Human Resource Management and Relationship

Human Resource Management and Relationship Order Instructions: The relationship between employer and employees is crucial in ensuring high levels of performance and a clear return on investment.

Human Resource Management and Relationship
Human Resource Management and Relationship

The balance of power is tipped in favor of the organization in this relationship – after all, the organization has the ultimate say in who is employed, under what terms and conditions they are employed and how they are rewarded. In some economies, employees have organized themselves into trade unions as a means of dealing with this inherent imbalance of power, yet these unions are experiencing a decline in membership in many industries. Although this may initially appear to be good news for employers, it would appear short-sighted to ignore the bargaining power still held by workers, especially those in short supply, who are able to make choices about who they work for and what they consider the appropriate level of reward.
In this essay, you explain how human resource planning impacts HR strategy. Furthermore, you critically analyze talent management and employee engagement.

To prepare for this essay:
•Review the attached files.
•Think of the approaches to human resource planning and talent management.
•Consider talent management and employee engagement in your response.
To complete this essay:
In an approximately 500-word response, address the following issues/questions:
•Explain how human resource planning impacts on HR strategy.
•Critically analyze talent management and employee engagement based on the examples presented in the Learning Resources.
•In formulating your essay, consider the following questions:
o What are the best practices presented in this week’s Learning Resources?
o Where are the flaws in organizations thinking and planning?
oWhat is the ethical practice in talent management and particularly in relation to the effort/reward bargain and the expectations of employees in the 21st century?

1)The answer must raise appropriate critical questions.
2)Do include all your references, as per the Harvard Referencing System,
3)Please don’t use Wikipedia web site.
4)I need examples from peer-reviewed articles or researches.
5) copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that are attached or sent by email.

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Human Resource Management and Relationship Sample Answer


Human resource planning is a critical activity in human resource management and it involves the assessment of human resource demand in an organization. It includes forecasting of labor requirements and the future need for more or less labor (Mathis & Jackson, 2006).  Human resource strategies developed as a result of the strategic activities that were adopted to address the perennial shortage and excesses of labor in some periods during the trading period mostly over a year (Beer, Spector, Lawrence, Quin & Walton, 1984). In the early 1980s, Atkinson (1984) developed the flexible firm model where employees would be engaged over short term periods or rotated over a shift through job sharing and more periphery group of employees would be hired when there was the need for more labor.

Human resource planning involves; a) the evaluation and appreciation of an organizations existing human labor b) an estimation of the current human or manpower resources that would still be available at a particular date as forecasted in future c) the additional requirement of labour as per the objectives of the organization at a particular date and d) the necessary measures to be undertaken to ensure that the labour requirements would be ready at the forecasted date.

The major objectives of human resource planning are to develop the human resource requirements as per the business objectives and strategies, reduce the uncertainties that develop due to staff high turnover by utilizing all the skills that the organization has in its manpower while taking care of the needs and aspirations of all the employees (Baird & Meshoulam, (1988).

Human resource strategies and planning alleviates the irregularities and the unpredictability’s that characterize unplanned human resource departments. Atkinson (1984) further supported the promotion of agency workers who could be hired for a specific type of work as a strategy to curb short term labour shortages without the organization having any employment responsibility after the work has been completed (Walsh & Deery, 1999).

The growing realization that workers are also a valuable asset to any company has led to the management of talents among employees to develop the employee efficiencies and also as a way of retaining good and talented employees in the organization. Michaels, Handifeld-Jones & Axelrod (2001) clarified that high staff turnover could be easily averted by human resource planning and engagement of employees through talent development and management. Most organizations invest a lot resource to attract and retain the best talents. However, the strategies should be researched well to avoid negative backlash to the organization in case the employees are against the company’s talent promotion (CIPD, 2014). Career development is one of the concepts of talent development among employees that an organization can adopt to engage the employees as well as to retain them much longer in the organization hence reduce staff turnover.

Employee engagement is a modern approach in HRM that allows the employees to understand that the organization requires more than their physical presences while at work. Employee engagement involves several dimensions of intellectual, affective and social engagement (CIPD, 2013).  The employees should be made to contribute intelligently through positive thinking and active involvement in work related discussions. These efforts can be only achieved by engaging the employee positively through positive organization strategies that make the employee feel positive about his contribution and engagement by the organization (Valentin, 2014).

 Human Resource Management and Relationship References

Mathis, R. L. & Jackson, J.H. (2006) Human Resource Management, 11th ed. Mason: Thomson South-Western, 175-87.

Atkinson, J., 1984, ‘Manpower strategies for flexible organizations’, Personnel Management, August, pp.28-31.

Baird, L. & Meshoulam, D., 1988, ‘Managing two fits of strategic human resource management’ Academy of Management Review, 13 (1), pp.116-128.

Beer, M. Spector, B., Lawrence, P.R., Quin Mills, D. & Walton, R.E., 1984, Managing human assets. New York: Free Press.

CIPD, 2013,  Employee engagement [Online]. Available from: (Accessed: 2 March 2015).

CIPD, 2014, Employee outlook: Autumn 2014 [Survey report, Online]. Available from: (Accessed: 4 November 2014)

Michaels, E., Handifeld-Jones, H. & Axelrod, B., 2001, The war for talent. Boston: Harvard Business School Press.

Valentin, C., 2014, ‘The extra mile deconstructed: a critical and discourse perspective on employee engagement and HRD’, Human Resource Development International, 17 (4), 475-490.

Walsh, J. & Deery, S., 1999, ‘Understanding the peripheral workforce: evidence from the service sector’, Human Resource Management Journal, 9 (2), pp.50-63.

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