Essay About Nsbf K And Human Resources

Human Resources and Company Performance
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nsbf k, ,Nwsnf,kS L Jsdb fcS kfjbesdf c,lV INI SIFkn ffckac akbfca,k knkca AF FEFDm Hollenbeck−Gerhart−Wright:
Fundamentals of Human
Resource Management,
Second Edition
Front Matter 1. Managing Human
Resources
© The McGraw−Hill
Companies, 2007
HUMAN RESOURCES
AND COMPANY PERFORMANCE
Managers and economists traditionally have seen human resource management as a
necessary expense, rather than as a source of value to their organizations. Economic
value is usually associated with capital–cash, equipment, technology, and facilities.
However, research has demonstrated that HRM practices can be valuable.3 Decisions
such as whom to hire, what to pay, what training to offer, and how to evaluate employee
performance directly affect employees motivation and ability to provide goods
and services that customers value. Companies that attempt to increase their competitiveness
by investing in new technology and promoting quality throughout the organization
also invest in state-of-the-art staffing, training, and compensation practices.4
The concept of “human resource management” implies that employees are resources
of the employer. As a type of resource, human capital means the organizations
employees, described in terms of their training, experience, judgment, intelligence,
relationships, and insight–the employee characteristics that can add economic value
to the organization. In other words, whether it manufactures automobiles or forecasts
the weather, for an organization to succeed at what it does, it needs employees with
certain qualities, such as particular kinds of training and experience. This view means
employees in todays organizations are not interchangeable, easily replaced parts of a
system but the source of the companys success or failure. By influencing who works
for the organization and how those people work, human resource management therefore
contributes