Human Resource Managment - Essay Example

? Human Resource Management Distinguish between personnel management and human resource management Human resource management is a word that is commonly used interchangeably with the personnel management, however, in recent years businesspersons have tried to differentiate the two words and give each word its meaning. Human resource management entails the activities undertaken by any business organization in ensuring that their employees work towards achieving group, individual or organizational goal. The human resource management deals with the people’s side of management. The human resource management mainly deals with the incorporation and development of the personal management. The human resource management also focuses on the development of the team of workers this is beneficial for the organization. The human resource focus is to enable the workers to work to the maximum level of efficiency (Franklyn,2000, p.45). Personnel management entails the administrative task which involves the both routine and traditional. Personnel management provides a response the concerns and demands as they are presented. The human resource deals with the strategies that develop and manage an organization. Organizations describe the human resource department as proactive; this means that this department entails the continuous development of policies and functions. The purpose is to improve the organization's workforce. The personnel management is considered an independent entity of an organization whereas the human resource management is an integral part of the company’s function. The personnel department is responsible for the personnel management. In the human resource management, the managers of the organization are responsible for this unit. Most organizations train their mangers to acquire the skills useful in handling the personnel related tasks. The personnel management is responsible for the motivation employees this is through bonuses rewards, simplification of their responsibilities and compensation. The personnel department focus on employee satisfaction, which rewards, in through the improvement of job performance. The human resource management views that the improvement of performance contributes to employee satisfaction. The human resource suggests that the primary motivators include effective strategies for meeting challenges, work groups and job creativity (Franklyn, 2000, p.35) Access the function of human resource management in contributing to organisation purpose Over the years, the many organizations have viewed the human resource as an expense generator rather than a value adding resource within the organization. The Human resource professional often talk about turnover employee morale as well as employee commitment, which represents the human resource efforts. The key role for human resource is to build a competitive advantage for the organization. The human resource plays the role of managing change and transformation of the organization. The human resource also manages the firm infrastructure and the contributions made by the employees. These activities have been described as value adding roles, and the focus of many human resource departments in an organization is to be players in the business (Ramlall, 2002, p.3). The players in the business describe the contribution of the department in the profit making in the organization, the role of players in an organization is to construct, create followers, change organization, design the organizations. The human resource professionals play the role of facilitators, Collaborators, innovators, and strategic planners. As strategic planners, the professionals are required to be conversant with the operational, financial, strategic and other aspects that ensure the smooth functioning of the company. To fulfil the role of innovators the human resource professionals should come up with strategies that add value to the organization. The role of collaboration is achieved when the professional work with the other departments to implement the business strategies. Finally, the management acts as facilitators they provide rationale readiness, support planned changes aimed at improving the planned strategic (Ramllal, 2002, p.5). The key role of the human resource is to maximize profitability, the quality of work and profits through effective management. The human resource adds value to the organization. Evaluate the role and responsibilities of line managers in human resource management The line managers in the human resource department play a crucial role in the sense that they are responsible for performing the human resource developmental activities that facilitate employee learning, and development. The line mangers act as learning facilitators they also serve to direct the work of his subordinates’. The line manager also ensures that the organizational goals are achieved; the line managers also have the ability to block or implement the HRD strategies and activities. Line managers have a unique knowledge. They possess the power to integrate the strategic and the operating level information. Line managers can also play the role of improving the quality of HRD interventions. This is achievable by sealing the gap between individual performance and the organizational performance. The line managers in any organisation should participate in HRD strategy development process (Siugzdinien, 2008,p.5). The line managers play the role of creating and stimulating appropriate working environment. The mangers have the task of promoting positive attitudes that facilitate the