This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.
Human beings are the most important resource in an organization. A firm's success depends on the capabilities of its members. Most problems, challenges, opportunities and frustrations in an organization are people related.
Human Resources Management is one of the toughest duties of a manager since humans differ in terms of attitudes, values, aspirations, motivations, assumptions, psychology, and life goals.
Looking at today's competitive world, managerial level staff will require more conceptual and strategic skills. Thus, managers should for example ensure a suitable, relevant and up-to-date training for specific skills of lower level employees.
Managers have to be proactive, able to anticipate technological developments and prepare their staff for whatever technological changes that might take place.
This will be a successful task only when the HRM itself is fully aware of those changes and has the means to deal with them.
HR managers have a number of roles to fulfill. They are the guardians of the key assets of the organizations. They are also counselor and protector of employees and directly responsible for productivity. The government, including the Ministry of Labor, expects HR managers not only to comply with labor laws, but also to promote harmony at the workplace; this will directly contribute to healthier and more attractive work environment. As a result, both job hunters and seekers will feel compelled to target such organizations in their search for new job opportunities.
The success or failure of HR depends also on the top management recognition of the importance of HRM, and secondly on its commitment to assist HR to carry out its functions.
Human Resources jobholders need capability, integrity and professionalism in order to succeed in the ever-changing environment.
Skills and characteristic for human resource
Human Resources Management Key Skill 1: Organization
Human Resources management requires an orderly approach. Organized files, strong time management skills and personal efficiency are key to the Human Resources function. You're dealing with people's lives and careers here, and when a manager requests a personnel file or a compensation recommendation that lines up with both the organization and the industry, it won't do to say, "Hold on. I'll see if I can find it."
Human Resources Management Key Skill 2: Multitasking
On any day, an HR professional will deal with an employee's personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after. Priorities and business needs move fast and change fast, and colleague A who needs something doesn't much care if you're already helping colleague B. You need to be able to handle it all, all at once.
Human Resources Management Key Skill 3: Discretion and Business Ethics
Human Resources professionals are the conscience of the company, as well as the keepers of confidential information. As you serve the needs of top management, you also monitor officers' approaches to employees to ensure proper ethics are observed. You need to be able to push back when they aren't, to keep the firm on the straight and narrow. Not an easy responsibility! Of course, you always handle appropriately, and never divulge to any unauthorized person, confidential information about anyone in the organization.
Human Resources Management Key Skill 4: Dual Focus
HR professionals need to consider the needs of both employees and management. There are times you must make decisions to protect the individual, and other times when you protect the organization, its culture, and values. These decisions may be misunderstood by some, and you may catch flak because of it, but you know that explaining your choices might compromise confidential information. That's something you would never do.
Human Resources Management Key Skill 5: Employee Trust
Employees expect Human Resources professionals to advocate for their concerns, yet you must also enforce top management's policies. The HR professional who can pull off this delicate balancing act wins trust from all concerned.
Human Resources Management Key Skill 6: Fairness
Successful HR professionals demonstrate fairness. This means that communication is clear, that peoples' voices are heard, that laws and policies are followed, and that privacy and respect is maintained.
Human Resources Management Key Skill 7: Dedication to Continuous Improvement
HR professionals need to help managers coach and develop their employees. The goal is continued improvement and innovation as well as remediation. And looking to their own houses, the HR professional also uses technology and other means to continuously improve the HR function itself.
Human Resources Management Key Skill 8: Strategic Orientation
Forward-thinking HR professionals take a leadership role and influence management's strategic path. In gauging and filling the labor needs of the company, devising compensation schemes, and bringing on board new skill sets leading to business growth, they provide the proof for the often-heard management comment, "People are our most important asset."
Human Resources Management Key Skill 9: Team Orientation
Once, companies were organized into hierarchies of workers headed by supervisors. Today, the team is king. HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work.
Basic mistake in human resource department
Mistake 1: No policies at All
The no policies approach has its attractions-for example, it provides for great flexibility-but invariably a lack of policies leads to inconsistent treatment of employees, and that in turn creates two major problems:
* First, morale problems are guaranteed when employees realize that other employees are getting better treatment.
* Second, legal problems are sure to follow, because it's going to be difficult to defend against the inevitable charges of discrimination. You're going to take an action against an employee, and the employee will claim that you did it for a discriminatory reason. Your inconsistent treatment will leave you little to fall back on.
Mistake 2: Policies or Practices That Are Unlawful
One might think that this would be rare, but it's surprisingly common for companies to have policies that are unlawful, especially regarding wage and hour issues. Some examples of the typical practices are:
* Asking an employee to answer phones during an unpaid lunch hour. (That should be paid time.)
* Letting employees take work home off the clock, or clock out and then finish up. (You owe the employee for those hours even if you told the employee not to take work home.)
* Offering comp time in private employment. (Generally, comp time systems are not permitted in the private sector.)
* Docking exempt employees' pay in half-day increments. (This practice may endanger the employee's exempt status.)
These infractions seem minor, but the costs mount up when multiple employees are involved-and you will end up paying: Employees are more informed of their rights these days, and if they're not, there is an ever-increasing pack of hungry lawyers out there to inform them.
Mistake 3: Failure to Follow Policies
When you do have policies but don't follow them, you're looking for trouble. Why don't managers and supervisors follow policies? Some of the reasons are they:
* Aren't aware of the policy
* Don't understand why it's important
* Don't understand what to do
* Are too busy (or too lazy) to bother
Management training is a must, as is frequent follow up to be sure managers take it seriously. And don't forget that frontline supervisors are often the ones that make the key decisions about whether and how to enforce policy.
Set that keyboard aside! Your job descriptions are already written. Click here to see why thousands of managers have a permanent place in their offices for BLR's classic Job Descriptions Encyclopedia.
Mistake 4: No Performance Management System
In smaller companies especially, performance management is often a casual thing. Once again, this is a morale disaster and an invitation to a discrimination lawsuit. In these "tap-on-the-shoulder" workplaces, where out of the blue someone gets a promotion or raise, all the other employees are thinking, That should have been my promotion. Why didn't I get it? I didn't get it because I am [a member of a protected class.And when you go to defend that lawsuit, you've got little to show. You can't show that others were treated the same way, or that the decision was fair.
Mistake 5: No Goals or Vague Goals
Some times the appraisal system seems to be working, but the appraisals are relatively meaningless because the parties didn't pay enough attention to goal setting back at the beginning of the period.With no established goals, or with goals that are vague, how could one tell whether an employee's accomplishments during the period were outstanding or poor?
john, brantton. (1999). human resource management theory and practice. north america: lawrence erlbaum.
the economic times. (n.d.). Retrieved from http://economictimes.indiatimes.com/news/news-by-company/corporate-announcement/Tesco-HSC-India-appoints-Dayanand-Allapur-as-HR-Head/articleshow/6913682.cms
Shrm online. (n.d.). Retrieved from http://www.shrm.org/Pages/default.aspx
ROBERT L. MATHIS, Initials, & JOHN H. JACKSON, Initials. (2008). human resource mangement. new york: