Principles of Human Resource Management - Coursework Example

Running Header: Principles of Human Resource Management Student’s Name: Instructor’s Name: Course Name & Code: Date of Submission: Principles of Human Resource Management Introduction A human resource manager is the person in charge of an organisation’s employees. Among his duties are organizational management, personnel administration, manpower management and industrial management. The human resource manager therefore plays an important role in any organisation since he manages resources that have human feelings. He does not merely manage basic business resources. Every organization places a very noble value on its employees. Indeed the common saying among business circles is that a company’s employees are the most invaluable asset1. The employees are the ones who understand an organisation’s policies, vision and mission. If the employee never walked the talk, then, who else? Without them any other asset would be of little or no value. This is because the role of the employee is to actually implement what has been thought of by top managers and directors. Without the driver the value of the car would not be derived. By owning the company the employee will not only buy and use his company’s products, but will also carry out his duties happily and diligently and therefore efficiently use the inputs to maximize the output. In order to achieve this, the human resource manager ought to specifically express his goals in a way that can be understood and be adopted by the workforce. In addition he needs to provide them with the resources necessary to accomplish their individual mandates. Therefore, if properly managed, human resource techniques express the overall goal and operating practices of the enterprise. More so human resource managers have a key role in risk management and reduction within organizations2. Torrington and Hall defined personnel management as being: “a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled"3. On the other hand, Miller (1987) suggests that HRM relates to: ".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage"4. Thus the goal of human resource management is aimed at helping an organization to meet its strategic goals by attracting, recruiting and retaining employees and more so managing them most effectively. Dave Ulrich, a professor at the University of Michigan, developed the four functions of the human resource manager as; a strategic business partner, change agent, employee champion and an administration expert. In order for the today’s manager to guarantee his viability and ability to contribute to the growth and development of an organisation, he needs to view himself as a strategic partner. In such case he should first of all “own the business” in order for him to efficiently contribute to the wide business plan and objectives. Since the human resource business objectives are established to attain the overall strategic business plan, he should be knowledgeable of the work environments where people deliver. Thus strategic partnership roots for such human resource services as formulating work positions, recruiting, reward, employee recognition and appraisals, career development and succession planning and overall employee development. Thus, the human resource manager as a strategic partner does not look at the enterprise today but most importantly embarks an onward growth mission5. In order to be a successful business partner the human resource manager therefore has to think like a “businessman” with a good knowledge of finance and accounting. Furthermore, he should be accountable and overly responsible for cost reductions and assessment of the human resource programs and processes. As an employee advocate, the human resource manager, plays an important role in organisational success through his knowledge of the employees needs. Thus he is an expert in creating a work environment in which people are motivated and engaged, always contributing to the development of the organisation and most importantly happy. In this regard he should foster effective methods of goal setting, open communication and build employee ownership of the company. He establishes an organisational culture in which employees serve and treat their customers well. Here the human resource manager develops employee career advancement opportunities, assistance programs, gain sharing through bonuses and commissions, good approaches to employee complaints and problem solving, and well structured and clear communication policies. The old adage, change is like rest, still holds water. In order to stay competitive in the fast paced and dynamic business environment, a company is faced with numerous change issues6. From automation, management styles, computerization to employment terms. A company may be embracing outsourcing of some business processes in order to remain competitive. Similarly, a company may need to embrace new technology in terms of machines and business practices such as information technology. These brings with it need for change in terms of employee training in order to prepare the employees to accept such envisaged change. Thus to constantly evaluate the effectiveness of an organisation the human resource manager must be in a position to frequently champion change. His knowledge and ability of how to execute successful change strategies makes him a most invaluable asset to the company. Further knowing how to link such change to the strategic needs and wants of the organization will maximize employee satisfaction and manage any resistance to change. The human resource manager therefore initiates and sponsors change in the organisation’s departments and work practices. Therefore, in order to promote to the overall success of his organisation, the human resource manager fights for the identification of the organizational strategic plan, mission, vision goals and action plans. It is important to note that most organizations adopt structured change plans in line with their core vision and mission. At the very end the human resource manager needs to determine what will measure this change. As an administrative expert, the human resource manager provides support and participation in reengineering the business process and the human resource process to build an effective and strong organisation. The main goal is thus the identification of the key processes and the human resource personnel support and motivation. This will bring with it simplicity, performance and effectiveness. If in reengineering the business process, the designers do not take into consideration of the employees and their emotions, the employees might refuse to corporate. When the employees are incorporated and adequately represented in any reengineering effort, the employees will own the process and thus contribute immensely to the same. In return the chances of the organisation becoming successful will be increased. Still, as an administrative expert, the human resource manager plays the very important role of human resource organisation. As the pressure for efficiency at all levels of the business process grows, and as the organization expands to other countries, the human resource manager must continue reinventing new efforts towards the same. All said and done the functions of the human resource manager are all important. Just like the human body, all organs play an important role for the normal functioning of the body. Without the heart the blood would not pump, without the legs the body is crippled, without the lungs what would be the nose for? Imagine if we always ate where there was no stomach. Similarly, in the currently always competitive business environment, businesses must lay emphasis on developing a sustainable competitive advantage. In which case the traditional strategies of differentiation, cost minimization and focus are inadequate since this can be easily copied by rival organizations.7 This has therefore redefined the role of the human resource managers in creating a sustainable competitive advantage which leads them to acting the four roles as outlined in this paper. The challenge therefore is for the human resource managers to simultaneously play the four roles and help save the organisation. Achieving this is thus a delicate balancing act since the roles may override. A casing point is when the human resource manager wants to play the role of the strategic partner; here then human resource manager will have to sideline some strategies that he would have used as the employee champion8. Since the role of the strategic partner is to align employee interests to organizational interests, when playing the role of the strategic partner, the HR manager will have to implement some strategies that may not augur well with the employees. Similarly, a role conflict occurs between the role of the administrative expert and that of the change agent. As much as the human resource manager needs to champion change, like everyone else, he has inertia to change which inclines him to involuntarily decline change. Thus, the human resource manager may end up preaching water and drinking wine. Conclusion Every company has strategic goals which need to be supported and championed by the employees. On the other hand, each employee seeks to find maximum satisfaction from his job. Thus, we are faced with two entities with a symbiotic relationship-each deriving and benefitting from the other. This appears to be a very mutual agreement between the two entities with equals roles and obligations. On the contrary, the silent rule in the capitalistic society is that some animals are more equal than others. Thus, in executing his four roles, the human resource manager mediates between the two. He champions for the rights of the employees-promoting the cause for the employees under him; as well he acts as a strategic partner as well as an administrative expert thereby safeguarding the long term interests of the company. Bibliography Armstrong, M. A Handbook of Human Resource Management Practice, London Publishers: London, 2006. Delery, J. 'Modes of theorizing in SHRM' Academy of Management Journal, vol. 39, issue 4, 1996, pp. 802-835. Paauwe, J. 'HRM and performance: achievement, methodological issues and prospects' Journal of Management Studies, vol. 46, issue1, 2009. pp. 48-176. Storey, J. What is strategic HRM? Human Resource Management: A Critical Text, 2007. Thompson, B. 'The impact of human resource management on organizational performance' Academy of Management Journal, vol. 39, issue 4, 1996, pp. 779-801 Derek, T & Laura H. Personnel Management: A New Approach, Prentice Hall, New Jersey, 1987. Miller, P. ‘Strategic Industrial Relations & Human Resource Management: Distinction, Definitions & Recognition’ Journal of Management studies, vol. 24, issue 2, pp. 347-361. Read More