Human Resources Management: Current Issues

Abstract

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. AbstractHuman resources management (HRM) as a function providing organizations with workforce and thus assisting the achievement of organization's business strategy is an inevitable element of contemporary organisation's arrangements. Passing through different stages from conventional one to strategic service, HRM has transformed its concept, content, philosophy and scope of services affecting the way of understanding and role of the HR function in the organization. Becoming one among most important organizational functions, HRM was transiting from reactive function, over independent function towards the integrative and supportive function. This paper is aimed in contributing to the better understanding of contemporary challenges of HRM function and HR services in organizations, analysing various concepts and describing development and nature of different aspects and recent approaches to the HRM in terms of their influence to achieving and maintenance of organizational business strategy and competitive advantage. In that sense, the objective of the paper is to provide the overview of HRM contemporary challenges, and assess its impact to modern organization in context of organizational performance and organizational effectiveness.

The HR people and their role in the contemporary business market

“…Lastly, this research study proved that the management from all the examined organizations of the country rarely proceed with training activities for their HR and the majority of the HRM departments mainly deal with administrative work (Qehaja & Kutlovci, 2015) [17] . Barisic, Klopotan and Miloloza (2019) [4] stated that organizations see HRM within the organization as an approach comprising specific and supporting functions only; that HRM is the department which delivers a wide range of activities and services such as recruitment and selection, appraisals, promotions, and remuneration. The scientists also added that it is expected by the HR personnel to deliver training and development services to all HR of the organization, increase employee performance and commitment, as well as motivation (Baricic et al, 2019).…”