Human resource is one of prestigious departments in the functioning of any organization. Human resource involves issues relating to human capital and employees’ working environment. It is harder for organizations that have invested in their human resources to achieve their objectives.
However, for an effective and smooth realization of human resource, it is imperative for one to consider ethical and political challenges. The paper revolves around various aspects related to human resource in organizations.
As the head of HR, it is quite crucial to assess any implementation that concerns the performance management systems. Therefore, it is indispensable for organizations to have performance management systems that are meant to ensure attainability of the set goals and objectives.
Performance management can be defined as a systematic process in which organizations seek to improve their overall performance by assessing and improving the performance of individuals within their respective teams’ framework (Barani & Rajesh 2012, p. 168). T
herefore, it stands out as a mechanism that not only “promotes or realizes a superior performance through an effective communication of expectations but also one that defines roles guided by a competent framework besides establishing benchmarks that can be achieved” (Bianchi & Rivenbark 2012, p. 509).
The continuous process requires an unremitting collaboration or interaction between employees and supervisors throughout the year. In the implementation of a new performance management system various issues need to be factored such as the capability of the system to promote or facilitate the achievement of the set goals.
To ensure the achievement of the objectives, various tools or issues relating to proper functioning of an organization have to be considered.
These include job design, training and reward system, leadership development, continuous progress review of the system, feedback, communication, and coaching (Bianchi & Rivenbark 2012, p. 509) all of which need to be geared at improving performance among other programs that are aimed at developing employees and rewarding their achievements.
An outline for a progress report concerning the implementation of the new performance management system to be presented to the CEO entails the following actions.
Before its implementation, it is required that the mission, aims, and objectives of the system are well known to ensure that the system conforms to or addresses the key problems or aims of the organization. In addition, clear performance expectations that encompass behaviors, actions, and the expected results should be established.
This will help the employees in an organization to understand what is expected of them hence helping to realize the aims of the organization. This will also assist to eliminate unimportant jobs, which do not add value to the organization. In the implementation process of the new performance management system, it will also be crucial for the CEO to put into consideration the time factor.
The new system should be implemented within a specific period to ensure that it is used effectively as planned. Another consideration is the availability of resources in terms of human and financial capital to set up the system. For instance, when an organization plans to undertake training programs for its employees, it should be able to set up funds that will be used to facilitate such trainings.
It should also have a competent human capital to undertake the training (Castrogiovanni & Kidwell 2010, p. 225). During the implementation process, feedback on performance is also prominent in ensuring that employees are guided towards achieving a high productivity in their organization.
Through guiding and counseling, employees are advised on how to manage stress to improve their service delivery. Furthermore, they are frequently provided with continuous updates helping them to improve their overall performance.
After reviewing the implementation process of this new performance management system, I noticed many opportunities that other organizations need to identify in a bid to be more efficient and effective in their processes. One of the opportunities is to plan before implementing any new systems. Organizations should identify the most fundamental needs that they require before embarking on the implementation process.
For instance, the new system should be in tandem with the goals of the organization. It should be able to attain the objectives of the organization. It should also utilize the available resources besides being operational within the stipulated time (Castrogiovanni & Kidwell 2010, p. 225).
Other opportunities that other organizations should borrow from the implementation of the new performance management system, is the benefit of continuous communication and training between the employee and the supervisor. This will ensure that all needs or issues that are indispensable for the smooth operation of the organization are considered.
The famous phrase that managers use “meat in the sandwich”, means that they are like the engine or rather the heart of the organization without whom such organization would be good for nothing. This situation is a result of many causes one of them being the need to meet the goals of their organization.
Managers have to be vigilant when it comes to supervising the various activities taking place in a bid to make sure that they are all relevant to the organization. Managers are the bosses who provide policies that need to be in place. Sometimes these policies are not in tandem with the views of the bosses (Dessler 2008, p. 45). For example, the CEO may come up with policies to change the operation of a specific system.
However, the manager may not be in agreement with such decisions. However, as a manager, one needs to have a convincing power because he/she is better placed when it comes to knowing what policy is better for the organization, as well as the one that needs to be discarded from it, whether the boss agrees or not. Another cause of this situation is stress resulting from balancing personal life and work.
Managers have the responsibility of ensuring that policies are implemented and that the organization runs smoothly. Various issues that managers have to take care of include ensuring that employees are attended to well, as well as ensuring that all the systems in the organization run smoothly. These duties require a lot of time and dedication to ensure their achievement.
