Human Resource Manager - a Job Analysis - Coursework Example

HR Analysis Name Institution Name Date Job Description Human Resource Manager is a position aimed towards managing the employees in an organization. Some of the duties of a Human Resource Manager include motivating the employees, creating a conducive working environment, creating a mechanism to control human resource and addressing challenges that may arise during working period. Experience and knowledge on latest human resource dynamics are important for an individual to fulfill the requirements of the position (Fong et al., 2011). Therefore, experience and knowledge are important and continuously learning, and development are crucial to improve their capability in accomplishing human resource requirements. The holder of the position should have knowledge about the industry and understand the requirements of employees relative to expectations of the organization. Hence, most people who have more than five years in the specific industry can easily fulfill the human resource requirements of that industry. Workforce Analysis Human Resource Manager is demanding in nature because of the frequent changes in environmental working conditions (Iles, Chuai & Preece, 2010). Some of the roles that the Human Resource Manager should address include legal and regulatory framework, fair and equal treatment, and contractual relationship (Fong et al., 2011). These requirements frequently change based on the policies that the government and other political institutions impose (Keegan, Huemann & Turner, 2012). The HRM should be able to understand the requirements and be in a possible to integrate the policies into the way the organization operates. In circumstances that the HRM is unable to perform, a new HRM may be sort to accomplish the requirements of the organization relative to the expectations of the legislative and regulatory bodies. The development in the economic position of a region requires personals that are capable to advance the requirements of the organizations. Organizations cannot exist with employees because employees are integral to the success of any organization (Iles, Chuai & Preece, 2010). The new organizations and development in the organizations requires HRM to manage the employees (Keegan, Huemann & Turner, 2012). Hence, the development of economic position results in the need for new employees including the HRM to advance the requirements of the organizations. Organizations are emphasizing ion corporate performance (Stone & Stone-Romero, 2012). The cost of doing business should be minimized to increase the revenues generated. The employees should have the knowledge and skills, which are crucial in fulfilling job description requirements. Ineffectiveness of some of the HRM results in looking for new employees that can fulfill the requirements of the HRM (Fong et al., 2011). Moreover, the diversification of working conditions such as inclusion of a new department that the current HRM cannot address the employee requirements can be transferred and a new HRM, who can accomplish numerous activities employed. The working environment and advancement of industries have made the world change in the way business activities are done. Organizations open branches across different cultural regions leading in the employment of employees from different backgrounds. If initially a HRM understood a single culture and the diversity of the employees requires a HRM that is capable to address the diverse needs, a new HRM position may be created that will address the requirements of the new business structure (Fong et al., 2011). The current HRM can be given an alternative position to address the requirements of the organization. Therefore, numerous factors contribute to the demand of Human Resource Managers. Recruitment & Selection Numerous recruitment and selection strategies exist, but some of these methods are important to certain scenarios. In the case of HRM recruitment and selection, the following methods are appropriate: Social media recruitment – the social media is an important resource because it connects to worldwide people and potential employees (Iles, Chuai & Preece, 2010). It is easier to find, collaborate and engage with many qualified professionals across the world. The advantage of social media in recruitment and selection include low cost, many qualified individuals can access the information, improves the brand position online and makes easiness for the organization to attract candidates faster compared to competitors (Fong et al., 2011). In addition, it is easier to attract fresh talents because graduates can apply easily. Furthermore, the response rate is faster and lowers vacancy rates. The disadvantages of the method include too impersonal due to frequent change of information. Poorly designed websites inhibit disbursement of information when a prospective employee looks for additional information regarding the company (Iles, Chuai & Preece, 2010). Other disadvantages include technological issues, logistical problems, and high volume of responses. Internal promotions – the process involves looking internally before seeking outside employees (Keegan, Huemann & Turner, 2012). The internal candidates are given preference and if the quality of labor is absent, the external candidates and then allowed to participate in the process (Fong et al., 2011). Some of the advantages associated with the process include the job can be filled faster, the employee is already familiar with the organization, lack of external offers to the employee, and the employee knows the organizational culture (Jabbour, Santos, & Nagano, 2010). Challenges also exist which include lack of internal suitable employee, brings into consideration the aspect of “wired” job, lack of updated resumes, frustration during the internal processes and regulations within the organization that dictates the requirements of internal posting. Employment and recruitment agencies – an agency that acts on behalf of an organization fills the vacant post. The organization (employer) provides a job description and other related information, and the agency do the rest of the work. The advantages of using agency include knowledge of the market, the agency has extensive reach, and candidates are targeted rather than applications (Keegan, Huemann & Turner, 2012). The organization will also be able to access key strategic skills, and the entire process is cheaper compared to other methods (Snape & Redman, 2010). The disadvantages include the cost may be higher than internal process or online platform, the process may take longer to get the right candidate, and some recruitment agencies may have demanding contractual requirements. Performance Appraisal Appraisal system reviews the individual’s performance, which normally includes an assessment of past work and current work performance. Two broad reasons exist for the purpose of performance appraisal process (Jabbour, Santos, & Nagano, 2010). The first purpose is control in nature in which the obtained analyzes help in decision-making about careers, promotions and pay (Fong et al., 2011). The second function of performance appraisal