Human Resource Management and Development: HRM & HRD Roles

Introduction to HRM and HRD

Human beings hardly work and live in isolation because they are social beings who consciously and unconsciously develop, plan, and manage relations. These relations become the outcome of actions and greatly depend on the extent of an individual's ability to manage those actions. Knowledge and experience acquired during an individual's development help in understanding others and responding to various life challenges and situations. This learning and understanding can then be carried forward into the workplace, where managing existing relations becomes a central concern — and where the context of Human Resource Management comes into play.

Human Resource Management (HRM) is the activity carried out by the management of state-owned enterprises, commercial firms, and other organizations of all types and sizes to retain, recruit, and motivate their employees. In essence, HRM includes policies, plans, and programs adopted by organizations to make full use of their human resources — encompassing everything from selection and recruitment to training and appraisal strategies (Dessler 2007). A relationship is thereby initiated between a firm and its employees, shaped by rules governing how current employees are treated, policies on separation, and the circumstances of terminating employment (Boxall & Purcell 2011). As a multidisciplinary organizational function, HRM draws ideas and theories from fields including economics, management, sociology, and psychology.

The complexity of social beings has led managers to examine an organization's basic components — people, structure, and purpose — for effective management. Organizations seeking to diversify, grow, and remain competitive must recruit qualified employees and place them in appropriate positions. Employees must also be managed effectively and trained so that they are committed to the organization's goals. The functions of HRM, in order of functionality, include training and development, selection and recruiting, quality and productivity, succession planning, job satisfaction, compensation, globalization, and diversity. HRM maximizes employee contributions to achieve optimal productivity and effectiveness while simultaneously pursuing objectives at the individual level (such as providing challenging work and recognition) and at the societal level (including legal compliance and social responsibility).

Human Resource Development (HRD) is a process entailing the development and unleashing of human knowledge through training, development, and organizational development, with the sole purpose of improving organizational performance (Swanson 2007). HRD is therefore a set of systematic and planned activities designed to provide members of an organization with the learning opportunities and essential skills needed to meet current and future job demands. It focuses on expanding employees' knowledge, satisfaction, and productivity while emphasizing collective, rather than purely individual, growth (Jacobs and Park 2009, p. 134).

Organizational Problems at Highlands Ltd.

This paper gives an overview of the problems faced in the Highlands Ltd. case study and examines which of those problems fall within the remit of the HR manager to resolve. It considers the problems that HR personnel can and cannot influence, and analyzes the internal and external factors affecting the organization to understand the contributions of HRM and HRD. Solutions to the presented problems are discussed to show how HRM personnel contribute to the smooth running of operations by implementing HRD. Conclusions and recommendations demonstrate how important organizational strategies and interventions are when it comes to influencing change.

Several issues and problems arose at Highlands Ltd. The most challenging related to the organization's reliance on untrained managerial personnel. This was evident from the outset: the Director, Frank Rose, was unable to devote adequate time to the business while simultaneously managing loan repayments. The hiring Supervisor, Judith Harling, had no expertise relevant to the duties she was assigned. Maria, a younger full-time machinist working under Judith, similarly lacked relevant expertise. Judith was temperamental but excellent at operating machines; her supervisory skills were ineffective because she made unwarranted assumptions and was too quick to demonstrate new work methods. Maria, by contrast, was sympathetic toward learners and was therefore used in training new machinists. The absence of a clear job description for both Judith and Maria resulted in Maria working in areas outside her designated role, indicating that supervisors lacked adequate knowledge of their responsibilities.

Most of the employees hired had the primary intention of obtaining high piecework wages, and this dynamic led to increased departmental problems. The Company's philosophy did not clearly stipulate its secondary objectives, even though key elements were identifiable. Consequently, when it came to interpreting the Company's philosophy, underlying differences emerged among members of the organization, including management personnel. The continual reaffirmation of the philosophy attracted many people to the Company, but also generated further contradictions.

Amid these difficulties, a new Director of the cutting department, David Gosnold, joined the organization seeking personal growth and self-expression. However, David had limited design expertise, and arguments frequently arose in his department, resulting in ongoing conflict. A further problem was the absence of Andrew Robertson due to illness; as a key member of management, his absence created a void that bred anxiety and uncertainty within the factory. Mrs. Robertson gave the impression of someone hungry for power — she enjoyed being recognized as the Director and Chief Accountant, and was described as boastful and presumptuous. Her attempts to delegate were inconsistent, and the tasks she performed were often mismatched with her skills and expertise.

