Challenges of human resource management in regards to organizational effectiveness

The significance of assessing the efficiency of formal organizations was acknowledged in the early twentieth century. Thus, organizational theorists like Weber and Taylor laid noticeable emphasis on determinate of organizational effectiveness. It is important to know that these early theorists, however, were interested primarily with initiating conceptual frameworks or a set of prescriptive rules which, if held closely or followed strictly, would result in maximum organizational effectiveness. The serial progress of empirical methods in the social sciences together with an observation of the increasingly common domination of formal organizations, developed into a proliferation of approaches to the study of organizational efficiency. Indirectly, one may say that one of the defining characteristics of the extant literature dealing with organizational effectiveness is theoretical pluralism. Since the end of the Second World War, the growth of relatively distinct models of organizational performance had occurred at an impressive high rate. A successful organization sees it employees as the cornerstone of its operations and it will do everything possible to keep the employees motivated because without the people in the organization, success is just a word. The objective of this research was to explore the challenges of human resource management in achieving organizational effectiveness. The key to organizational effectiveness are the human capital because they are the representation of the company in every aspect of day to day running of the business while the management is responsible for making the organization productive and prospering the workforce