Performance Management is the key strategy of Human Resource Management. With the globalization of economy, the focus of organizational success is now on human resources. With proactive and systematic management of human resources, organizational performance can be improved to attain a competitive advantage in a marketplace characterized by Olympian competition. In this context, Human Resource Management as a function, attains utmost importance for improving organizational performance. But unfortunately, Human Resource still practices a reactive role without any reference to the organizational strategy and focus. This article explores what makes Human Resource a truly business-aligned function for improving corporate performance.
In
the words of David Ulrich (1997), "Human Resource (HR) should not
be defined by what it does, but by what it deliversresults that enrich the organization's
value to customers, investors and employees".
Human
Resource Management (HRM), in the sense of getting things done through people,
is an essential part of every manager's responsibility. `People are our most valuable
asset' is a cliché, which no member of any senior management team would
disagree with. Yet, the reality for many organizations are that their people remain
undervalued, undertrained and underutilized. The rate of change facing organizations
has never been greater and organizations must absorb and manage change at a much
faster rate than in the past. In order to implement a successful business strategy
to face this challenge, organizations whether large or small, must ensure that
they have the right people capable of delivering the strategy. The marketplace
for talented and skilled people is competitive and expensive. Taking on new staff
can be disruptive for the existing employees. Also, it takes time to develop `cultural
awareness', product/process/organization knowledge and experience for new staff
members. |
