Human Resource Management is an intricate part of management that plays a vital role in the efficient running of a company. An amalgamation of self-confidence, rationale, superior administration practices as well as common sense forms the core principles of successful and effective management of people in the place of work. As much as it may come naturally to a number of people, it may pose a serious challenge to others thus the need to attain the necessary sensitivity or expertise required.
In order for the company or institution to be maintained at soaring levels of standards, it requires a good administrator who possesses these main aspects. Conversely, the management of people is one of the most intricate undertakings for majority of administrators in any given institution or company.
Some characteristics of (HRM) Human Resource Management will be emphasized on in this report. There are few alternative approaches to tackle the undertakings of Human Resource Management.
Some guidelines may be adhered to that may help them achieve their goals to enable Human Resource Management administrators be apt to their challenging task at hand of managing people.
One of the main aspects that a HRM officer ought to observe is the art of being a good leader. Smith (1989), in his research, observed the following:
Anyone who is acting as a leader is to a greater or lesser degree a ‘manager’ even if they do not officially have the title. Conversely there are people who have the title ‘manager’ who do not provide much leadership. Nonetheless, leadership is still an expectation of the ‘manager’ role, whether it is as ‘first line manager’ or CEO of an international corporation. (p. 93)
The desirable leadership qualities have to be exhibited by all managers who are automatically referred to as such since they have taken on the role of leadership regardless of their official title.
Another aspect that is reckoned to be a significant key is motivation. There are many arrays of reasons that individuals work for which good administrators recognize and appraise. These encompass:
- Creativity: the individual deals with new challenges and thrives upon the task using their mind’s eye and self expression.
- Money as a motivation.
- Social contact i.e. interacting with other individuals from diverse areas.
- Personal development: mostly in terms of gathering self-respect, confidence building and utilizing as well as acquiring new skills.
- Idealism and commitment: this involves the aspiration to support or assist other people and the trust in the institution and in what it is performing or striving to attain as well as the objective to utilize understanding as well as skills for a worthy cause.
Several insignificant demoralizing motivators may also be recognized, this include:
- The trepidation of changing jobs.
- Culpability of the workers, in that there is the feeling that they may be letting down the company.
- Also considered is the incapability of getting another job.
- The belief that the company will not survive without them. This is classified as the feeling of indispensability or egoism.
In order for a Human Resource administrator to prop up employees adequately as well as to be able to deal with attitude or performance trouble, they must initially have a perception of the reason that an individual be it a volunteer or staff member has taken up a specific job in an institution, the way that the individual feels regarding the job as well as the reason the individual is sticking to the job.
The aspect of motivation also applies to the administrator personally, even for volunteer managers whereby, the need to acknowledge their personal motivation points whether monetary (increased), or power related plays a role in abetting the administrator comprehend the employees tribulations. (Bond, 1991, p. 105)
The consideration of other people’s emotions is another key feature that should be observed by Human Resource administrators. Much as people are less concerned about it, emotions play a huge part in the lives of employees.
Human beings emotions have a great influence on their capacity to interrelate with others, toil as well as reason. The way that a worker leaves, whether satisfied or dissatisfied, or may collaborate with the administrator depends on the way the administrator handles particular circumstances that involve emotions and have a decisive impact on the whole situation.
Buckley (2002) observed that “to be a good manager or team leader you have to have an above-average interest in people” (pp. 35-48). It can be stated that a good administrator ought to reflect on people’s emotions as well as exhibit an element of concern with regards to their troubles.
Several people maintain the notion that something must be done with reference to an individual’s emotions and end up evading them initially. This idea is wrong seeing as by the mere fact of remarking as well as paying attention on an administrator’s frame of mind regarding the employee’s emotions and what they are experiencing, may regularly evoke some remarkable outcome minus any action or measures being taken.
By clarification of accountability, every worker or volunteer must know protocol and what it means in practice as there is no particular model. It is usual clear where there is defined organizational structure.
Where there is no clear structure it is a case where by the need to find out who that particular employee or volunteer is answerable to. If there is nobody accountable to the worker or volunteer the need to find out who would talk to her or him.
Ultimately, everybody whether paid or volunteer should be accountable to the board as a whole. Though it is difficult to manage a large group, it’s usually better if each worker is directly accountable to few people.
However, the same questions should be asked in relation to part-time, temporary or casual workers, trainees, consultants and anyone who is part of a formal staff structure who need to be accountable within that structure.
An administrator of Human Resource may make headway in achieving the goals of the department by recognizing responsibility for regions of trouble. The sources of the problems are basically formed from the following:
- Contravening the stipulations and laws governing a company.
- Aspects beyond institutional as well as personal control.
- Cases of deficiency in dedication as well as incentive towards the job.
- Low level institutional administration.
