Barriers to effectiveness of HRM

Essay by tillabolaUniversity, Master'sA-, September 2004

download word file, 10 pages 3.8 1 reviews


When we talk about Human Resources, we always think about people, employees. Hence, all organisations tend to meet stakeholders expectations, it is clear that organisations must care about their employees as they do about other stakeholders.

After reading several academic literature about HRM, I came to a conclusion that employees are the most valuable assets of an organisation. Top management should always pay more attention to keep them loyal, trained, motivated etc. Softening the attitude to the HRM is the best way to implement this to the reality.

In today's highly competitive business environment, all functions in an organization are increasingly expected to justify their existence by the contribution they make to that organization's competitive advantage. This is especially true for administrative functions: traditional perceptions must be overcome and effectiveness successfully "marketed" internally. (HRM International Digest,2002)

Many organisations have realized importance of HRM, and have been developing this section of the organisational structure, but there are many organisations, where top managers don't want to recognize the importance of HRM, insisting for their performance and creating barriers.

Also, there are some other barriers caused by other different reasons and in different circumstances.

In my essay, I will try to discuss about definition of HRM, its responsibility, identify barriers which are resisting HRM people to perform well, and discuss

critical issues about today's HRM.

What is HRM?

First of all, to understand the importance of HRM, we need to define the meaning of HRM.

There are many controversies about HRM. Storey suggests that these controversies have different bases and may be revolved around three areas: the meaning of HRM, the practice of HRM, the ethical standing of HRM.

In my understanding, HRMs duties include all the process starting from organising new employee search methods until they leave an organisation, deciding...