Introduction
This analytical treatise attempts to explicitly review the challenges facing HRM practice across the globe. Besides, the treatise explores the human asset in labor management and the significance of employee motivation towards optimal performance.
Challenges Facing HRM
The first challenge in HRM practice is designing relevant performance systems and discipline in labor management. Across the globe, HRM departments endeavor to have a pipeline of talent to work towards achieving long-term objectives. Unfortunately, implementation of the relevant performance systems and has been faced with series of challenges ranging from lack of planning, redundancy, and personal interest.
The second challenge in HRM practice in designing relevant training and development programs that suits different work environment across the globe. Thus, “three key dilemmas in talent and performance management are (a) transparency versus autonomy, (b) power of HR versus power of academics, (c) equality versus homogeneity” (Bohlander & Snell,2007, p. 57).
The third challenge in HRM practice is properly undertaking several career development programs concurrently. If properly integrated, such would be necessary for attracting and retaining human resource base. This is achievable through proactive evaluation of employees besides designing succession pipe-lines for vital job positions in organizations.
The fourth challenge in HRM practice is that the performance management across HRM departments often lacks satisfactory results because overall strategic goals are never fully cascaded down to departments and further to the individual staff members.
Therefore work done by each employee may not be recorded in the contribution to the overall strategic goal. The final challenge facing HRM practice is the numerous errors in the system especially for automated human resource processes that may give faulty results.
Importance of Human Assets
The success of a firm’s productivity depends on the organization of the human resource management. Reflectively, labor as a factor of production, determines the gross output, performance, and goal achievement at optimal resource use.
Contribution of the Human Assets
Naturally, human beings would wish for motivation through mutual consent and internalized empowerment and appreciation. Empowerment unleashes plenty of energy and motivation. Reflectively, the motivational and energy aspects of appreciation functions simultaneously at micro and macro levels to facilitate optimal functionality or productivity (Dreher & Dougherty, 2002).
Empowering employees ensures a stable and sustainable a win-win situation as employees will be motivated to work without much supervision from the management or their supervisors. When properly incorporated within and without different departmental segmentations as an active component of the company goals and vision, the complete manger between the management and other staff will contribute to value addition, good performance and healthy working environment.
Employee Satisfaction
Upon empowering employees to participate more in the decision making process, culture of independence in reasoning and consultative approach when handling work related duties will be internalized. In fact, the employees will appreciate the need for free consultation rather than doing the same as a condition imposed on them by their superiors.
In the process of carrying out consultative functionalism, the mind will be tuned to appreciate the need for flexibility in decision making science which is compatible with the goals and vision of the organization. In addition, the entire workforce operating under this approach is likely to positively embrace change element that may be introduced in the organization.
Conclusion
In conclusion, the main challenges facing HRM practice include erroneous systems, poor training and development, performance management, and career development applications. However, motivation, proper planning and employee empowerment are long term response strategies for these challenges.
References
Bohlander, G., & Snell, S. (2007). Managing human resources. Mason, OH: Thomson Higher Education.
Dreher, G. F., & Dougherty, T. W. (2002). Human resource strategy: A behavioral perspective for the general manager. New York, NY: McGraw-Hill Higher Education.