At one point, Mrs. Robertson was given the task of estimating the time required to complete a garment, but she failed to do so accurately. Instead, she chose to calculate figures in the way that suited her numerically — but her calculations did not reflect the actual job content, thereby causing further arguments. The resulting problems included:

Further problems arose from the demotivation of indirect workers. Employees complained of poor pay, which was reflected in declining productivity and efficiency. Workers devised informal strategies to maximize their earnings, including complaints about the timing of garment inspections, which were conducted at later stages. This incentivized rushing work to obtain maximum piecework earnings. Schedules within the organization were also poorly implemented — workers could be moved at any time from piecework to day work, which was perceived as unfair. Supervisors attempted to balance earnings by distributing work equitably, but this was largely ineffective, and jealousy among workers became widespread. Supervisors were also accused of favoritism, which compounded existing tensions.

HRM Activities and Areas of Influence

The problems described above that relate to HRM activities include the poor pay of workers, which requires the intervention of labor relations or unions. Compensation and benefits fall squarely within the HRM function, and the department would need to ensure fair treatment for those not receiving their due wages. Workers denied equitable access to available work deserve compensation for their lost time. The design of job roles and scheduling — where supervisors failed to implement structured timetables — also falls within HRM's scope. Selection and staffing are essential HRM activities; streamlining Highlands Ltd.'s hiring and placement processes would reduce the volume of conflicts and disputes arising from mismatched roles.

Employee assistance is another HRM activity relevant here. The department would help workers identify their areas of specialization and draft workable schedules. Personnel research and information systems are equally vital: the HRM function needs to investigate workers' aspirations, expectations, and behaviors. Globalization has affected organizational productivity through increased competition and advanced technology, further elevating the importance of informed HR decision-making (Jacobs and Park 2009). Problems that HRM can directly influence include the development of untrained management personnel and the improvement of informal relationships within the organization. The Company's philosophy is also something HRM personnel can influence, building a constructive link between employees and employers in their shared understanding of organizational values.

Training lies firmly within the capacity of HRM personnel. Supervisors can be trained to foster a positive organizational environment and to pursue goals collectively rather than individually. It is also clear that the organization needs to educate staff about their rights. Labor unions should be established to help present employee grievances, as they enhance workplace peace and productivity by creating favorable collective bargaining agreements. Compensation structures need to be developed scientifically to ensure fairness, achieved through refining the compensation system. Pay variable programs applicable to the organization include incentive schemes such as internal promotion, team-based rewards, individual recognition, and performance bonuses. Favoritism in the workplace can be minimized through the active promotion of equality (Swanson 2007).

Regarding organizational and job design, HRM lays down structures, relationships, authorities, and responsibilities within the organization. It also defines the content of each position through a job description approach. Job specification is equally vital, as it identifies the attributes a person needs to be suitable for a given role. Through organizational development, a synergistic effect can be generated, resulting in healthy interpersonal and inter-group relations throughout the organization.

There are, however, areas where HR managers have no influence. Mrs. Robertson's inability to estimate the time required to complete a garment accurately, and her failure to reflect actual job content in her calculations, are not matters HR managers can address as professionals. Small overheads are details handled by top management, including company directors. Mr. Robertson's absence due to illness is also outside the remit of HRM; decisions made by senior management regarding who covers executive roles are similarly beyond the HR function's authority.

On employee development, compensation plays a vital role in providing motivating incentives. It can accord employees higher levels of job performance by linking rewards to higher-paying positions within the organization. Benefits also include legal requirements and should be responsive to concerns that promote workplace health and safety, as well as disaster recovery and business continuity plans (Werner and DeSimone 2012). These compensations and benefits cultivate healthy working environments by restoring and maintaining workplace peace. Workers must be encouraged to share ideas, learn from each other's past mistakes, and reduce the likelihood of those mistakes recurring.

Conclusion and Recommendations

HRM must pay close attention to its compensation and rewards structures, as these directly influence overall employee performance. It is through meaningful compensation that employees become motivated and work toward achieving organizational goals and peak performance. A workforce in which staff members operate in isolation will not be able to realize the company's vision, mission, and goals. HR managers must therefore actively motivate their employees to guarantee productivity and enhance the quality of products and services.

Companies must incorporate HRD programs in response to the intensified competition arising from globalization. Employees must be supported in adapting to environmental changes in order to remain satisfied and contribute meaningfully to the company's growth and expansion. HRD programs change the face of the company by streamlining operations and educating the workforce to accelerate productivity.

Supervisors and senior personnel at Highlands Ltd. should broaden their vision and direct their efforts toward meeting organizational goals. Managers need education and training aligned to their job descriptions and titles in order to reduce emerging conflicts. The solutions to the organization's problems lie within the organization itself — introducing external factors risks information leakage that could allow competitors to exploit identified weaknesses. A deeper understanding of the Company's philosophy will help Highlands Ltd. reduce existing differentials and clarify the direction of the company for all employees.

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