Efficient management of employees in any given organization calls for adequate planning as well as development. The personnel vested with powers to undertake people management, has got a status that links him or her with interpersonal relations, and access to any relevant information. This in turn acts as an aid when strategizing, making relevant decisions, and systematically implementing actions (Waldron, et al). The scope of people management is based on constant familiarization of employees of the mission, goals and policies of the organization, channels of vesting authority and delegation of duties, prioritizing and revision of goals due to dynamics in the demand or economy, establishing a reliable and respectable communication in the organization, carrying out the reward scheme of the organization, and streamlining the accountability of the employee to the organization or community.
Michael (1995) argues that, performance management consists of five major components. These components include: motivation of employees, effective performance appraisal, well structured promotion guidelines, extensive guidance and counseling, and effective poor performance address. According to The Association of Business Executives (n.d), strategic approach is the most effective way of developing people in order to achieve the desired performance. Human Resource Development (HRD) is concerned with the organization goals and objectives, and development of the personnel that is required to undertake the performance. HRD takes a keen care of staffing needs. This entails recruitment of well skilled people, analyzing the various jobs in the organization, and carrying out effective planning for the success of the employees.
Motivation is a key fact...
... middle of paper ...
...ed from: http://www.csb.gov.hk/english/publication/files/e-hrmguide.pdf
Lindner, J, 1998. Understanding Employee Motivation, Journal of Extension Vol 36, No3.Retrieved from: http://www.joe.org/joe/1998june/rb3.php
Lobo, C, 2008. Institutional and Organizational Analysis for Pro-Poor Change: Meeting IFAD’s Millennium Challenge. Retrieved from: http://www.ifad.org/english/institutions/sourcebook.pdf
The Association of Business Executives. Strategic Human Resource Management. Retrieved from: http://www.nishanw.org/_STRATHRMAN.PDF
University Of Capetown, n.d, Policies.Retrieved from: http://hr.uct.ac.za/generic.php?m=/emprel/emp_rel_pol.php
Waldron, M, Vsanthakumar, J, & Arulraj, S. Improving the Organization and Management Of Extension, Natural Resources Management And Environmental Department. Retrieved from: http://www.fao.org/docrep/W5830E/w5830e0f.htm
In conclusion, Human Resources department plays a significant role in the organization providing a wide range of valuable services to employees in various functional areas such as recruiting and training people, developing public relations, performance appraisals, maintaining workplace atmosphere, employee relations, benefits administration and much more. More than likely, HR essentially contributes to organization’s strategies and objectives through promotion of leadership activities, building friendly workplace environment and ensuring an efficient management of talented employees overall. As a strategic asset of a company, HR improves the human capital utilization and establishes the competitive workforce based on business and market demand.
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel (Sinha, 2007). This is the effective way of organizing the workforce by the adoption of a specific strategy, where employees' performance can help to achieve the planned organizational targets, such as increasing revenue or improving the profit margin. However, there is no common strategic human resource definition that fits every situation (Lotinggi, 2008). This paper will focus on strategic human resource management at Smarte Carte, Inc. and attempt to make a determination if the company uses SHRM effectively or if there are areas where improvements could be made.
Effective management of any business or company are vital for the well-being of both the company, and the employees of that company. Management implement the company’s objective through their use of other people. Thus it is vital that the people in charge sufficiently direct their employees to carry out the desired tasks in the desired way.in the following essay, I will look at the best ways to manage people, drawing on the relevant theory, including on how to motivate people, and look at the key skills and attributes necessary for a good manager.
Preview: This book provides a lengthy indoctrination of the what and why of performance management. This summary will cover both the pragmatic and practical pieces of the text; while excluding some of the specific instruction for those who oversee the overall orchestration of performance management in the workplace. The purpose of this paper is to allow its readers to grasp some main themes of performance management and develop a vocabulary for discussion and debate of the topic.
