Question1
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This essay will critically analyze the role played by the human resource managers in the business organizations. According to Barick (2003) the human resource managers play a very critical role in the success of a company. With the growing economy and changes experienced as a result of globalization, it is important to ensure that the human resource managers are equipped with the tools required to adopt to the challenges caused by changes of improved technology, the emerging globalization and improvement in telecommunication. Managers need to keep equipped with the current skills to be in a position to manage the changing role caused by this changes, in order to ensure that they are competent in the business world.
Cable (2005) posited that there have been dramatic changes in the roles played by the practitioners of human resource especially in areas like New Zealand. Failure to adjust to the changes taking place by the human resource would lead to an organization getting outdated in the market and losing its competitive advantage. It has been noticed that there has been a weakness in the area of human resource for failure of adapting to the changes taking place in the various organizations. Changes which have occurred as a result of improved technology, the competition which has gradually intensified, emergency of a workforce which is knowledge-based and improvement in technology, all this demand that the human resource managers keep adjusting to the changing roles accorded to them.
The human resource need to comply to the universal principles and standards which have been set to ensure that they adjust to the current responsibilities which they need to discharge in their ares of work. Jacjui (2008) expressed that the problem is that, most of the human resource managers have been preservative and refuse to change but rather prefer to continue with their traditional roles. The result is that they get outdated in the current competitive business world and may lead to the downfall of a company.
Forces have emerged in the organizations where revolution has gradually taken place in the markets creating a reality of competition in the market. Revolution of designs in the organizations is now clear, and integrated networks have been put in place in the bureaucratic organizations. This in turn brings in the idea of information brokers and disintegration which takes place vertically in a company. In return, the new concepts cannot be well managed by the use of the traditional principles of self organization and those of entrepreneurship. Klimoski (2004) stated that the way in which work was conceived traditionally has also changed dramatically. The result of this changes is that organizations are looking for new people to employ, those who have good skills to perform effectively as well as the need to employee flexible mode of labor which ensures that a company enjoys competitive advantage over the other organizations.
Researchers have commented that the changes in the infrastructure and business performance of a company calls for the change and mode of carrying out the roles of the human resource managers in an organization. Failure for the human resource to comply to the demands of the changing environment would lead them to a great risk.
Researchers such as Barney (2004) have tried to find out the specific roles played by the HR in organizations. From the results arrived at, it was discovered that most of them concentrated on activities in the human resource areas. Training and development activities were also taken up by most human resource managers who specialized in one area of operation. It has been found that the human resource helps in policy making and making new recommendations in their organizations in areas such as recruitment, induction, safety and health as well as appraisal of performance.
The decision making areas for the human resource requires good knowledgeable professionals as decision making is vital for the forward movement of a company. Failure to which an organization can be at the risk of falling.
The HR have been criticized in their performance on how they handle the challenges which come before them during the recruiting of employees. According to Barney (2004) most managers have failed in achieving what he refers to as ‘one talent’ which all the managers need to process. This talent helps the human resource in being able to pick out a ‘unique trait’ in an employee which most of the times is a different talent from the others and then determine how they can convert that trait into a performance aspect that would contribute to the growth and development of the organization.
Vessel (2006) observed that many of the human resource leaders we have lack the ability to possess the talent and this leads to a tough management experience. Human resource needs to have the ability to realize that employees function differently in different areas of work in order to place ‘who and where where’. However it has been shown that many human resource managers assume that one can perform well in an area just by the virtue of the fact that they passed the interviews.
Research done in the world of business showed the failure of managers when it comes to placing workers in the area of work by doing a consideration of the strengths of an individual. Instead most of the human resource managers concentrate on finding ways of fixing weakness which are realized from the traits of the individuals. Cable (2003) expressed that the secrete of success in the world of business is realizing that investment returns can very well be realized by applying the strength of the workers in the right place. Most of the human resource managers instead concentrate in finding the weaknesses of the employees and looking on how they would improve the character as a way of arriving at the solution. The method of management which works out perfectly according to Avery (2006) is the strength application style.
