A firm’s human resources are the people in an organization that are crucial to its performance and the quality of work life within it. Unlike computers, human beings have the potential to grow and develop, to increase our depth, complexity and capacity over time. Human resource management can be defined as designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational objectives. Furthermore, HRM is considered the nuts and bolts of an organization. Thus, managers and leaders should focus on investing and developing their human resources who have the capacity to make significant contributions to the organization’s overall mission. Many organizations have noticed the importance of continuously training their employees and offering educational incentive programs to help keep employees up-to-date in their fields because in a significant number of cases, people actually get worse at their jobs over time. Performance can be enhanced if an employee is able to learn new ways of conceptualizing complex situations and deciphering abstract information. An employee should have knowledge of new research and advancements in his or her respective field in order to be able to adapt and overcome any organizational change. By performing at higher levels and being productive, an employee starts creating value for an organization. Most employees are evaluated by the value they create. Top managers seek employees who can bring value to an organization. When employees feel appreciated, they tend to perform at higher levels, producing more value. Unfortunately, most organizations are unable to “indulge” their employees and as a result, employees all over the world feel neglected and inundated. Interestingly enough, Schwartz, Jones, and McCarthy (2010) explain that:

Only 38 percent of employees worldwide believe their senior managers are genuinely interested in their well-being. More than 50 percent feel they’re treated as if they don’t matter at all or that they’re just another part of the organization to be managed. Only one out of every ten employees feels they’re treated as vital corporate assets (p. 162).

With employees all over the world feeling like they “don’t matter” in their organizations, it is important for upper level administrators to continuously develop their leadership strategies. Furthermore, with organizations constantly evolving, strategic human resource management is the optimum way to enhance performance levels. At IBM, for example, a thousand software developers working in different time zones have been given the flexibility to decide when they work. Different strategies should be implemented in organizations all over the world to help “humanize” the workplace.
Drawing on the material in the background readings and doing additional research, please prepare a 3- to 4-page paper (not including the cover and reference pages) in which you:

Research the role of HR management in any organization. Next, what does human capital mean and why is important?
What can HR do to help employees feel as if they do matter?
As an HR manager, how would you humanize the workforce?

Precision: Does the paper address the question(s) or task(s)?
Clarity: Is the writing clear and are the concepts articulated properly? Are responses made through paraphrasing and synthesis of concepts? (Or is there excessive use of quotations?) Are headings included in all papers longer than 2 pages?
Breadth: Is the full breadth of the subject addressed?
Depth: Does the paper address the topic in sufficient depth?
Grammar, spelling, and vocabulary: Is the paper well-written? Are the grammar, spelling, and vocabulary suitable to graduate-level work?
Referencing (citations and references): Does the paper use citations and quotation marks when appropriate?
Critical thinking: Is the subject thought about critically (i.e., accurately, logically, relevantly, and precisely)?
Comments from Support Team: These are the required resources needed to write this paper:

Lindley, Clyde J. (1984). Putting ”Human” into Human Resource Management. Public Personnel Management, Volume 13, Issue 4, pp. 501–510.

David Baker. (1999). Strategic human resource management: performance, alignment, management. Librarian Career Development, Volume 7, Issue 5, pp. 51–63. ISSN 0968-0810.

G. Roos, Lisa Fernström, S. Pike. (2004). Human resource management and business performance measurement. Measuring Business Excellence, Volume 8, Issue 1, pp. 28–37.

Dery, Kristine and MacCormick, Judith S. (2012). Engaged or just connected?: Smartphones and employee engagement. Organizational dynamics, Volume 41, Issue 3, pp. 194–201.

Fred Luthans and Suzanne J. Peterson. (2002). Employee engagement and manager self-efficacy. Journal of Management Development, Volume 21, Issue 5, pp. 376–387.