Objectives of Human Resources Management (HRM)

The main goal of human resource management (HRM) is aimed at developing the organizational ability to achieve success at the expense of the people used. As Ulrich and Lake (1990) noted, “The HRM system can be a source of organizational skills that allow a company to learn and realize new opportunities.”

In particular, human resource management is aimed at:

  • Assistance to the organization in recruiting and retaining a workforce with the necessary qualifications, commitment and motivation;
  • Maximizing and developing people’s inner abilities – their contribution, potential and status in the labor market – by creating opportunities for training and continuous development;
  • Development of a highly efficient work system, which includes “clearly structured recruitment and selection processes, systems for compensation and incentives based on performance, as well as training and development of management staff related to the needs of the organization” (Becker et al, 1977);
  • Creating effective practice aimed at recognizing the manager as one of the main stakeholders in the organization, and encouraging the creation of an atmosphere of cooperation and mutual trust.
  • Creating a climate conducive to creating effective and harmonious partnerships between managers and their subordinates;
  • Cultivating an environment conducive to teamwork and ensuring process flexibility;
  • Assisting the company in developing a balanced and adaptive approach to meeting the needs of stakeholders (owners, government agencies or trusted managers, management, associates, consumers, suppliers and society at large);
  • Creating conditions for evaluation and remuneration of people based on the results of their actions and achievements;
  • Diversity in the management inherent in the labor collective, which takes into account individual and group differences in labor relations, behavioral styles and aspirations; Reference: “Human resources management concept“,
  • Creating conditions for the implementation of equal opportunities policy applied to all employees in the organization;
  • Implementing an ethical approach to governance based on care for people, fairness and transparency of activities;
  • Maintaining and improving the physical and moral well-being of workers.

The ambition of the above objectives does not preclude their interpretation as a traditional declaration of intent. A study by Gratton et al (1999) found that there is a huge gap between words and reality. Management begins with the good intention to partially or completely fulfill the set, but the realization itself, ie the “theory in practice”, is often difficult. As a rule, these difficulties are related to contextual and procedural problems: different business priorities, short-term perspective, lack of support from lower-level managers, inadequate structure of ancillary processes, lack of necessary resources, resistance to change and climate of complete distrust. workers.