Wiesel’s (2006) posited that the trick is in learning the character traits of an employee, as to what he learns very well and fast, what tasks the employees enjoy doing, and the natural talents which are exhibited by the individuals. After a manager has this information, they can be in a position to pick out areas where employees can work well when applying their natural strengths. When a manager is able to get the positive numbers applied in areas of work, the company’s performance is boosted and the working environment becomes enjoyable and efficient. A good manager should therefore make good utilization of the various talents possessed by the workers for the success of the company.
Jacqui (2008) stated that most of the managers have the rare talent which is required for the management of the employees. He emphasized that the important leadership ability is essential for all managers because this determine the success of employees. The problem experienced by the human resource managers is the fact that most of them lack the leadership skills. Management requires that the leaders in a company have a strong ego and optimistic character, failure to which the leadership aspect will be lacked by a manager. Despite the challenges which a company face, it is important to ensure that the leader can show to the workers that everything is well and put morale into his team at work.
Barney (2004) greatly criticized the way in which the human resource management is structured in a company. The department of human resource as Barney emphasized is concentrated in the area of administration only. Barney emphasized that the human resource has failed in creating a collective department which promotes a good relationship within all the departments and resources in the organization to ensure that success is realized. Failure to put in place a human resource department which interacts with other organizational departments has made it hard for the managers to realize which capital resources or technological resources they can put in place in order to ensure that they give the best contribution to the company.
The separation of departments has also made it hard for the managers to be in a position to make adjustments of their roles by adopting to the new telecommunication and technology needs (Hackett, 2003). Most staff members in the department of human resource have segregated themselves from the other resources of the company and they fail to realize the new available resources which would make them change their roles and adjust to the new technology regime. Most human resource managers have been rigid and refuse to change their traditional principles and methods of management. This deprives them off the competitive advantage in the markets.
The human resource in various organizations has failed in creating a good relationship with the workers in the company. The resource managers and workers concentrate in the process of recruitment after which they leave the workers to prove their qualifications by the work they do in the company. Instead the managers are supposed to work at a close relationship with the employees so that they can realize their potentials. Realizing the potential of an employee is the only important aspect which the managers can utilize if they want to get the best from the workers.
Avery (2006) expressed that although the department concentrates on the coaching of staff and training, the manner in which this activities are carried out is not effective. The human resource does not concentrate on an individual likings, capabilities and ability to grasp things. Instead all the workers recruited in a company are trained using the same method traditionally used in the company. This means that by the end of the training most individuals end up with a system that is not satisfactory enough in preparing them for the job ahead. Human department resource in carrying out of its duty in training and coaching should ensure that the trainees are attended to individually as it is only after a good interaction with an individual that their strengths and talents can be realized.
According to Darrick (2003) the approach which is used by the human resource when recruiting the workers fails them when it comes to realizing the vision of a company. They believe that a person who the company hires should be the best to fit in the job which is vacant at that moment. This method of hiring workers compares human beings to objects like a car which needs a good tire to fix when the other one is removed. Most managers do not observe the best models which demands that recruitment of employees should be based on their potential and talents after which the company undertakes various roles to identify where the employee can participate best and attain the optimum contribution to the company.
Question. 2
The human resource department in response to the criticisms have adopted various policy formulations intended to improve on their area of management. Company managers have adopted important policies such as the policy formulated by the American (DHR) which is an organization gives the guiding policies to ensure that a company manages the workforce and organizational environment in the right manner.
According to Chapman (2005) the DHR policy which has been adopted by various managers has a mission which recognizes the need to have a department which promotes a customer sensitive base, one that can demonstrate the best leadership skills, providing the required innovative, proactive, and very qualified solutions for the department to make sure that the workforce which a company manages produces the best performance.
The DHR has mechanisms of assisting its members to adopt the good practices which ensures that a company is in a position to employ, retain and train the employees and to ensure that the organization secures the best qualified workers who will in turn work efficiently to support the objectives, goals and vision of a company.
