The Relations of Human Resource Functions to Organizational Development   


Explain how Human Resource Functions Relate to Organizational Development

Ideally, the business world is ever-changing, calling for a realignment of the various organizational departments to enhance efficiency. Wang, (2015) shows realignment of Human Resource (HR) and Organization Development (OD) is the best way to encourage competition and profitability. Notably, OD has criteria that can be used by an organization to realize positive results in the process of change. Moreover, such qualities are helpful to the human resources, promoting their closer relations in some ways. Therefore, the essay analyzes how human resource functions relate to organizational development. 

According to Ok and Vandenberghe (2016), human resource plays some vital functions in relations to organizational development. Firstly, employment of highly skilled labor that ensures organizational efficiency and success leads to development. Here, the HR develops the organizational staff. Besides, it promotes job placement through screening, interviewing and hiring of competent staff that can deliver. Moreover, such skilled personnel trigger organizational development by ensuring efficiency and success of the business. 

Secondly, training and development are some of the HR functions that ensure efficiency and competency of the employees in the changing business environment. Arguably, firms should train employees with better skills as the working tool for their daily activities. Enhancement of technological achievements by training employees to fit into new ethos drills the concept of success in an organization (Wang, 2015). Management training and expert improvement are the possible HR functions that may influence organizational development. In other words, it is through training given by the HR that individuals can acquire new techniques for their development and success.  

Thirdly, human resource aids organizational development by engaging in practices that pools talents together for the benefit of the firm. In such instances, it ensures that those with talents that can uplift the firm are recruited and maintained to enhance organizational changes and diversity. Consequently, it can possibly help the firm by keeping and encouraging the talented employees through practices of recognition and reward (Wang, 2015).

Fourthly, given the influence of work environment on organizational development, HR, ensures harmless working relations with the staff. Office safety training, casualty reporting and proper management of labor are some of the ways through which the HR can ensure conducive work relations, making an organization successful. Besides, identification and assessing of compensation are other HR functions that ensure smooth running and success of an organization.

Fifthly, obedience to work as one of the policies created by HR plays a critical role in organizational development. In many instances, the policy of obedience as stipulated by the HR is embedded in the service laws and availed to organizational members for their daily operations. By ensuring the operationalization of the service laws, the HR would instill performance, total output and success of the firm. 

Lastly, HR’s function of job analysis and design also relates to organizational development in some ways. Observably, its ability to fill employments gap aids organizational development. Indeed, it does it in a way that allows organizations to achieve competitive through the high skilled laborers. To such extent, it is capable of creating changes and success of the business. 

In sum, the ever-changing business environment requires realignment of the human resources and organizational development. As observed, HR performs some functions that relate it to organizational development in some ways. Recruitment, strategic planning, job analysis, survey, and design are some of the HR functions that relate human resources to organizational development.   

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  1. Ok, A. B., & Vandenberghe, C. (2016). Organizational and Career-Oriented Commitment and Employee Development Behaviors. Journal of Managerial Psychology, 31(5), 930-945. 
  2. Wang, X. (2015). How does the Human Resource Department’s Client Relationship Management Impact on Organizational Performance in China? Mediate Effect of Human Capital. South African Journal of Economic and Management Sciences, 18(3), 291-307. 
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