Human Resource Contribution
contribution Human Resource management with the organizationÂ's strategic aims and objectives
Critically evaluate the contribution Human Resource management can make to the achievement of an organization's strategic aims and objectives. Illustrate your answer with examples.
The objective of this essay is to evaluate critically the contribution of Human Resources Management and in what way its contribution is helping an organization to achieve its strategic aims and objectives and I have justified my statement by giving some examples. In order to do the critical analysis, I have also discussed in brief about organization, management and co-operation.
2.ORGANIZATION - MEANING AND NATURE
In the words of Louis Allen, “Organizing is the process or identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives”. (Business Management: Dr.C.B. Gupta - p.9.4)
Organization is a collective entity of people who consciously engage in some activity on a sustained basis for achieving its strategic aims and objectives or a set of objectives. Thus, organization is a social innovation to overcome the limitations of man and to enable him to carry out his business of life with more order and convenience. The cooperative attempt in an organization practically involves setting common goals, division of labor some specialization, assumption of specific roles and behaviors by individuals and establishment of interactions.
3.MANAGEMENT - MEANING AND NATURE
According to American Management Association, “Management is guiding human & physical resources into dynamic organizational units which attain their objectives to the satisfaction of those served and with a high degree of moral and sense of attainment on the part of those rendering service”. This definition puts a balanced focus on the goals of organization and those of its members. (Business Management: Dr.C.B. Gupta p.1.4)
Henri Fayol made outstanding contributions to management thought. He made a clear distinction between operative activities and managerial activities, and specified the functions of management by a systematic analysis of management process. (Business Management:Dr.C.B.Gupta p.3.21)
So, in relation to an organization, management is the chief organ entrusted with the task of making it a purposeful and productive entity, by undertaking the task of bringing together and integrating the disorganized resources of manpower, money, materials, and technology into a functioning.
Human Resource Management is the process of ensuring that competent people are available, that they are able to achieve organization objectives, and that their energy and abilities are used effectively.
4.CO-ORDINATION - MEANING AND IMPORTANCE
In the words of Haimann, “Co-ordination is the orderly synchronizing of efforts of the subordinates to provide the proper amount, timing and quality of execution so that their unified efforts lead to the stated objective, namely, the common purpose of the enterprise.” (Theo Haimann: Professional Management,p.27).
Co-ordination can be said as a tool that the management uses to bring about unity and harmony of functioning among the diverse elements and subsystems of an organization. Co-ordination refers to the managerial task of blending and unifying individual efforts into group effort and group effort into organizational effort to achieve organizational aims and objectives.
Co-ordination is not just one of the functions of a manager but is his supreme function and it is integral to all managerial functions and the essence of the managerial job because a manager has to do several things if he has to fulfill his responsibility for the efforts of his subordinates. He has to positively and purposefully understand the essential nature and dynamics of tasks and the various forces which exert their influence on them. He has to be aware of the needs, goals, values, and attitudes of his subordinates as they interact with each other within and outside the work unit. He has to provide effective and supportive leadership, foster team spirit, activate bilateral and multilateral communication channels with them, enlist their participation in decision making and implementation, extend reasonable freedom to them for operational purposes, remove obstacles and distortions, provide feedback to them on how they perform and help them to overcome their deficiencies. A responsible manager focuses and builds on the strengths of his subordinates and makes them as productive as possible. But the question is: Where is the cooperation now? It no more exists, and we can see that managers and HR professionals viewing each other negatively. The example given below would prove this statement further.
It is true that people work better when there is some structure for collaboration and the structure varies from one group to another. But the fact is the interaction generates new ideas, new thinking which at times does not fit into the mechanism of following the instruction from the top. On the contrary, the work seems to get done better when authority lines are less rigid and people have considerable freedom to act independently. In the present day business life, several key matters get discussed; people rack their brains to come up with clever ideas to solve problems to move ahead. But the problem is the solution seeking decisions are taken in the vacuum, without consulting the operators or concerned staff, as a result of which the same problem resurface, then again meetings are called and after heated discussions inside the boardroom it is always discovered that the decision taken on a particular issue was either not communicated to the concerned people or not implemented.
