The Importance of Human Resourcing

Human Resourcing in Organisations

Introduction

"The objective of human resource's' development is to foster human resourcefulness through enlightened and cohesive policies in education, training, health and employment at all levels" (Lawrence (2000)). This basically means that Human Resources should aim to ensure the ethical operations of the organisation as regards to the employees, and taking care of their needs through training and education, whilst taking care of their basic health needs. Human Resourcing also deals with the recruitment and disciplinary procedures of an organisation.

Marques (2007), argues that an ideal HR department an immediate and continuous connection with strategic management, in order to stay abreast of newly adopted visions and, consequently, adjusted missions, so that the workforce can be geared toward the new requirements. This implies that a HR department must attempt to stay in line with the market by ordering the workforce in a way that is capable of adapting to changes in their operating environment, both from internal and external influences.

whilst helping to settle any disputes that may arise between levels of the organisation. The aim of this assignment is to understand why it is important for HR departments in organisations to be able to change the organisation effectively in order to move dynamically with the market, whilst still maintaining efficiency on all levels.

The Importance of Human Resourcing

The use of effective HR in an organisation is vital so that its workforce is capable of undertaking changes, and changing dynamically with the market in order to increase its competitive advantage through increased efficiency and productivity.

Marques (2007) argues that in order for an organisation to achieve effective competitive advantages, the HR department must take on a number of roles, seen in the diagram (left), in order to prepare and adapt their workforce for changes.

Marques (2007)

In essence, Marques believes that the HR department should no longer be used for administration purposes, and should be used to align the company with the current market, stating that the HR department when hiring should take into account the strategic planning of the organisation in order for them to have a workforce with suitable skills and knowledge in the field of the forecasted changes in direction, and that the HR department should continually be motivating the employees through creating a sense of belonging and reward, which will in turn motivate the employees, thus improving efficiency and productivity, once again, improving the competitive advantage of the organisation, this is known as strategic human resourcing, "the internal integration of personnel policies and their external integration with overall strategy" Baker (1999).

Marques stresses the need for the HR department to play a vital role within any organisation, basically to become the backbone of the structure, to the extent where any changes that they make could affect the organisation as a whole. The HR department should be continually innovative, continually looking for new ways in which to improve staff to increase their competitive advantage, rather than relying on the strategic management to make them aware of any advances in training needs and technology etc, they should be working along-side the department in order to create a workforce that is as 'up-to-date' as possible, thus increasing their competitive edge by improving efficiency and the productivity though developmental training and updated technology. In the long term this increase in productivity and efficiency could lead to higher quality products and higher product turnover, allowing them to keep up with demand and satisfy customers.

Marques also uses the words "organizing", "unifying" and "equalizing" in order to portray the need for the HR department to also create an ethical operating environment for their staff, actualising employees needs in order for them to become motivated.

Maslow (1940-1950) created a Hierarchy of Needs, (left) in which an organisation must endeavour to fulfil in order for their employees to feel job satisfaction. This is when an employee reaches what Maslow calls "self-actualisation", whereby the employee is more willing to work for the company through a sense of self direction and and creativity, once again increasing the competitive adavantage of the company through its workforces willingness to proceed.

Edgar and Geare (2005) argue that successfull Human Resourcing can be boiled down how 'hard' or 'soft' HR tactics can lead to varying levels of productivity, which affects the organisations competitive advantage.

Soft HR tactics are more employees freindly, where the HR department focusses closely on the employee in order for them to be happy, which in turn makes the employees feel a sense of belonging and brings about higher motivational levels, whereby Edgar and