Management of Organizational Behavior: Utilizing Human Resources
A very important part of management is also a management of human resources. This part of management has a huge impact on the overall functioning of a company because how it functions is reflected in every part of a company. It has developed in a lot researched area.
Human Resource Management (HRM, HR) is the management of an organization’s employees. While human resource management is sometimes referred to as a “soft” management skill, effective practice within an organization requires a strategic focus to ensure that people resources can facilitate the achievement of organizational goals. Effective human resource management also contains an element of risk management for an organization which, as a minimum, ensures legislative compliance. 
Organizational behavior management (OBM) is an important aspect of management studies the subject which is studied in first year of management studies is known as organizational behaviour (OB). OBM is the result of applying the psychological principles of applied behavior analysis and the experimental analysis of behavior to organizations to promote worker safety and other benefits. The areas of application may include: systems analysis, management, training, and performance improvement.
The field of OBM consists of the development and evaluation of performance improvement procedures which are based on the principles of behavior discovered through the science of behavior analysis. These procedures are considered to be within the scope of OBM when they focus on improving individual or group performance within an organizational setting, whether that organization be a business, industrial setting, or human service setting, and whether that organization was established for profit or not.
Human resource management (HRM) is a term which is now widely used but very loosely defined. In this paper it is argued that if the concept is to have any social scientific value, it should be defined in such a way as to differentiate it from traditional personnel management and to allow the development of testable hypotheses about its impact. Based on theoretical work in the field of organizational behaviour it is proposed that HRM comprises a set of policies designed to maximize organizational integration, employee commitment, flexibility and quality of work. Within this model, collective industrial relations have, at best, only a minor role. Despite the apparent attractions of HRM to managements, there is very little evidence of any quality about its impact. Furthermore very few UK organizations appear to practise a distinctive form of HRM, although many are moving slowly in that direction through, for example, policies of employee involvement. 
I argue that the impact of context on organizational behavior is not sufficiently recognized or appreciated by researchers. I define context as situational opportunities and constraints that affect the occurrence and meaning of organizational behavior as well as functional relationships between variables, and I propose two levels of analysis for thinking about context–one grounded in journalistic practice and the other in classic social psychology. Several means of contextualizing research are considered. 
Critics have argued that the field of human resource management (HRM) lacks a coherent theoretical framework. This article attempts to further the theoretical development of SHRM through discussing six theoretical models (behavioral perspective, cybernetic models, agency transaction cost theory, resource-based view of the firm, power/resource dependence models, and institutional theory) that are useful for understanding both strategic and non-strategic determinants of HR practices. Finally, the implications of a stronger theoretical approach to SHRM research and practice are discussed. 
Management of Organizational Behavior has a very strong impact on HR practice. It is researched from the aspects of psychology, sociology and management that way adding to its importance. This area of study is to be developed even more as it is very significant for the successful functioning of any company.
 ‘HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS’ by David E. Guest
 ‘THE ESSENTIAL IMPACT OF CONTEXT ON ORGANIZATIONAL BEHAVIOR’ by GARY JOHNS
 ‘Theoretical Perspectives for Strategic Human Resource Management’ by: Patrick M. Wright and Gary C. McMahan