The policies adopted gives the managers a guideline on how to operate in their areas of management by giving them a direction on how to deal with specific areas relating to employment, management of specific departments, employee relations, benefits management, workforce analysis and compensation of workers. Training of the workers and organizational management as well as commitment in the working at the organization is also guided by the DHR policy (Cable, 2005).
The human resource managers who adopt this practices well are guided on how to strengthen their abilities by being in a better position to know how to streamline practices of employment and recruitment. Where the policy is adopted, it ensures that the managers are in a position to offer a comprehensive award and benefit program, opportunities of employment that are equal and to also ensure that a company has structures for pay which are appropriate and competitive.
Managers adopt the DHR policies which encourage the use and the utilization of technology to ensure that management within the company is conducted easily and effectively. A good example is where organizations have employed tools like the Click & Point Enterprise and the software on Queer Ad-hock which ensures that work is done very quickly as this system offers file and reports concerning the data of payroll and the personnel data. Jacqui (2008) stressed that this ensures that time is well utilized. The technology application has helped organizations to save a lot of time and cost of production since machines applied in the process are quick and cheaper to manage when compared with the human labor. Electronic equipments have been put in place to work on actions of personnel such as the disposition of certification on line, use of the web and also hiring of new staff on line has helped in saving a lot of time for the company.
The policies adopted by the managers help to them to look at the occurrence of unexpected shortage of the workforce and how an organization can put strategies to avoid difficulties in such occurrences. A good example is the policy which was adopted by the Canada county council when the baby booming retirement for the young people took place. According to Darrick (2003) the DHR department realized that a problem would occur due to shortage of workers that the company was going to experience. The department offered tools planning for the workforce which would help the county to adjust to the situation and continue with its organizational activities in the normal manner.
Managers have adopted policies which have helped them to modify and review their practices in the area of human resource to make sure that the organizations mission is better supported and that objectives of the company are achieved. This aspect is very important as it is the point in which managers show their willingness to comply to the changes taking place in the business world. With a review and change of policies the managers are able to change the human management roles which were traditionally used and adapt the new skills which ensures that the company enjoys the competitive advantage.
Jacquie (2008) stated that some of the policy tools which have been applied in organizations which have decided to review and improve their management skills in Virginia include the retirement system policy, the tool allowance policy, the Award of Joanne Tate, referral bonus, sign on bonus and the purchase used on credit service. The department of DHR works along with the organizations which have undertaken to join up in order to ensure that the tools help a company to adjust to the modern requirements in the marketplace.
The human resource managers who have effectively applied the various polices and guidance in their area of work have been able to overcome most of the challenges experienced in the department of human resource. The managers need to ensure that they adjust to the changes taking place in the business world due to improvement in the information system and change of technology. This would ensure that they enjoy the competitive advantage in the market.
References
Avery, D. ( 2006). Target practice: An organizational impression and management approach to attracting minority and female job applicants. Michigan: Michigan University Press.
Barney, J. (2004). On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management. New York: Routledge Publishers.
Darrick, M. (2003). The Big Five personality dimensions and job performance: A meta- analysis. Michigan: University of Michigan Publishers.
Cable, D. M., & Turban, D. B. 2003. The value of organizational reputation in the recruitment context: A brand equity perspective. Journal of Applied Social Psychology. Illinois: Illinois Press.
Chapman, D. (2005). Applicant attraction to organizations and job choice: A meta-analytic
review correlates of recruiting outcomes. Michigan: Michigan University Press.
Revenger’s, p. ( 2001). Incremental validity of situational judgment tests: Journal of Applied Psychology. New York: New York Presses
Jacqui, C. (2008). The International Journal of Human Resource Management. Michigan: Michigan University
Manpower Inc. 2006. Confronting the coming talent crunch: What’s next? Retrieved April 19, 2006, hotpot://manpower’s/mp com/files?name?
R. J. Klimoski (Eds.), Handbook of psychology: Volume 12: Industrial and organizational psychology. Boston: McGraw publishers.
Sackett, P. R. 2003. Stereotype threat in applied selection settings. Human Performance. Boston: McGraw publishers
