Executive Summary:
Human Resource Management has become part of the strategic ploys of every organization in the effort to align the organization personal policies and practices. Although there are many unresolved issues with regards to human resource functions such as the constraints met during the selection and recruitment of potential candidates; the human resource management not only provide possible solutions they too influences the organization to effectively appreciate the differences of the not – so – like – minded individuals in the effort to maintain the morale of the employees and good working environment. The vertical alignment of personnel policies and practices with an agency's mission, vision and strategic objectives; and the horizontal integration of personnel's guiding principle or courses of action and practices with each other promotes a growth factor towards the development of commitment to serve and increase the bonds of loyalty between the management and its people. Human resource management functions, in some ways; act as a catalyst to implement a just and modifiable administration that is capable of seeing their employees as an asset not just a mere individual who work for money. The paper concludes that the HR function is a plus once given proper credit for they not only serve the wellness of the employees they help in maintaining proper channeling of communication between the top management and the employees in the essence of fueling the minds of the workforce through meeting their challenging and diverse needs.
Introduction:
Human Resource Management has been adopted by many organizations to improve for the many benefits that it has provided ranging from the recruitment to orienting new employees in introducing and monitoring policies that will hold down cost of the administration through proper staffing that utilizes the outmost skills of the employees. They not only serve to channel the needs of the employees but they too entertain queries and provide possible closure or solution to any circumstances that might affect the output of an individual or the environment he is in; they not only suggest but plan the appropriate steps to bring demand and supply into balance and they made it possible to enhance the knowledge and skills of an employee.
This paper will feature the necessary details with regards on human resource management considering topics on the development of the human resource function as to its important on the management and its people being governed and evaluated which can be appropriately done through bench marking focusing on human resource planning, recruitment and selection; management and leadership and managing diversity in the workplace. It will also discuss the importance of the human resource management in any given organization like in business profit oriented organization as such can use the benefits Human Resource Management can offer; if handled effectively for which it can also result in an organization's downfall if not properly managed.
Discussion:
The Human Resources Management per se has diverse functions ensuring the key performers which are the personnel and the management is on high performance output and conforms on practices to various rules and regulations that have been set. To expound further, the researcher shall focus on human resource planning, recruitment and selection; management and leadership; and managing diversity through benchmarking. Benchmarking is a significant element of the quality management technique that allows organizations to cope with changes and continue to meet citizen expectations (Bogan & English, 1994; Keehley et al., 1997). In this way, human resource managers can identify similarities from their organization with other competing organizations which in return, can give them an idea on their mistakes or failures that need to be done or change such as HR practices with regards to implementing policies that affect the whole organization and the implementation of industrial policies that might not only affect the organization internally as well as externally. Often times, issues address to either the management or to the employees are benchmarked to attain an exchange of ideas to discover quality service, tools, products and etc. in comparison to other work processes. The following details are the HR practices that are benchmarked in the hope of attaining a continual growth for the organization.
On the subcategory human resource planning refers on how the company particularly the human resource managers in ensuring that their staff are the people who are appropriate for jobs to be done. This is important since staffing can be an advantage or a disadvantage to the company depending on which side the company is in; if there is an understaffing the business will loss the scale and specialization of a particular department possibly influencing the customer orders thus decreases the profit. On the other hand, overstaffing can be very costly, in the manner of payments wherein there is high probability of paying an employee whose maximum potential has not successfully offered to the company. Therefore, it becomes wastage.
Although, human resource planning takes time, a minimum of 8% - 9% together with organizational structure and personnel rules and performance appraisal as indicated in the study of Farh, J. L. (1995) in human resource management in Taiwan while the greatest area of personnel work on which HR departments spend time is recruitment and selection, accounting for 14.6 percent (see Appendix A - 1). The second largest area is training and development, around 13.7 percent, followed by compensation and benefit, which spends 12.65 percent of the department's time. The given date itself, acts as a supporting details that human resource planning is not just a one – time affair but collaboration between strategic and human resource activities as an important source of competitive advantage for business firms and a way in which unity between customers and employees can be achieved in maintaining competitive advantage over its competitors (Ulrich, 1992). In addition, human resource planning is considered as an important aspect in managing the business strategies starting from the planning of employee selection and recruitment in order to efficiently allocate the resources.