Likewise, most of the managers too have other family responsibilities to which they are supposed to attend. Therefore, a clash of responsibilities occurs, which is sometimes stressful to manage. However, despite all these challenges, a manager has to be on the look out when it comes to his/her organizational roles. The need for a healthful working environment is yet another cause of the situation.
Most of the managers are required to do a lot of work that does not resonate with the amount of salary they receive. Many of the middle managers are not promoted. This contributes to the situation. The busy schedules and tight deadlines they go through interfere with their zeal for work besides making them not to feel appreciated.
Pressure from the top management for them to achieve the set targets in the organization is something that demotivates them. However, regardless of the demotivation it is upon the manager to account for any loss that the organization can face (Xiaoya, Marler & Zhiyu 2012, p. 57). The engine/heart has to bear all the inconveniences of the road/body in a bid to maintain the proper functions of the entire system.
Furthermore, the need for personal satisfaction in terms of the contribution they make to an organization leads to such a situation. The organization may not be providing enough impetus to enable its employees to achieve their goals in order to satisfy their instincts. Managers initiate programs aimed at motivating and enabling upwards or personal development of the organization and hence the “meat in the sandwich”.
The human resource department can institute various measures to ensure that managers meet the expectations of those above and below them. Managers are part of employees in an organization. Therefore, they require a substantial treatment to enable them to perform better (Dessler 2008, p. 45).
To ensure that managers meet the objectives of all the stakeholders, they need to come up with programs aimed at motivating them to work hard besides helping in the attainment of the organization’s goals. Motivation entails creating an enabling/conducive environment that is able to impact positively their performance. For instance, they should be provided with opportunities that trigger positive performance such as promotions.
They can also be motivated by providing them with personal and professional development through training programs. These trainings will help them acquire new skills and knowledge thus enabling to remain competitive to achieve the needs of all the stakeholders. Communication is also one of the vital aspects that human resources need to consider when dealing with the managers.
They should adapt a successful change process that is able to allow them to voice/communicate their concerns and issues without any restrictions. Such information will help the Human resource department in instituting changes that are in line with the needs and aspirations of the managers.
Such cultures will promote a positive working environment in an organization hence motivating the managers to work harder in a bid to satisfy the needs of the high and lower people in the organization (Charmane & Hartel 2010, p. 13). The working environment should also be improved. For instance, employees should be provided with opportunities that allow them to relax and meditate upon their lives.
Such opportunities include paid holidays trips, exchange programs, and time to experience personal life among others (Charmane & Hartel 2010, p. 13).
This will help in reducing stress among the managers hence improving their service delivery. Other benefits or issues that should be implemented include the introduction of mentorship, counseling, and guidance programs to help the managers cope with their lives at the family level and in the organizational context.
Conclusion
In conclusion, it is indispensable for managers (the meat in the sandwich) to plan well whenever new performance management systems are implemented to ensure an effective implementation that is in tandem with organizational goals. These systems keep changing.
Therefore, the management should keep in touch with such changes in order to factor them in its plan to ensure they rhyme with the current trends of doing businesses. Likewise, managers in an organization should be provided with decent working conditions to be motivated to achieve the set goals.
In most instances, managers face challenges that may compromise their service delivery. It is, therefore, the duty of the human resource department to institute programs to help them balance their personal life and their responsibilities in an organization.
References
Barani, G & Rajesh, R 2012, ‘A Study on Factors Influencing Faculty Performance Management System in Technical Educational Institutions’, European Journal of Economics, Finance & Administrative Sciences, vol. 1 no. 50, pp. 168-179.
Bianchi, C & Rivenbark, W 2012, ‘A Comparative Analysis of Performance Management Systems’, Public Performance & Management Review, vol. 35 no. 3, pp. 509-526.
Castrogiovanni, G & Kidwell, R 2010, ‘Human resource management practices affecting unit managers in franchise networks’, Human Resource Management, vol. 49 no. 2, pp. 225-239.
Charmane, E & Hartel, Y 2010, Human Resource Management, French Forest, N.S.W Pearson, Australia.
Dessler, G 2008, Human resource management, Prentice Hal, Upper Saddle River, NJ.
Xiaoya, L, Marler, J, & Zhiyu, C 2012, ‘Strategic Human Resource Management in China: East Meets West’, Academy of Management Perspectives, vol. 26 no. 2, pp. 55-70.