Human resource management (HRM) as a distinctive profession is so popularised that in recent

times, a general consensusof the definition of the concept should exist or be adopted by HRM
professionals. But, this imperativeperspective above is contrary,and as it is supported by adopting the
opinion‘‘a rather messy situation currently exist in HRM where the term is so used in a confusing
variety of ways’’. However, the researchers gave an impetus to the term by arguing for HRM as a
strategic approach to managing employment relations which emphasizes that leveraging people is
critical to achieving competitive advantage. This signifies that it
would be achieved through a distinctive set of integrated employment policies, programmes and
practices. Similarly, the researcher argued that HRM is idiosyncratic approach to service
management. It seeks to achieve competitive advantage through the strategic deployment of a highly
committed and capable workforce, utilising an integrated array of cultural, structural and personnel
techniques. The researchers contended that HRM is a managerial standpoint that argues the need to
establish an integrated series of personnel policies which supports organisational strategy.
Looking at the few contextual arguments, the onus lies on the human resource manager since people
are the most costly and uncontrollable asset of the organisations. But, more often than not, the senior
managers of organisations have based their competitive strategies on other factors such as product
and process technologies which do not encourage people‟s participation. HRM is recognised as a
normative concept that aims to create more efficient and competitive organisations through the
utilization of employees, which it considers to be the most important single asset of the organisations.
Therefore, HRM should be seen as a strategic approach to the acquisition, development, motivation
and reward of employees and that must be linked with the strategic management style in an
organisation. As well as, promoting efficiency and confidence in the managerial performance and
effectiveness in organisations. It is good to emphasise here that HRM should not be left entirely to
human resources professionals, rather be integrated into the rest of the organisation goal and
objectives, as well as also built into all other employees activities for the strategies to be implemented,
efficiently, effectively and accordingly to plan.
The development of Human Resource Management can be related to the result of external socio-
economic, political etc influences pushing organisation to internal changes to the nature of dealing
with the employee relations for better effectiveness and performance. Also, on the parallel growth of
industrial relations which remain an opposed movement from employers to the divers system of
bargaining and negotiation. The Human relations approach developed as early as the 1920s to
challenge the ideas of employees been a merely an attached element to a machine that only need
profits from the employees works. This is completely the era of the classical or scientific or Traditional
approach to human resource management that sees organisations as a mechanistic, technical,
hierarchical and bureaucratic system. This approach emphasizes on compliance to rules and
regulations, control, task, status quo, survival and profit; and classified as Theory X approach to
human resource management. This opines that human resource management strategy is not in place
and everything is purely administration (personnel management). It is only based on the mangers own
ideas and no employee development, but where it exists, it is only task-related training.
It is from this circumstance that the human relations approach was then developed to address the
problem of the classical approach of HRM. This human relations approach focuses on the need to
make the employees in the organisation to feel that they are useful and important part of the overall
effort of the organisation to achieve the desired goals and objectives. It however differs from the
classical approach as it seeks for the involvement and participation of employees rather than the
authoritarian system used in the traditional system. But, still having the elements of: mechanistic;
technical; hierarchical; and bureaucratic characteristics; and disadvantages of the classical approach.

HRM and Theoretical Development

This, Researcher exploited to classify it as semi-scientific human resource management having a
mixture of X and Y theory of human resource management.
However, because of the X and Y characteristics identified in the human relations approach that several
researchers in human resource management opine for an open system to utilised in managing human resource
emerged in the 1990s. Therefore, it opines that the open system is one that recognises the changing
relationship with the environment, accepting various inputs, process these inputs and at the end delivers the
outcomes. It also suggests that, it is a system that is open both internally and externally, interacting with the
internal subsystems of the organisation and the outside environment. Again, the open system sees the
organisation as organic structures that are interfacing and interacting with the environment, leaner, smaller
and flatter in nature and team based relationships. It emphasises on human resource management, task,
people, self-regulation, business orientation, proactive, competitiveness and employees development.
However, in human relations, there is a human resource manager who basis on performance and effectiveness
through strategic approaches and it is purely tied to the theory Y approach of HRM. But, the development of
HRM through the classical, human relations and the open system as discovered in the literature is linked to the
concepts of either the „„soft‟‟ or „„hard‟‟ or mixture of both depending on individual perception about HRM
development. These views are all considered in relationship to the HRM models which are discussed in the
next section.

