Employees are the integrated part of an organisation. But appoint those employees in the proper position is also very important, as it helps them to utilise their potential within an organisation. No product or service can be produced without the aid of a human being. Human resource management is the process of recruiting and selecting employees, providing orientation, induction, training and development. HRM practices of an organisation also help to improve the skills and knowledge of an employee. To create a required HRM, it is important to understand the basic structure and function of human resource management is necessary. There is no proper definition of human resources management, but HRM can be defined as a range of circumstances that has a large effect on the employment and contribution of people. HRM is the process of increasing the utilisation of available skilled labour. Use of existing human resource in the organisation is another essential purpose of human resource m
1.2 Learning outcome
According to some experts, there are three parameters of human resource management such as sills enhancing, opportunity-enhancing, and motivation-enhancing. Human capital and motivation are known as proximal organisational outcomes, voluntary turnover, operational results are known as distal organisational issues (Dessler, 2017). Among these dimensions, skill-enhancing practices are positively related to human capital but are less positively related to employee motivation than motivation-enhancing practices and opportunity-enhancing practices. These three aspects of human resource management are also related to financial outcomes. HRM is concerned with both organisational performance and employee well-being, that means any assessment of an HR Manager's contribution must include both organisation's and employee's perceptions. Contribution to individual wellbeing relates to employee attitudes and behaviours. If an HRM belongs to a high-level performance, then it can benefit that organization, as employees respond to their HRM initiatives which is linked to their job performance and ultimately to organizational performance. Some outcomes are considered after evaluating HRM performance, these are:
Adaptability: It means those HRM strategies that affect the organizational flexibility. Innovation and creativity encouraged, knowledge is recognised as a crucial asset and the organization uses candidates with from different background and beliefs here in this stage.
Competence: HR Managers retains, motivates and develops employees with the abilities, knowledge, skills and expertise with their policies. It helps the HR department to achieve the goals for the sake of organizational profits.
Co-effectiveness: Sometimes, HRM policies cause to reduce employee-related costs, helps properly shape the firm, reduce compensation and benefit costs, reduce labour turnover and absenteeism, increases employee health and safety, improve employee productivity and avoid costs from litigation and least efficient public relations (Deadrick and Stone, 2014).
Commitment: If HR department of a company has promised something to their stuff, then they have to meet and fulfil those promises under any circumstances. It can result from loyalty, increases teamwork and reduced labour turnover, along with a greater sense of employee self-worth, psychological involvement, dignity and feeling of being essential to the company.
Motivation: HRM Practices and policies encourage employees to achieve a designated goal. Employees will work hard, come to work on time and give their full effort to the assigned task if they are highly motivated. Motivation is an essential outcome of human resource practices.
Job Satisfaction: Generally, pay scale, promotion opportunities, appraisal system, fringe benefits, supervision, job conditions, job security, working environment affects the job satisfaction of an employee. If a staff is satisfied with his job, then there will be no absenteeism from his end, will make active efforts toward his tasks, and will have positive feelings towards the organization (Deadrick and Stone, 2014). That's why job satisfaction is an essential outcome of human resource m