In an article written by Bechet, T. (2000); defines strategic staffing as others call it "strategic workforce planning" is the process of identifying and addressing the staffing implications of business plans and strategies, or better still, as the process of identifying and addressing the staffing implications of change. This process includes: (1) identifying the staffing resources that are currently available; (2) projecting the "supply" of talent that will be available at that point in the future for which requirements have been defines such as the factoring in the effects of turnover, retirements, and planned movements; (3) identifying differences between anticipated demand and forecasted supply; and (4) developing and implementing staffing plans / actions needed to close talent gaps and eliminate surpasses. The four processes are as important as implementing the plan, however; presence of constraints can hinder the success of any growing company; considering the staffing constraints, it must be identified in order to prevent further loss and quick remedy can give a positive perspective. An example of staffing constraints could be seen when there is inability to recruit the required number of people for a particular department resulting to understaffing. Another would, when there is a lack of competent employees that may adversely influence the output of the workforce thus, disabling the processes in which the company would implement. In other words, in terms of competent staffing it can be best achieved through selection, recruitment and retention of employees, as requirement in the success of a business organization. Retention of employees would mean that the manager for HR is responsible to help the firms effectively use employee skills, provide training and development opportunity, and increase employees' satisfaction with their jobs and working conditions. If these are not met, the HR would probably loss the connection between the firm and the employees that might become an inconvenience for both parties. In addition, employees' satisfaction would generally fuel their motivation to continue working in any given company, it will not only drive their passion to work it would also, allow the company to shape its employees in line with the firm's strategic plan and goals.
In the traditional method of selection and recruitment practices done by the HR departments wherein, there is ample supply human workforce by which they are hired to do a specific job as expected and such; they are expected to do move up from their current position once they have done their task adequately within the organization. In today's business trends changes affects the traditional structure in which only a few of highly skilled individuals perform critical function to retain their status within the organization wherein, according to HR Magazine (Greble, 1997), only 60 percent of a typical corporation's employees are in the traditional arrangement; the other 40 percent are there through a variety of alternative arrangements, such as temporary employment, independent consulting or contracting, and employee leasing. These "contingent" workers are not a permanent part of the organization but rather come and go as needed for specific assignments. Yet the organization still depends on their performance to achieve its objectives. In this scenario, there is high training cost for a contractual employee. By this, once the contract has ended between the employee and the management there would be quick recruitment and selection for another batch of contingent employees where they are expected to perform their full potential without any training; in which, there will be no probationary period and the organization wont be able to monitor their output closely thus considering the negative conditions, the cost of hiring incompetent individual is very high. Effective recruitment and selection can strengthen the core of every organization; by competence this means adequate, knowledge and skills that are talented enough to do multiple tasking as part of every challenging working environment or as the competency increases, they are able to maintain quality performance thus providing an organization the stability and the continuity which is essential for organizational survival. In this way, the organization can monitor who is fit for the job and who is loyal enough to the organization that don't simply jump off to another company but those who can manage any difficulties presented with poise and dignity. Furthermore, the company can totally benefit if they have selected well potential candidates that can be done through different stages of interview and training in order to find out what physical, mental and emotional capabilities an applicant must possess that is integral in the company's success.
Management and leadership are essential to incorporate in the human resource function. To discuss further, management is to take control and making decisions; as part of the HR function, the HR manager plans strategically as to how the workforce position the organization with relation to its competing environment or organizations; or plans operationally as to the details on how the individual employee achieve the objectives set by the organization (vertical integration). Aside from that, plans are either long- term or short – term supported by the whole organization carried out by the human workforce (horizontal integration). One key to successful strategic management is the ability to achieve fit or coherence among a set of competitive factors, both internal and external to the organization, in a manner that facilitates high performance (Danis, W. 2006). The result – oriented approaches must be introduces at all levels of the public administration in line with opportunities and challenges. It is a fact that any business strategy relies mainly on its quality employee and performance wherein it goal is to align the employees' vision to the company's strategic plans. A key aspect of the Leading Edge research has been to use the case-based methodology to build a map showing how the link between strategy and individual performance is played out. In building this map, Gratton et al. (1999) considered the following three key propositions: (1) Transformation capability depends in part on the ability to create and embed processes which link business strategy to the behaviour and performance of individuals and teams. These clusters of processes link vertically (to create alignment with short-term business needs), horizontally (to create cohesion), and temporally (to transform to meet future business needs). (2) These clusters of processes can be described and observed in many organizations. (3) The strength of linkage between people processes and business strategy can vary across both processes and businesses. Means to say, that if human resource function is managed carefully or is taken seriously as it should be, will not only develop quality employees since, the management is capable of letting the employees feel that they are a valuable asset so, chances are they would likely to remain working or possibly attain higher ideals as before that might effectively influence the company. Another aspect of developing employee commitment is good leadership skills. A good leader influences the acts of the organization or group in its effort toward goal setting and goal attainment; they enable people to work more effectively in a state of interdependence. Leadership skills could be very well integrated in every HR function wherein, it can be use to motivate its people to change for the better, more of a proactive manner. It is imperative that they should know how to make key decisions quickly and decisively though it entails a considerable risk considering long – term or short – term implications to the organization that must cultivate organizational creativity and the development of new ideas resulting in increased market share and profit. To sum up, leadership skills recommend steps to foster creativity and overcomes features in an organization that limit creative potentials.
