HUMAN RESOURCE MANAGEMENT (HRM) IN THE EVENTS INDUSTRY Class

Human Resource Management 2

HUMANRESOURCE MANAGEMENT (HRM) IN THE EVENTS INDUSTRY

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HumanResource Management (HRM) in the Events Industry

HumanResource Management (HRM) over the last two decades has experiencedmassive advancements due to the interconnection with favorableindividuals and organization level outcomes. This paper willtherefore, briefly discuss on these advancements based on fourfactors.

Firm-leveloutcome variables have been used to assess the impact of micro-levelHRM interventions. Researchers have argued that it is important toconsider the effects of HRM interventions on employee-level outcomevariables that influence performance relationship among employees inany organization. HRM performance is based on two behavioral outcomesnamely Organizational Citizenship Behavior (OCB) and turnoverintentions. The implementation of the OCB is an energizing andactivating process in which employees enact discretionary effortsthat promote the effectiveness of the organization. However, theturnover intention is exhibited through the withdrawal of employeesin HRM practices(Alfres, Shantz&amp Truss, 2012 pg.20). Second. Theperception of employees in regards to HRM practices has a majoreffect on trust among employers. This is due to the fact that howemployees respond to HRM practices that are enforced by employerswill trigger how they perform their job responsibilities and duties.HRM challenges are based on the fact that HR strategies cannot detector shed light on employees’ experiences or beliefs about HRM.Third, HRM practices influence employee behavior which is examinedthrough the Perceived Organizational Support (POS), commitment andjob satisfaction as Human Resource variablesthat serve as linksbetween HRM and employee behavior. Employee engagement is theunderlying factor that shows the essence of HRM practices enforcedwith a firm. For instance, the number of employees on the ratio ofmale and females determines the implementation of HRM policies thatcreate a professional working environment established on ethics,trust and professionalism. Lastly, moderating variables in the HRMpractice influence the relationship between engagement and employeebehavior within a formal setting. Job performance increases based onemployee demonstration of OCBs towards the organization and theextent to which employees intend to work in that particularorganization (Alfres, Shantz&amp Truss, 2012 pg.24).

Ingeneral, HR challenges presented by the Pulsating Organization is based on employee engagement with the organization because itdetermines their behavioral tendencies within the formal setting.

Bibliography

Alfres,K.Shantz,A, &amp Truss, C. 2012, TheLink between Perceived HRM practices, performance and well-being themoderating effect of trust in the employer.Human Resource Management Journal, 22(4), 409-427.