Human Resource Practices: Proper Manpower Essay


Discuss about the Human Resource Practices for Proper Manpower.


Human resource management can be described as the planned approach in the management of employees effectively in terms of their employment. It helps in the establishment of a more, flexible, open as well as caring management style. This helps employees to be motivated, developed and managed in a way which would help them to dedicate their best to meet organization goals and objectives (Chuang, Jackson and Jiang 2017). Proper articulation of vision, mission and values of the organization, developing a proper management plan, proper manpower planning, training and development, service quality enhancement and performance management system – all help in maintaining the productivity expected by the organization. However in spite of this certain limitation are faced by human resource practices which will be discussed in the assignments. Effective recommendations will also be provided in shaping SHRM practices which will overcome the limitations and provide the best benefits of the organization.

  • A good number of limitations have been identified with the strategic human resource development practices. Very few of them consider future as an important aspect. As the future is uncertain, different adverse events may take place for which the strategies provided for HRM resource practices are not enough to handle adverse event successfully (Tzabbar, Tzafrir and Baruch 2017). Various technological, political as well as cultural factors may arise which may affect employment opportunities. Therefore the limitation is that management can take it as a guiding factor but cannot rely on them fully.
  • Another limitation is the loss of faith which occurs in existing employees when SHRM intelligently try to handle the imbalance of the surplus manpower by termination, layoff or removal of workers. This can develop a sense of insecurity for which productivity of the existing workers may be affected.
  • The entire practices conducted from the time of manpower needs and their successful establishment in the organization until their fulfilling of job roles requires huge expenditure of finances and human labor along with a large amount of time. The expenses often become a limitation for successful SHRM as the cost becomes a major concern for many companies (Sheehan 2014).
  • Often, successful SHRM systems conduct a proper job by listing employee accomplishments, degrees and certifications in details. A as result, managers are seen to promote depending upon the objective data that the system provides. This has a limitation as it does not encourage the supervisors in taking proper time to get to know different workers on a personal basis as a part of their evaluation about their degree of contribution to the company. Therefore such evaluations are not suitable for acting as guides during making decisions about promotion of employees.
  • Another limitation that has also been noted by many researchers over the year is the half hearted activities conducted by HRN resulting in improper actualization. Many SHRM organizes the training session soft her employees as part of their job activities as a traditional practice irrespective of looking into the genres where employees need training. Therefore, it does not yield proper results although the initiatives are laid down properly. Many companies’ SHRM does not consider the requirements training needs and accomplishment of the employees and a result the session does not give effective results (Katou et al. 2014).
  • Another limitation also observed is with the management of data. Recent SHRM practices are in supporting huge amount of information about employees starting from their marital status to that of their health records and many others. However many organizations are still not adapted with proper analysis systems in order to sort the data into meaning chunks of information and get the patterns of any concerned topics. Improper presence of advanced software remains a limitation of these practices (McCann et al. 2015).

Development of future innovative SHRM initiatives which will help in providing better practices and help overcoming the weakness of the systems:

  • The human resource practices should be based on the principle of development of proper HRM planning that will include analysis of the past, evaluation of the present and preparation for the future threats. The strategic planning of the HR managers should be such that they remain prepared to handle any adverse events- be it political, cultural or financial in ways which will not affect the productivity and reputation of the organization.
  • In order to garner a proper faithful relationship with the existing employees, the traditional trait of control and monitoring of the HRM department should be replaced with trust and commitment building trait by the HR managers (Saridisakis, Lai and Cooper 2017). Change from traditional information asymmetry attribute to knowledge sharing attribute should be inculcated. Not only that, uni-directionality and behavioral consistency should be replaced by reciprocity and cognitive references in the practices to ensure smooth workflow and resolution of conflicts.
  • Proper allocation of resources and funds for a particular employee from the time of its interview sessions to the moments of his allocation, establishment in the organization to until it starts producing productivity to the organization, should be strategically planned beforehand. The organization can properly use its funds without creating overflow its overflow for workers who turn out to be incapable for leave midway causing loss to the entire resources.
  • The SHRM should ensure that the practices they implement do not make the managers use the information during their promoting session of the employees. Rather they should ensure that managers establish personal relationships with the employees to evaluate them and not the information collected by the HM during their recruitment sessions (Sumelius et al. 2014). For this, they can conduct evaluations and surveys form the employee knowing about their personal opinions about the managers.
  • Training sessions should not be led as the regular activities needed to be done. In place the training sessions should be taken as effective areas where the employees’ needs and requirements would be assessed and accordingly training sessions would be conducted. This would ensure the initiatives of the SHRM to be not half hearted rather for the benefits of the employees and the organization.
  • Proper systems for management and sorting of data about the employees should be conducted so that immediate results of any data requirements can be done. For example, if turnover rates in relation to levels of compensation are to be known, proper approach of data sorting with the help of proper software need to be taken so that the results which are obtained are accurate, within less time and does not have difficulty in generating the reports with proper identified patterns (Hauff, Alewell and Hansen 2014).

Different limitations have been identified like inappropriate future ideas, lack of faith in the system of organization by the employees, huge expenses in maintaining employees till productivity is given, information misused by managers, improper training sessions and lack of data sorting methods. All these would be strategically handed so that the main function of the SHRM can be achieved.


Chuang, C.H., Jackson, S.E. and Jiang, Y., 2016. Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. Journal of management, 42(2), pp.524-554.

Hauff, S., Alewell, D. and Hansen, N.K., 2014. HRM systems between control and commitment: Occurrence, characteristics and effects on HRM outcomes and firm performance. Human Resource Management Journal, 24(4), pp.424-441.

Katou, A.A., Budhwar, P.S. and Patel, C., 2014. Content vs. process in the HRM?performance relationship: An empirical examination. Human Resource Management, 53(4), pp.527-544.

McCann, L., Granter, E., Hassard, J. and Hyde, P., 2015. “You Can't Do Both—Something Will Give”: Limitations of the Targets Culture in Managing UK Health Care Workforces. Human resource management, 54(5), pp.773-791.

Saridakis, G., Lai, Y. and Cooper, C.L., 2017. Exploring the relationship between HRM and firm performance: A meta-analysis of longitudinal studies. Human Resource Management Review, 27(1), pp.87-96.

Sheehan, M., 2014. Human resource management and performance: Evidence from small and medium-sized firms. International Small Business Journal, 32(5), pp.545-570.

Sumelius, J., Bj?rkman, I., Ehrnrooth, M., M?kel?, K. and Smale, A., 2014. What determines employee perceptions of HRM process features? The case of performance appraisal in MNC subsidiaries. Human Resource Management, 53(4), pp.569-592.

Tzabbar, D., Tzafrir, S. and Baruch, Y., 2017. A bridge over troubled water: Replication, integration and extension of the relationship between HRM practices and organizational performance using moderating meta-analysis. Human Resource Management Review, 27(1), pp.134-148.

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