Introduction
The lack of high-quality skills to forecast staff necessities and operation patterns in many HRM departments should be of concern to the administration. Many concepts related to individual management practices are not fully understood by HRM professionals (Holton and Collins, 2004).
This deficiency would require appropriate scientific assistance and consensus-building to be properly addressed. Data on various topics which is vital in making informed HRM decisions has been collected to provide the outlined recommendations. Several other recommendations are outlined to aid the management to make decisions pertaining to HRM systems and practices.
The company should save administration information on the number of its workforce. The profile of the staff should be available for the management to formulate the necessary measures to make the systems more proficient. For this purpose, an automated digital register should be developed and be frequently updated.
Details on the age of the recruits, sex, credentials, working experience and the profession history of employees should be recorded in the register (Lutta and Hatala, 2009). Such information enables the organization to make decisions on how to promote employees based on skill, and give a valid conclusion on how the payroll will appear. This will enable the forecasting of general gross salary implications in different situations.
Although information and software are available in the organization’s departments, skills for making use of the data are wanting. Training the local staff on broader issues than the basic use of the systems is significantly imperative (Lutta and Hatala, 2009). Career improvement issues should also be addressed in this training alongside planning for the employees. The organization therefore needs to re-examine the practical requirement of the records for the efficient operation of the practices in HRM and its systems.
For the organization to have useful and highly motivated employees, staffing and promotion must adopt an official approach. There should be channels to announce vacancies and the application of any posts must be open and proper. Open contest should be ensured whenever a new vacancy is advertised in order to match international ethical practices of enrollment and promotion.
Though the domestic advertisement of a vacancy may lead to the promotion of an established staff based on merit, the competition that is offered through open advertising proves to bring in more knowledge to the departments. The choice of an internal candidate may be dogged by controversy due to ambiguity in the employment process. Internal and external competition in the department is an ethical practice to ensure that the HRM systems are being run by the most prolific individual.
Opportunities to shift candidates between the resource departments are necessary to widen the scope of knowledge and the field of skill. This will be useful at the higher management levels where it is easier to transmit basic skills (Gilley, Gilley & McMillan, 2009). Those without the necessary degrees in HRM should be subjected to internal exams to test their knowledge on production administration, public management and integrating of HRM issues, which will prove their proficiency.
Examinations can be administered by an independent organization to members of staff annually to demonstrate their competence in their departments. A salary review for those who attain a certain mark will increase motivation for excelling in the examinations (Gilley, Gilley & McMillan, 2009).
There should be a direct correlation between the salary of individuals and their productivity in the systems. Despite the fact that there is no theory stating that salary will motivate performance, it is necessary for the management to consider giving bonuses to diligent members in the organization.
Performance assessment results have to be manipulated in order to ensure that more exceptional employees are considered for promotion over those who are normally competent. The practice of routine qualification after a period of service may result in the sluggishness of some individuals who believe their promotion is guaranteed (Holton & Collins, 2004). The promotion is therefore seen as a mandatory move instead of basing it on value.
Proper punitive processes should be followed to ensure that corruption offenders are dealt with properly. There should be transparency and accountability of the funds spent in conducting the departmental activities. Policies governing the measures taken against corrupt officials should be formulated and reviewed regularly.
The academic experience of a recruit has always been the main factor considered during employment at the expense of other skills and abilities. While this results in having the best academic brains, an individual may lack adaptability and general management skills necessary in running the organization (Torraco, 2005). Research and training on how recruits can adapt to their occupation without strain should be done by the management before offering employment.
Clear mandates must be assigned to the all the departments in the HRM system. This replication of efforts mainly results from lack of proper training and inspection of the staff actions. A conflict in the responsibilities of various members in the organization proves to be expensive for the system as more than two people are being rewarded for performing the same activity.
The work requirement of each employee should be clearly defined, and proper training and examinations be frequently administered to ensure that each department understands its responsibility (Lutta and Hatala, 2009). The number of available job descriptions should be as few as possible. The job classes below the level of the president should be distinct and well assigned.
Management practices should be easily understood by the workforce in order to adapt to the constant changes in the systems and practices of HRM. The policies, which are available, are not adequate enough to guide the organization. Decision making should be suitably delegated to ensure that the relevant managers know which field they are supposed to input their trained expertise (Holton and Collins, 2004).
Individuals who are most affected should be the ones who are assigned the responsibility of decision making, instead of assigning it to seniors who are not affected. The HRM system should not emphasize on decision making being made by higher-ranking officials: there are some decisions which can be delegated to junior members of staff relating to its magnitude. The propensity of the dependence on senior managers to make decisions results in the wastage of time and capital.
Private polling firms are necessary to evaluate customer satisfaction in the presentation of the HRM systems. This will reasonably improve service delivery in the organization. The firms should conduct interviews and garner appropriate data which aid in the evaluation of the functioning of the organization.
Institutional arrangements should be considered to ensure smooth flow within the departments of HRM. They can be strengthened by creating a clear relationship between the HRM departments and the related training institutions. The procedures followed in administration and the grading systems should be straightforward and easy to comprehend.
Conclusion
Management development goals should be applied to guarantee the success of an organization. Open resourcing and performance management is among the key requirements.
The cycle of target setting, assessment and reward stress the responsibility that every employee has 9holton and Collins, 2004). The organization must strive to reduce HRM conflicts in the organization in order to achieve maximum production. Appropriate methods to balance the productivity in the departments while producing a suitable environment for the workforce.
References
Gilley, A. Gilley, J. & McMillan, H. (2009). Organizational Change: Motivation, Communication and Leadership Effectiveness. Performance improvement quarterly, 21 (4) pp. 75-94
Lutta, G. & hatala, J. (2009). Managing Information Sharing within an Organizational Setting: A Social Network Perspective. Performance improvement quarterly, 21 (4) pp. 5-33
Torraco, R. (2005). Work Design Theory: A Review and Critique with Implications for Human Resource Development. Human resource development quarterly, vol. 16, no. 1, pp. 85-105
Holton, E. & Collins, D. (2004). The Effectiveness of Managerial Leadership Development Programs: A Meta-Analysis of Studies from 1982 to 2001. Human resource development Quarterly, vol. 15, no. 2, pp. 217-242