is to clarify the developmental needs of specific individuals. An employee may be strong at a given part of the job description and weak on other parts (Iles, Chuai & Preece, 2010). The performance appraisal provides means in which the weaknesses are turned into strengths. In the perspective of Human Resource Manager, the appropriate performance appraisal techniques include behavior in performance, and measurement of results and outcomes. Behavior in Performance The behavior in performance looks at the behavior of the manager or employee while working time and how the employee can apply his or her skills. Both qualitative and quantitative days are continuously collected to enable determination of the behavior of the employee (Iles, Chuai & Preece, 2010). The analysis is aimed at determining whether the employee provides the appropriate support during the accomplishment of their respective. For example, a motivate employee can be seen through the actions and support that the individual gives to the employees. Numerous tools are usually used to access the behavior of an individual and may include behavior anchored rating scales (BARS). The appraiser collects information of undesirable and desirable behavior and lists the information (Fong et al., 2011). The appraiser then ranks or gives core to each of the listed behavior characteristics. For example, the list may contain information such as “approachability” and “clarity of explanations”. The appraiser with the listed examples uses to determine the average score for the employee. Behavioral observation scale is also used to determine how many times an employee performs a given action (Iles, Chuai & Preece, 2010). For example, how many times the employee provides constructive criticism and how many times the employee does support others. Such approach can be used without informing the employee and information can reflect upon the nature of employee if all variables are held constant (Jabbour, Santos, & Nagano, 2010). The advantage of the technique is it provides clear information about the employee (Fong et al., 2011). Apart from the general employee performance is obtained, further interrogation is possible, and it is possible to ascertain the requirement of the job (Marchington, Rubery & Grimshaw, 2011). The working environment frequently changes because of dynamics associated with business environment and understanding the way an employee approaches an issue informs on future standards and how things can be accomplished. For example, if the employee is weak on an issue, the employee can easily be trained on that specific issue resulting in improving the work quality of the employee (Iles, Chuai & Preece, 2010). However, the major shortcoming of the strategy is its subjectivity (Fong et al., 2011). Both BOS and BARs are subjective in nature, but BOS is better off because it records the number in which an employee supports the requirements of the employee. Moreover, quantifying the process may result in the allocation of lower marks, which is not comparable to the actual requirement. Furthermore, the process requires resources in that frequent follower ups and sitting are required to accomplish the duty. Measurement of Results and Outcomes The measurement is mostly based on quantifiable outcomes such as number of complaints, production volume, and sales volumes. It is also possible to quantify the number of competencies within a given period. Targets are sometimes defined, and the performance is premised on these targets (Fong et al., 2011). The standards in nature should be achievable since unachievable standards make the employees become de-motivated. Therefore, the employee should be able to control the targets (Iles, Chuai & Preece, 2010). The advantage of the process is its easiness to perform. The standards or targets can be enumerated in advance, and the targeted employee requested to achieve the requirement. For example, a complaint may exist in which employees arrive late, and the HRM is requested to address the problem. The HRM may use a recording system and determine the frequency of delays including the employees who have delayed. The process is also objective in nature in that numerals, which are unbiased, are obtained and used. Furthermore, the strategy advances the requirements of the organization because the performance appraisal of the HRM is based on the target the organization has set. The disadvantage of the process is its shortcoming when it comes to incorporating external factors (Iles, Chuai & Preece, 2010). The approach may also result in fixation among the staff members. Additional, factors exist which are unquantifiable and creating mechanisms to rate becomes more difficult (Fong et al., 2011). For example, Human Resource Managers have to address numerous factors such as lateness and discipline issues but it becomes difficult in determining the internal urge of an employee to complete a duty (Katou & Budhwar, 2010). For example, a call center HRM may create mechanisms in which the attendants are ranked because of the calls answered. The employee may just receive and hang-up without communicating. Hence, such challenges inhibit the success of the strategy. The HRM position is usually demanding and most employees are under the position of the HRM. The review can be accomplished by the board management or the owner of the company. Moreover, the information and data collected can be outsourced to enable unbiased review of the data (Fong et al., 2011). Collecting the data is the first step but reviewing the data can result in manipulating resulting in arriving at wrong conclusions. Therefore, the owner or board of directors should carry out the performance appraisal. References Fong, C. Y., Ooi, K. B., Tan, B. I., Lee, V. H., & Yee-Loong Chong, A. (2011). HRM practices and knowledge sharing: an empirical study. International Journal of Manpower, 32(5/6), 704-723. Iles, P., Chuai, X., & Preece, D. (2010). Talent management and HRM in multinational companies in Beijing: Definitions, differences and drivers. Journal of World Business, 45(2), 179-189. Jabbour, C. J. C., Santos, F. C. A., & Nagano, M. S. (2010). Contributions of HRM throughout the stages of environmental management: methodological triangulation applied to companies in Brazil. The International Journal of Human Resource Management, 21(7), 1049-1089. Katou, A. A., & Budhwar, P. S. (2010). Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector. European Management Journal, 28(1), 25-39. Keegan, A., Huemann, M., & Turner, J. R. (2012). Beyond the line: exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA. The International Journal of Human Resource Management, 23(15), 3085-3104. Marchington, M., Rubery, J., & Grimshaw, D. (2011). Alignment, integration, and consistency in HRM across multi‐employer networks. Human Resource Management, 50(3), 313-339. Snape, E., & Redman, T. (2010). HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi‐Level Analysis. Journal of Management Studies, 47(7), 1219-1247. Stone, D., & Stone-Romero, E. (Eds.). (2012). The influence of culture on human resource management processes and practices. Psychology Press. Read More