learning process. They also have the task of encouraging their subordinates’ to take responsibility for their learning process. The managers organize meetings of employees with similar experience; they create mentorship programs for their young employees. This enables them to get inspiration from their mentors and inquire about the dilemmas that they face during in their work. Managers provide advice and consult their subordinates on HRD issues. Line managers prepare discussions of the performance development and learning needs of their subordinates. Line mangers have the task of facilitating the training of their subordinates. Line managers also contribute in the HRD strategy development process (Siugzdinien, 2008.p. 8). Analyse the impact, of legal and regulatory framework on human resource management. The government is the regulatory body for various businesses in the society. The regulatory is charged with the responsibility of implementing policies by means of regulatory programmes. The regulatory body ensures that duties and responsibilities are awarded equally. An excellent example will be the role of the government in establishing of laws and adopting laws pertaining to safety. The regulatory body then develops the strategies and promulgates regulation in implementation of such laws and policies. The regulatory body establishes a system to provide effective coordination. The regulatory body has the responsibility of for structuring its organization and managing its available resources in order to fulfil its statutory obligation. The law states that the regulatory body shall perform its function in a manner that does not compromise it independence. The regulatory body play it role in assessing and improving managements system in alignment with it safety goals and contributes to its achievements (IAEA, 2000,p.34). The regulatory body in establishing and managing management systems ensures that the processes are open and transparent. The management system has the role of ensuring that responsibilities assigned to the regulatory body are properly discharged. They maintain and improve the performance of the regulatory body by means of planning control and supervision of areas such as the human resource management. The regulatory body fosters and supports a safety culture. It develops and reinforces leadership as well as convenient attitudes and behaviour in relation to safety on the part of individuals and teams. The management system specifies the planned and systemic action necessary (IAEA, 2000.p.50). Access the link between motivational theory and reward. Every organization from time to time needs to fulfil the changing demands and needs of the employees and the organization. The organizations provide the rules and regulations that the employees need to adhere to, and the employees expect to be provided with a fair pay, decent working conditions, secure career, power and involvement in decision-making. It is true that an effective, rewarding system improves employee motivation and this in turn increases the employee productivity. This translates into a better organizational performance. The performance management process is one of the measures of the of an individual's performance. A motivated person is aware of the goals that have been set by an organisation, the motivated person, therefore, sets his target to achieving that goal. The motivated person is best suited for the targets set. An organization should encourage their motivation to be enhanced. The human resource manager has the task of ensuring that the employees’ work place is motivational. The manager also serves to ensure that employees get satisfaction from their jobs. The managers should also ensure that their employees are motivated and encourage their morale regarding their works. The employee performance is poor when the employee is not satisfied and happy. The dissatisfaction in the work place leads to the organizational and employees poor performance (2010, p.40). Human beings are usually motivated by requirements that fulfil their needs, have to be able to deal motivational theory. The theory of motivation must be able to deal with individual difference. Most motivated behaviour can occur in adverse situations the employees should learn to work hard and continue. Research shows that there is a direct relationship between rewards and the motivation of employees. Evaluate the Process of job evaluation and other factors determining pay. The evaluation of a job determines the intrinsic worth of the job. This is based on the systematic analysis of the extent of the complexity of job requirements and contents. The evaluation of jobs results in the rating of jobs into job scores, job grades job levels. These jobs, when evaluated, can be compared with other jobs. Job evaluation aims at providing the structure of jobs within an organization. The job contents are examined, and there requirements are stated in the various organizations the job structure usually determines the wage structure. A job evaluation serves to classify and create a job hierarchy based on the job content. A job evaluation also enables the company reach a consistence on the pay structure (UNISA, 2006, p.20) A job evaluation provides a plan for comparing jobs in terms of those things that the organization consider necessary determinants of job worth. The steps involved in a job analysis include a job analysis that involves the look at the jobs in an organization; it is through this process that information on job content is obtained. It also provides the appreciation of worker requirement. The next step involves