As discussed in the Fundamentals of Performance Improvement textbook, there are eight distinct categories of performance interventions. These categories consist of (1) Learning, (2) Performance Support, (3) Job Analysis/Work Design, (4) Personal Development, (5) Human Resource Development, (6) Organizational Communication, (7) Organizational Design and Development, and (8) Financial Systems. Each intervention is designed to tackle gaps pinpointed in an organization through proposed solutions (Van Tiem, Moseley, & Dessinger, 2012).
The gaining of the skills and information through performance management may increase pleasure and satisfaction through its influence on the person’s career path, self-worth, and the ability to learn and be proactive.
One of the most important resources of any organization is its employees, the human resource. This makes it very important that these resources are properly managed; so that they thrive and grow along with the organization. People stream defines performance management as “A process for establishing a shared workforce understanding about what is to be achieved at an organizational level. It is about aligning the organizational objectives with the employees’ agreed skills, competency requirements, development plans and the delivery of results. The emphasis is on improvement, learning and development in order to achieve the overall business strategy and to create a high performance work force”. The performance management process involves various stages such as goal setting, skills development, performance measuring against the set goals, mentoring/coaching to enable employees to focus and achieve their goals followed by assessment of performance and any further development plans as required. Let us look at these steps one by one.
HR is defined by the Society for Human Resource Management as, “The function dealing with the management of people employed within the organization.” (SHRM, 2011). The primary functions of administrative, development and management. Administrative functions include those tasks that are often considered “overhead,” such as benefits and payroll management. Development, or HRD, is defined by Swanson (2001) as, “Human resource development is a process of developing and/or unleashing expertise through organization development (OD) and personnel training and development for the purpose of improving performance (as cited by Hassan, 2007, pg. 2). Lastly, management is those strategic functions that align HR tasks within its own department and with the overarching organizational strategies.
Components of Performance Management System. (n.d.). Components of Performance Management System. Retrieved July 19, 2014, from http://managementstudyguide.com/components-of-performance-management-system.htm Daniels, A. C. (2004).
After reading, The making of twenty-first century HR: An analysis of the convergence of HRM, HRD, and OD, I found myself learning a lot more in-depth about the principles of HR. Just starting out as a Human Resource minor I was only familiar with the term Human Resource Management. Ruona and Gibson help me open my eyes to the ever growing history of the principles of Human Resource Development, Human Resource Management, and Organizational Development. The evolution of these three principles is fascinating especially when looking at what they have evolved into today. This evolution is important when thinking about these principles and putting them to use in the Human Resource field.
People: Who do I need and how do I need to manage my workforce to achieve the requirements of the
Performance management is a process that guarantees an organisation and all of its available resources are working collectively and effectively towards achieving the organisation’s mission or goal. Performance management affords an understanding of what drives an individuals, and even organisations, performance at all levels. An understanding of performance management allows for the identification and minimisation of unproductive areas of an organisation, as well as an ability to predict future performance. It is a powerful tool that can be used by managers at all levels of an organisation to help improve a company’s productivity.
Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.
One of the causes that influences an organization’s human resource is its strategy. A strategy refers to a plan that in place to guide business operations and activities. The business strategy then provides schedules and activities for the employee, and as a result affects the human resource. The scope is to build on qualifications and capabilities, therefore influences human resource to higher capacity while the unsuitable distribution of tasks may dampen human resource to poor results. Managers in the organization play a significant role in influencing human resource. The type of leadership structure and leadership style implemented by the organization establishes the level of encouragement that a leader and their leadership have on human resource. An ineffective leadership will fail to mobilize human resource into performing required tasks due to poor control of employees. Effective leadership influences human resource management responses to the management’s needs towards competitiveness. Ammi, F. T., & Mushatt, S.
Personnel management encompasses a deep interest in the well-being of an organization’s personnel as well as their execution of tasks assigned to them. Its main aim is ensuring that employees have a sense of satisfaction. Personnel management tasks include training, selection and hiring, motivation, rewards, compensation among others. Personnel managers, in collaboration with other sections in the organization are mainly involved in execution of these tasks (Ingram, 2008, p.160).