International Business Research; Vol. 16, No. 2; 2023 ISSN 1913-9004 E-ISSN 1913-9012 Published by Canadian Center of Science and Education 13 Learning Human Resources and Applying it to Real-Life Situations Thanakit Ouanhlee 1 Correspondence: Thanakit Ouanhlee, The Grand Rama 2 Village, Phunthainorrasing, Muang, Samutsakhon, THAILAND. Received: December 2, 2022 Accepted: January 5, 2023 Online Published: January 12, 2023 doi:10.5539/ibr.v16n2p13 URL: https://doi.org/10.5539/ibr.v16n2p13 Abstract This study aimed to demonstrate some parts of human resources management, more specifically, to show the application of knowledge in human management and real-life situations. The research explores some aspects of human resources analysis, including enterprise management, fundamental analysis, planning, and monitoring. This analysis demonstrates the integration of knowledge in real-life situations after successfully learning the Human Resources Management (HRM) program. In this case, it tends to critically demonstrate how an individual can apply knowledge from learning HRM to perform their daily tasks. It discusses the previous development of HRM processes and how it has evolved in modern business management. Also, the analysis elaborates on the basic understanding of HR resources for non-HR managers and the application of knowledge in real-life situations, research projects, entrepreneurial businesses, and large corporations. Effective managers must demonstrate efficient skills since they play fundamental roles in business, such as recruitment, employee training, and performance appraisals. Therefore, they must incorporate excellent communication, analytical, organizational, and managerial skills. Furthermore, this analysis highlights HR managers' practices and processes, including employment policies and technology, to enhance employee commitment and work efficiency. Keywords: human resources management, HRM, non-HRM, NCR, applications of knowledge 1. Introduction 1.1 Introduce the Problem In a modern business environment, every organization or company requires all workers in different fields to possess a wide range of skills, competencies, and knowledge (Hettiarachchi, 2018). In addition, effective leaders and managers should have the skills to work with people to achieve positive business results. In many cases, recruiting employees with the right skills, attributes, and knowledge is a significant factor in the success of any organization. However, if the management makes poor decisions during recruitment, this may lead to delays in project completion and time-consuming and costly production processes. Similarly, even maintaining effective employees after selection to keep them motivated and focused and retaining their skills poses many challenges for business. In this process, the Human Resources (HR) department must maintain a high-performance standard for their employees to ensure business success. In every business or organization, there must be an HR Management (HRM) department that deals with hiring, selecting, managing, and deploying employees in the organization. Non-HR managers must operate and understand people, guidelines, and procedures to get the best out of their team, ensure effective performance, and comply with the legal compliance of the business, too (Hettiarachchi, 2018). In this analysis, the author will discuss what has been learned in HR for non-HR managers, including daily applications in real life, research projects, and practical applications in small businesses and organizations. 2. The Initial Development The first HRM began as industrial welfare oversight in 1833 when factories proposed the establishment of male factory inspectors. In 1878, factories passed a law to regulate the working hours for women and children to be 60 hours a week. By this time, the trade unions had started, and the issue of collective bargaining had emerged. The number of industrial welfare organizations started increasing, and in 1913 a conference led by Seebohm Rowntree was initiated (Hettiarachchi, 2018). The welfare association developed during the gathering later changed to the Chartered Institute of Personnel Development. Conversely, during the First World War, Mary Wood discovered the process of recruitment and selection (Hettiarachchi, 2018). During this era, personnel development escalated as government initiatives encouraged