The Human Resource Management Function

Kehinde Olowookere, Katherine Sang

    Research output: Chapter in Book/Report/Conference proceedingChapter

    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.
    Original languageEnglish
    Title of host publication Enterprise and its Business Environment
    Place of PublicationOxford
    PublisherGoodfellow
    Chapter7
    Pages117-134
    Number of pages18
    ISBN (Electronic)978-1-910158-78-4
    ISBN (Print)978-1-910158-78-4
    DOIs
    Publication statusPublished - Jan 2016

    Keywords

    • Human Resource Management
    • Staffing Objectives, Performance Objectives, Change Management Objectives, Administrative Objectives

    Fingerprint

    Dive into the research topics of 'The Human Resource Management Function'. Together they form a unique fingerprint.

    Cite this