Human resources management concerns the human side of the management of enterprises and employees’ relations with their firms. Its purpose is to ensure that the employees of a company, i.e. its human resources, are used in such a way that the employer obtains the greatest possible benefit from their abilities and the employees obtain both material and psychological rewards from their work.
Human resources management has strategic dimensions and involves the total deployment of human resources within the firm. Thus, for example, human resources management will consider such matters as:
- the aggregate size of the organization’s labor force in the context of an overall corporate plane (how many divisions and subsidiaries the company is to have, design of the organization, etc.)
- how much to spend on training the workforce, given strategic decisions on target quality levels, product prices, volume of production, and so on
- the desirability of establishing relations with trade unions from the view-point of the effective management control of the entire organization
- the wider implications for employees of the management of change (not just the consequences of alterations in working practices).
The strategic approach to human resources management involves the integration of personnel and other human resources management considerations into the firm’s overall corporate planning and strategy formulation procedures. It is proactive, seeking constantly to discover