The performance of an organization is rooted in the contributions of each and every person working in that organization. Performance therefore is the greatest motivation of HRM. It is however important to note that an organization's culture impacts on the performance of that organization (Denison, 1990). This therefore implies that performance and consequently HRM approach of an organization takes cue directly from the organization's culture. Therefore each organization has embraced HRM approach that closely fits it based on its culture and culture being every aspect of the organization at every level i.e. from explicit manifestations of traditions to the underlying assumptions that drive a company or organization (Schein, 2004). This paper seeks to explain why a given HRM approach closely and uniquely fits a particular organization. This is achieved, by choosing a case organization, identifying its HRM approach and explaining why the HRM approach in that organization fits them.
Before we choose the case organization it is important to highlight the major approaches to HRM. These include vision, commitment, appraisal, agile structures and re branding. Vision needs to be communicated to the employees from the top. Commitment can be attained by using motivational approaches so that the personnel can have commitment to their work. In agile structures, there is redesign of organizational structures to embrace flexibility so as to stimulate employees to handle a variety of roles in the growing group dynamics with the aim of maximizing efficiency and output. In appraisal, the employees are evaluated to witness their progress and address areas where they need to be developed. Finally, re branding approach refers to the changing of the old names such as "personnel department" to HRM department with an emphasis that it is a department representing the most caring and considerate part of the company.
To get an edge in the market through HRM it is important that the HRM function caters for: planning, consistent design and management of workforce systems, strong policy on employment and manpower strategy, harmonization of HRM activities/ policies with the overt business plan/strategy and considering the workforce as a resource for attaining a competitive edge in the market. (Armstrong, 2006)
Take Samsung Electronics Co. Ltd for instance. Samsung is an organization that deals within a fierce market competition. Therefore, to survive in such a market it is imperative to arrange and effectively utilize the human resource at their disposal. Samsung believes strongly that despite the fact that human resource and technological development are two different functions; their interaction creates a synergy that bears on success in the market rooted in internal quality management.
It also believes that when good relations exist between the employees and when employees are happy doing their jobs, then this is good for the organization. It is good because the employee is in good frame of mind and he/she has the motivation to beat deadlines, carry out responsibility without much supervision and above all feeling part of the organization. Therefore, Samsung tries to encourage good relations among employees for the purpose of highly motivated and competent workers.
Human resource development is a very important and central aspect of human Resource Management. When an organization emphasizes on developing their