In the fast changing world, the impact of not acting is multidimensional. As decisions are taken on information received and processed, if one does not act upon the decisions quickly enough, one may find to his charging that the information on which decision was taken was either inappropriate at that time or may no longer be current.
Therefore, it can be said that those managers and decision makers who do not entertain the new ideas are risking the growth of their organization. But the problem is, senior managers do not follow on what they agreed, and if an employee display honesty and tell them the truth and point out their mistakes or short comings, they do not take it thankfully and attempt to improve or overcome those mistakes. On the contrary, they make sure that their critics are finished forthwith. This generally happens in an organization where young people are given enormous powers but very little or ineffective supervision. As a result of this, when a person who is next junior to him, tries to get them understand that what they are doing is wrong; they are reluctant to accept it and some times get arrogant to accept their follies, knowing well that not accepting criticism will not do them any harm. Therefore, it can be said that culture of an organization is the cumulative effect of the behavior of the bosses, and it can only be changed by changing the behavior of the bosses.
The incident that is explained in this case happened in a leading organization where the management has hired the best talented and experienced workforce from various countries. It so happened that a customer walked in to the Organization and asked one of the employee at the counter, for an application form for the firm's newly launched product. To this, the customer asked the employee to give the form for the new product that the firm had launched and advertised in the morning newspaper. The employee was confused, and replied with confidence that their firm has not launched any new product. The customer got dejected and walked out of the organization after abusing the employee at the counter. The employee, on inquiring found out later on that their company has actually advertised in the paper about the new product.
This is a classic example of a management decision being taken for the right reasons, but failing to communicate that decision to the people to whom it should have been communicated. How can such a contribution help the organization to achieve their aims and objectives? Instead of contributing, it not only resulted in frustrating the customer, but also damaged the reputation of the organization and in fact helped the competitor to take advantage of the situation. In this case, the employee at the counter would have undergone all the procedures and training of recruitment, orientation etc., but because of improper coordination, it lost a customer.
Therefore, it can be said that no HR strategy is `good' or `bad' in and of itself. Hence, successful management is about the ability to listen to the criticism and adjust to the fresh ideas which would help an organization to achieve their objectives and not the contribution of Management as stated above. Therefore, the responsible executives, instead of remaining in a nut shell must act in conjunction with their efficient staff at every level because those who want to learn the key competence of execution in a professional way would have to welcome and listen to new ideas.
The HR department is primarily responsible for helping the firm to meet its business objectives by designing HR programs, but as all managers has to carry out these programs, every manager is a human resource manager. Consistent and relevant improvement of processes and performance would be the only road to achieve the aims and objectives of an organization.
- Beardwell, Ian and Holden, Len, ‘Human Resource Management - A contemporary perspective', published by Pitman Publishing, Ch.10, pg. 372-379.
- Beardwell, Ian and Holden, Len, ‘Human Resource Management - A contemporary approach', 3rd Edition,published by Prentice Hall (Financial Times), Ch.1, pg.4-28.
- Cook, Curtis W and Hunsaker, Philip L., ‘Management and Organizational Behavior', 3rd Edition, published by McGraw-Hill Irwin, Ch.1, pg. 4-25.
- Gibson, Ivancevich, Donnelly and Konopaske, ‘Organizations - behavior structure process', 12th Edition, published by McGraw Hill Irwin, Ch.1, pg.20.
- Gomez, Luis R., Balkin David B. and Cardy, Robert L., ‘Managing Human Resources', 3rd Edition, published by Prentice Hall, Ch.1. Pages-37 & 38
- Lambert, Tom, Key Management Tools', published by Pitman Publishing (Financial Times), Ch.1, pg. 1-9.
- Mcshane, Steven L and Von Glinow, Mary Ann, ` Organizational Behavior' 2nd Edition, published by McGraw-Hill Irwin, Ch.14-Pages 431 and 432.
- Pearce II, John A., and Robinson Jr., Richard B., ‘Management', 1989, published by McGraw-Hill Book Co., Page 409.
- Porter, Micheal E., “Competitive Advantagd - Creating and sustainintg superior performance', published by The Free Press (Div: Mac Millan Inc.), Ch.9, pg. 317-325.
- Vecchio, Robert P., ‘Organizational Behavior - Core concepts', 4th edition, 2000, published by The Dryden Press, Ch.15.
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