Chapter 7 The Human Resources Management Function
DOI: 10.23912/978-1-910158-78-4-2913 | ISBN: 978-1-910158-78-4 |
Published: January 2016 | Component type: chapter |
Published in: Enterprise and its Business Environment | Parent DOI: 10.23912/978-1-910158-78-4-2851 |
Abstract
Organizations come in different shapes and sizes, from small convenience stores to large multinationals. However, one common element found in any organization, regardless of size, shape or purpose is people, otherwise known as human resources (HR). Organizational success is largely dependent on such human resources (Petrone, 2014). As Petrone argues, a company is only as strong as its people. People construct organizational goals, bring creativity, skills and competencies, and largely make up the organization. Organizations, however, need to manage their people. Indeed managing HR is a fundamental part of the relationship between an organization and its people. The Human Resource Management (HRM) function is often given this responsibility in organizations. Torrington et al. (2005) define HRM as a continuous balancing act between fulfilling an organization’s goals and objectives, and those of employees. Effective management of HR should merge the needs of individuals with the demands of the organization. This chapter will examine the particular ways through which the HRM function achieves these objectives.
Sample content
Contributors
- Kehinde Olowookere (Author)
- Katherine Sang (Author)
For the source title:
- Norin Arshed, Heriot-Watt University (Editor) http://orcid.org/0000-0002-6775-1840
- Julie McFarlane, Heriot-Watt University (Editor) http://orcid.org/0000-0002-2612-9836
- Robert MacIntosh, Heriot-Watt University (Editor) http://orcid.org/0000-0001-7333-0201
Cite as
Olowookere & Sang, 2016
Olowookere, K. & Sang, K. (2016) "Chapter 7 The Human Resources Management Function" In: Arshed, N., McFarlane, J. & MacIntosh, R. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/978-1-910158-78-4-2913
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