Introduction With the growing need to regulate the functions and the general working of employees in a company, effective management is inevitable in achieving the set goals. In large organizations, issues related to hiring, wellness and motivation of employees solely rests on the human resource management department. Setting the crucial working environment in a company requires strong human resource management which enhances maintenance of the working culture without undue deviations. Worth noting is the fact that human resource management is not set up strictly for the benefit of the company only, but the wellness of the employees is also put into consideration. Essentially, the productivity of a company is put at a balance with the interests of employees. The company’s goals and objectives are smoothly achieved if the company has strong human resource management. Essentially, a well managed employee will be motivated and eventually give out excellent results (WiseGeek, 2012). Origin of Human resource management The term human resource management is said to have originated from the United States. Its inception was at a time when the human relations movements were taking centre stage in many companies within the United States. Human resource management evolved through two schools of thought including the Fobrum and the Harvard frameworks. During the first time of its usage, the two schools of thought laboured to justify a direct link between the organization and the way in which people are managed. Notably, during the first use of human resource management, approach to rewards in an organization was pegged on the size of the organization. The Harvard framework elucidated several components of human resource management (Banfield & Kay, 2008). The six components consist of the following:  1. The human resource policy choices: This component consists of four sub components that include human resource flow, reward systems, working system and employee influence. This model is said to be distinct from other methods of human resource management.  2. Situational factors are another component of human resource. It has its indicators, which among others include the prevailing labour conditions, management philosophy and the predictable workforce traits. In the loose meaning of the word, the factor carries the surface meaning hence the human resource factor will depend on the surrounding environment at the time (Marchington & Wilkinson, 2006).  3. The human resource outcome is a component of human resource that is otherwise used with initials of commitment in the organization’s competence as a measure. On the other hand, cost effective and congruence have increasingly been included in the list of the human resource outcomes. The component considers certain traits in the company such as trust, skills and high levels of motivation. Influence of employees in matters concerning the company has the effect of engineering congruence (Marchington & Wilkinson, 2006).  4. The company’s long term consequences: The consistence of employees’ well-being in a company is a vital tool in making sure that societal goals are attained through effective organization. Contrary to