looking into the compensable factors this describes what the company is paying for. This also explains the factors that group a job in a certain hierarchy than the other. The development of the method selects a method of appraising the organizations job according to the factors chosen. The job structure is the next step, comparing of jobs to create a structure, it involves choosing and assigning decision making, reaching and recording the decisions and setting up the hierarchy. The final step is pricing the jobs to develop a wage structure (UNISA, 2006, p.25) Assess the effectiveness, of reward systems in different contexts. Motivating involves recognising people for who they are and helping then to find their way forward. Leaders are encouraged to help their employees discover their strengths and abilities that way they contribute to the organisation. Personal motivation yields development, achievement and recognition. A leader should support the team members own motivation that way the members can realize their full potential. Research shows that some people are motivated by extrinsic values such as financial rewards. The extrinsic rewards include job security and the pay, whereas the extrinsic rewards include the desire to acquire a new skill or to make a contribution to the organisation (palmer,2007,p.24). It is also beneficial for leaders to encourage their employees to discover their leadership roles and, therefore, help them to achieve enormous success. Individuals who discover their leadership abilities are able to succeed once they discover their natural and authentic style of leadership. Leaders of an organisation are encouraged to listen to their employees that way they can be able to view things from their own point of view. Listening they say is the only way that allows one to understand feelings of the other persons. In order to motivate their employees, leaders in an organisation need to care about the interests of their subordinates’ they should not place their interests before that of their workers. The scope behind the motivation of others is because one gets to be motivated in the process. It is true to say that one should aim at achieving success as a way of improving their lives and not just because they want to achieve success. In any organization, if one helps others to grow and develop then performance improvement is unavoidable (palmer, 2007, p.30) Examine the methods organizations use to monitor employee performance. Performance management is systemic process it involves planning up the work and setting up of expectations. It also involves developing the capacity to perform periodical ratings of performance in a summary fashion, and the rewarding of satisfactory performance. Planning involves setting goals for groups and individual and performance expectations. This ensures they utilize their skill in achieving organizational objectives, involving employees in the planning process serves to make them understand the organizational goals. Monitoring is another way of detecting employees performance organizational projects and assignments’ should be monitored from time to time. This means constantly measuring performance and providing feedback to employees and work groups on the progress. The regulatory requirements for monitoring of the performance involve conducting of progress reviews with the employees. This helps supervisor in checking how well employees are meeting the predetermined standards (OPM, 2001,p.07) The employee development needs to be accessed and evaluated. Developing entails increasing the capacity to perform through training awarding assignments and the introduction of new skills. A terrific performance is achieved when employees are provided with training and development opportunities. Performance management provides an opportunity for employees and management an opportunity to identify developmental needs. Rating involves the summarizing of employee performance. Organizations need to know who their best performer is lastly, rewarding means recognizing individuals, employees and member of a group, acknowledging their contribution to the organization’s mission and assessing their performances. Employees should be aware that they need to perform their jobs successfully. A performance element tells employees what the organization expects of them standard and how they are suppose to implement their duties. ( United States Office of Personnel Management, 2001, p.10). Bibliography eridlc.com. Installing Job Evaluation in an Organization. http://www.eridlc.com/info/index.cfm/fuseaction/article.syllabus/cv/0/cid/34 (accessed January 20, 2012). Franklyn, C. 2000. The DevelopmeThe Human Resource Management from a Historical perspective and its Implications For the Human Resource Manager. Yola: Federal University of Technology. IAEA. 2000. Governmental, Legal and Regulatory Framework for Safety. IAEA. Khan, K. 2010. “the Relationship Between Rewards and Employees.” Research Journal Of international Studies. 1-18. Palmer, B. 2007. “Motivation of Employees.” Ramlall, S. 2002. Measuring Human Resource Management’s . Minneapolis: University of st. Thomas. Siugzdiene, J. 2008. Line Manager Involvement inHuman Resource Development. kansas: Kauno Universitetas. Strandberg, C. 2009. The role of Human Resource Mangement incorporate social Responsibility. Burnaby: Strandberg Consulting. UNISA. 2006. Job Evaluation: Processes and Procedures. UNISA. United States Office of personnel Management.,2001. A Handbook for Measuring Employee Perfomance: Alighning emoployee perfomance goals with Organizational goals. OPM. Read More