Key Challenge Facing HR Managers Today - Essay Example

? Critically Evaluate the Key Challenge Facing HR Managers in the 21st Century is to Facilitate Management of Culture within Organizations so as to Cope with Uncertainties, Regarding Employee Performance Management, Created by Emergence of Post bureaucracies. By (author’s name) The name of the class The name of the professor The name of the school The city and state where it is located Date Since the transition to a market, one can observe the deliberate departure from hierarchical control, a rigid system of administrative action, virtually unlimited executive power to market relations based on economic methods. Proceeding from this, it is necessary to find a fundamentally new approach to priorities. The most important factor within any organization is its employees, and consumers -outside it. There is a strong need to turn the consciousness of workers towards the consumer, but not towards their supervisors, towards profit, but not wastage; towards the initiative, but not the indiscriminate fulfillment. It is necessary to make a way to social norms, based on sound economic sense, and do not forget about morality. The modern concept of development of production lies in the fact that the maximum productivity, quality and competitiveness can be achieved only by means of personal involvement of every employee; such strategy can stimulate each employee to improve the production process at their workplace first, and at the enterprise as a whole in the future. Involving staff in the process of production improvement makes a creative atmosphere and becomes a powerful motivator for staff to work that allows each employee to reveal their experience and creative ability. The central element underpinning the management is the professional nature of modern organizational management in economy of market. The term “manager” implies professional governors hired (Bach, 2005). In fact, it is a kind of social stratum, which plays a prominent role in society. What is the professional human resource manager? Since corporate culture generates the responsibility and the ability of people - a competitive advantage, the personnel manager has the following strategic objectives, which must be addressed. Nowadays, first of all, HR manager should possess some special knowledge and skills in the field of production and management, ability to work with people in different spheres of activity. Managers’ activity (regardless of rank and scope) is focused on finding and managing resources, ensuring effective and sustainable development of the organization, taking into account the long-term perspectives. It is important to creating competitive advantages through increased level of responsibility of personnel, using the means associated with the management of corporate culture. High corporate culture is able to attract and retain staff, establish the company's reputation, attract high- skilled workers and consumers, as well (Jaffee, 2001). Desire to update and adapt corporate culture to the changing conditions of the environment requires the provision of mutual respect between consumers and employees, continuous improvement of working conditions of staff. Employees’ involvement in various activities, related to marketing, contributes to their self-esteem (especially professional), the development of personal initiative, improve personal effectiveness. HR-service, along with other business units, should perform a variety of functions - from providing basic operations to strategic planning to succeed. However, many specialists in human resources management commit common mistakes - they tend to focus their attention either on strategic components of management exclusively or on tactical, while it is important to balance the strategic and tactical actions (Jaffee, 2001). One of the main strategies of the HR manager is providing a competitive advantage over other companies, with the help of diligent capacity building, promoting the growth of the employees' competence in the professional sphere. Nowadays the activity of HR-managers can be divided into five levels, starting with the operational and ending with a strategic one. These include information management and implementation of basic operations (work with documentation, related to hiring new employees, registration of the displacement and layoffs of personnel, payroll, etc.); implementation of key managerial functions (the development of standard procedures and policies directed to staff expanding, staff training and development, compensation and benefits), coordination of efforts aimed at increasing productivity, i.e. an increase or maximization of labor productivity of all workers; “development of competitive advantage through talent and, finally, development of solutions to strategic business problems and search of new opportunities” (Armstrong, 2006). Despite the high attractiveness of the corporate culture, it is not able to overcome the gap between the organization and the demands of the global market for business development. This lag is really eliminated mainly through the development of skills in the professional area of all personnel of the company. Development of professional competence and abilities of people demand lots of efforts of services, personnel management and line managers. The purpose of business is profit, i.e. ability to exceed revenues over expenditures. Everything that was done for the staff should bring more money than it was invested in this event. Because personnel is also a resource. HR manager must care about the staff efficiency. The main task of HR manager is to interest people in the success of their business, task or project. HR manager should not solve a problem of being liked by the staff; this does not really motivate people, but in the long perspective – even demotivate them. Sooner or later, there comes time when the employee says, “I am satisfied with what I have now. It is enough”. Such employee would calms down, cease to seek and strive for the best. And only a good HR manager can track this moment and take a person’s “enough” away, which prevents him or her from moving forward for the benefit of the company. Personnel manager, as opposed to a “manager for staff”, is always on the side of efficiency, it is a usual position of management. Therefore, HR always supports the initiative, efficiency and personnel’s desire to achieve more, but does not defend its right to collective idleness. The main task of HR manager is to provide the most complete operation of mental and physical abilities of staff at a minimum cost. Success and good reputation of each company is created by people: their professionalism, competence, inner motives and hidden features. The main task of the modern HR-manager is to reveal the human abilities masterfully and use them for the benefit of the company. References Armstrong, M 2006, Performance Mangement: Key Strategies and Practical Guidelies. 3rd edition, London, Kogan Page.Retrieved 20 May from Bach, S 2005, Managing human resources: personnel management in transition (4th edn), Oxford, Blackwell. Brett, S 2006, Reward and Diversity, London: Chartered Institute of Personnel and Development. Jaffee, D 2001, Organization Theory: Tension and Change, Nw York: McGraw-Hill Higher Education. Perkins, S. and Wright, G 2008, Employee Reward, London, Chartered Institute of Personnel and Development. Salaman, G., Storey, J. and Billsberry, J. (Eds) 2005, Strategic human resource management: a reader, (2nd edn), London, Open University Business School/Sage. Read More