Managing diversity in the work place is an important task of every human resource management in the maintenance of a healthy working ethos in the said organization. It is always important to recognize the differences of every individual and due respect is given thus, it promotes an environment wherein the company can cater effectively distinct or unlike elements who are capable of working together and solving problems in approaches that may have not been tried or tested before but still valued. Working environment should never be hostile to its employees for it will hinder the growth of the workforce thus, limiting manual labor and output. Human resource department in every company are mindful enough to accommodate the needs and wants of every employee. What are their strategies or innovations that give their employee's hearts' content? According to Jim Harris, Ph.D., a Pensacola, Fla.-based management consultant and author of the book "Getting Employees to Fall in Love with your Company," has identified five things you can do to make people want to work for your organization: (1) capture the heart of employees. To cite instances it would be balancing the life and work of the employees by giving them enough time for breaks and acknowledging or providing positive feedback. (2) Open communication. This promotes an amenable environment that allows workers to ear out their ideas, thus; giving room for growth. (3) Create partnerships. Treat employees as associates in the business world, a companion to success in that way, one is gaining respect and trust from the other. (4) Drive learning through career, peer counsel or seminars that will enrich their knowledge thus, avoiding stagnation and timidity. Offering career conversations once in a while is also fueling them to act on their hidden talents. Lastly, (5) Offer professional growth. This could be done sharing the limelight by permitting an employee to handle work projects. Encourage wellness physically or mentally through free subscription to a gym or a health spa. Remember to offer rewards or allow them to choose what they want as an additional benefit.
The above guidelines are just examples of what one can do to be creative in improving workplace conditions. Diversity of ideas isn't a barrier to create an environment a homey-effect. One Human Resources executive stated "We work hard to understand and value differences and we celebrate our diversity" (Rosen and Lovelace, 1991, p. 81). The changing times in the workplace allowing the employees a wider perspective in their chosen jobs, increases their motivation to grab opportunities thus, greater chances of achieving success.
Conclusion:
Therefore, the researcher can definitely say that the HR function can help in boosting the company and realize its goals once the employees are manage well. Through the help of the HR function, it can obtain the trust off the employees assuring that they are given what is due such as continual training and minimum wage as a start. They not only serve the company for the purpose of attaining the outmost goal through the utilization of their employee's skills. The In addition, the HR function presents not only one fulfilling opportunities for the company but taking more a challenging view for the future.
Recommendations:
The researcher recommends that Human Resource Management will be given the ideal treatment as it should be. Basically, considering the task on appropriate staffing; in the case of understaffing the business will loss the scale and specialization of a particular department possibly influencing the customer orders thus decreases the profit. On the other hand, overstaffing can be very costly, in the manner of payments wherein there is high probability of paying an employee whose maximum potential has not successfully offered to the company. Therefore, it becomes wastage and a definite loss to the company. If this case continues, chances are the company might not gain back what has been lost.
In addition, the researcher recommends that benchmarking should be integrated in addressing issues such as policies and practices that governs an organization. It could always be a strategic tool that influences the minds of like – minded individuals who are capable of thinking as one but can generate different answers or propositions once given the motivation to speak up. A benchmarking model referred to as the "Deming Cycle," named after W. Edward Deming, a quality management expert who is "... recognized around the world as the one who gave the modern quality movement the principles by which to think and act" (Delavigne & Robertson, 1994, p. 21). The model is presented in a circle, which means that benchmarking is a continuous process. The model has the four steps: plan, do, check and act that are present in every kind of benchmarking model. In accordance to the said model, it allows the company to identify their own weak points in comparison with other organizations, as well as enhance their strategic points to further motivate the growth of success. In identifying on what needs further changes is the assessment part that act as the basis that shall determine their criteria for measuring their performance in their future or on – going ventures. In identifying what needs to be benchmarked, referred to as "critical success factors," "key business processes/practices," or "performance measures," can be one of the most difficult steps in the benchmarking process. For an organization new to benchmarking, start out by selecting an area that is relevant to the objectives of the organization, not the most complex or sensitive issue facing the organization (Spendolini, 1992). Such strategic issues may include those that are stated above which are the selection and recruitment of probable candidates, employee performance and the work processes that needs changes to maintain or create a better working environment. In this way, the management can acknowledge their employees that will in return, if credited will result to maximization of work performance.
The researcher recommends the use of effective leadership skills that could be incorporated in the managerial functions in particular, the HR managers who are in direct contact with the employees. There must be the sense of awareness, assertiveness, accountability and advocacy. Awareness would mean the responsibility to commit to goals that will influence his people to commit to the task that has been designated or to the management. Assertiveness would help a leader to express his ideas and beliefs and the capability to stand up for his rights he must consider the rights of others or the management to further analyze any policy that needs to be implemented. Accountability by means of taking responsibility of his actions and by that, disciplinary actions not only applies to the employees. Advocacy is partly similar on being assertive; the previous is the being able to speak up to the top management especially with regards to implementation of policies in the benefit of the employee's side and maintains the cause of someone.In summary, the said recommendation can not only enhance the communication between the employees and the management but can motivate individuals or groups in achieving the goal set. It is not only an internal measurement of their performance but a reflection on how they are being governed efficiently to maximize output.
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