Workplace Diversity
Workplace diversity affects the development of interpersonal relationships, how supervisors and
managers interact with staff and how employees relate to each other. It also affects human
resources functions, such as record keeping, training, recruiting and requirements for HR staff
expertise. In many ways, workplace diversity increases HR responsibilities and holds the department
accountable for functions mandated by law.

The U.S. Equal Employment Opportunity Commission publishes notices that employers must
post in conspicuous areas throughout the workplace, such as employee break rooms. The
posters provide employees with information about their civil rights and federal laws that
afford equal opportunity for employment, regardless of disability, genetics, national origin,
race, religion, sex or veteran status. HR must conduct periodic walk-throughs to ensure that
the company's posters are intact and up-to-date. Workplace diversity goals can require
modifications to recruitment strategy or outreach to identify a diverse pool of qualified
applicants. For example, recruiting from historically black colleges and universities may
yield diverse candidates as will joining the Organization of Women Architects and Design
Professionals to gain access to qualified women in a predominately male profession. In
addition, posting requirements such as "equal opportunity employer" are HR functions that
encourage diverse applicants to submit their resumes for consideration.

We have devoted a separate section on gender sensitization because when compared to other
issues in managing diversity, this is the most pressing one due to the preponderance of
women in the workforce as well as past trends that point to the emergence of this single issue
as the dominant one that preoccupies the mind space of managers. The worrying aspect about
this issue is that despite policies, regulations and rules governing gender specific issues in
most organizations, there is little evidence to express that they are being followed. Thus, what
is needed is a mindset change rather than more policies and this can only be done if the
workforce is sensitized to the needs of women. In fact, the situation in Corporate India or
India Inc. has not yet reached the stage where lawsuits are regularly brought against
management for discriminatory practices. Nonetheless, the trend in recent years is towards a
more vocal disapproval of such exercises from industry leaders and management consultants
who repeatedly emphasize the importance of a non-discriminatory workplace. Therefore, the
onus is on the management, senior and middle, to ensure that they follow the norms needed
of them. The senior level guides the middle, the middle guides the lower and the lower guides
the employees in all practices, including gender sensitization.

For an organization looking to cultivate a more diverse and inclusive workplace, it is

important to understand what constitutes workplace diversity.
Workplace diversity refers to the variety of differences between individuals in an
organization. Diversity not only includes how individuals identify themselves but also how
others perceive them. Diversity within a workplace encompasses race, gender, ethnic groups,
age, religion, sexual orientation, citizenship status, military service and mental and physical
conditions, as well as other distinct differences between people.

There are many benefits to having a diverse workplace. For starters, organizations that
commit to recruiting a diverse workforce have a larger pool of applicants to choose from,
which can lead to finding more qualified candidates and reducing the time it takes to fill
vacant positions. Businesses that do not recruit from diverse talent pools run the risk of
missing out on qualified candidates and may have a more difficult time filling key roles,
which increases recruitment costs.

Conclusion
According to a survey conducted by Glassdoor, 67 percent of job seekers said a diverse
workforce is important when considering job offers and 57 percent of employees think their
companies should be more diverse. These numbers are telling. Not only can organizations fill
positions with qualified candidates more quickly by recruiting from different talent pools, but
a diverse workforce also benefits their employer brand which is crucial when it comes to
getting the right talent.

Having a diverse workforce with multi-lingual employees and employees from varying ethnic
backgrounds can also be helpful for organizations who want to expand or improve operations
in international, national, regional and local markets.