within the company, which would lead to high staff turnover.
Staff turnover can be costly and companies generally attempt to avoid this. Talent management is one of the ways in which human resource managers can prevent the costs and time associated with high staff turnover.
Diversity
In addition to a plethora of different talents, personalities, and other human factors, diversity is playing an increasingly important part in human resource management. The world is not only functioning as a globalized unit, but also in a more micro environment as a diversified sector of cultures, creeds, race, personalities, and other factors within single countries, even before foreign workers are taken into account. Human resource managers should be aware of this and able to manage it effectively in order to retain the highest level of talent and motivation within the company.
Focusing on Canada, for example, MacKay (2005, p. 9) points out that diversity can include a single country with a diverse population in terms of ethnicity, religion, culture, language, and belief systems. The author points out that diversity also entails far more than visible or obvious phenomena and the HR managers need to understand diversity as a strategy rather than a focus on equity. The question is, what does this mean in practice? What this means is that the HR manager needs to take into account that, beyond the visible...
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