- Personal management of low quality.
- Comprehension, capability as well as skills that may be insufficient and inapt.
For the problems touching on low individual management, comprehension as well as deficiencies in dedication to the job, accountability lies squarely with the employee and the superior to sort out the troubles that may be affecting them, the reason that the problems are occurring, the consequences as well as steps to be implemented to curb the situation from worsening.
In the instances where the laws have been contravened, accountability lies with the superior to elucidate the decree as well as what error has been committed, or to lend an ear to the unpaid assistant or the employees explanations as to what transpired.
According to Michaels (2001), “a joint look at the rationale for the decree as well as the outcomes of contravention may be done by the two and may help them come up with a decision on the way forward” (p. 10).
Troubles that may arise regarding low levels of administrative procedures as well as the other aspects beyond the institution and individual control require resolutions that ought not to be affirmed by employees or volunteers. It will not be just to reprimand people in case nobody is sure about the anticipations as well as the principles or in case nobody is enthusiastic to set right the precedence’s as there is an overload of work.
The challenge of obtaining incongruous unpaid helpers/volunteers acts as another main hurdle to attaining the company Human Resource administrator’s goals. A few unpaid assistants can be short of the understanding or expertise required by the institute.
In various cases this can be prevailed over by offering teaching/training or by assigning the unpaid associate diverse tasks. Nevertheless, some helpers may require more training or support than the organization can validate providing. It is vital to concede this, unlike disregarding it and accepting a helper to grow to be a net drain in the institute.
If an unpaid assistant is inapt for the job, the act of informing them on the same is quite a daunting undertaking that may not be appealing to many people. A clear cut elucidation ought to be offered regarding what the company may afford for volunteers as well as the reason that the institution may not be able to have room for the said volunteer.
As cruel as it may appear, vetoing unpaid assistants is likely an easier affair on them in terms of long term, since if they are kept on and continue committing errors thus getting antipathy from the other employees, their self-belief will be severely destabilized ending with dire consequences on their personality.
According to Dipboyer (1992), “the deficiency in incentive as well as low performance levels may emanate from inapt organizational management” (p. 89). The following may be observed:
- Unpaid assistants as well as employees may perceive the lack of appreciation or feel unsupported in the institution. Employees may perform their duties at low levels and end up feeling estranged from the institution or more specifically the team.
- The institution may not be pristine on its expectations from the volunteers or employees and may be exuding assorted messages and may also be requiring too much from the employees and the volunteers
- In cases where the superior may unable to control either the employee or the volunteer and the procedures that may include appraisals and supervisory meetings either utilized inadequately or not at all, the superior may require support as well as training.
- The institutions precedence’s may be flooded or may be inconsistent calling for better methods of time as well as planning management for the individuals as well as the institution as a whole.
- The ability to put into practice the alterations needed to aid the worker perk up in their duties. Communication lines need to be put in place between the people who wield power that may influence change and the superiors.
If the manager is unable or unwilling to manage, or if the organization is unclear about its priorities, the worker or volunteer is being set up to fail. When this happens the organization fails as well (Pauls, 2004, p. 68).
Furthermore, the following may be regarded as alternative strategies to address the task
- Ownership: individuals are considered as a strategic resource and thus the need to foster as well as build them up with top administrators that may accredit the approach.
- Internal fit: This is an articulate approach to policies of Human Resource and does not wholly depend on a single element e.g. training. It groups HR policies into an incorporated package of procedures and principles.
- External fit: effective Human Resource departments are vastly aware of outside environs and plan their HR needs while incorporating diversifying external aspects and solve issues or alter strategy, which may abound from environmental transformations.
- Staff development: recognizing as well as enhancing talent streams.
- Promoting a purposeful HR performance dimension template that will give surety alongside objectives and incessant well-designed progress.
- Founding effectual Human Resource Management at supervisory levels that may offer value added sustenance to alterations within the organizational structure.
With the help of the suggested alternative strategies, the organization will have the ability to cope with the ever rising challenges that exist in every organization and especially in the Human Resource section. The goals of effective Human Resource Management may be attained through the use of the additional strategies to enhance their ultimate performance as well.
Reference List
Bond, H., M. (1991). Beyond the Chinese face. Hong Kong: Oxford University Press.
Buckley, R., M. (1999). The employment handbook. Thousand Oaks: Sage Publications.
Dipboyer, I. (1992). Selection interviews: Process perspectives. Cincinnati: South Western.
Micheals, E. (2001). The war for talent. Boston: Harvard Business School.
Pauls, M., A. (2004). The cult of personality: How personality tests are leading to mislabel our children, mismanage our companies and misunderstand ourselves. New York, NY: Free Press.
Smith, M. (1989). Advances in selection and assessment. Chichester: Wiley.