Human Resources Management: Principles and Practices - Essay Example

Human Resources Management Part How would you make the distinction between the activities performed by HR professionals as compared to what supervisors and managers do as they manage human resources? Human resource management is the art and science of acquiring, motivating, maintaining, and developing people in their jobs in light of their personal, professional and technical knowledge, skills, potentials, needs and values and in synchronization with the achievement of individual, organization and society’s goals. HR professionals are specialists in behavioral sciences as they undertake the compliance of five functions of management: planning, organizing, staffing, directing, and controlling. Human resources managers deal only with people so that they can manage the other resources within their domain of responsibility efficiently and effectively. Supervisors and managers are under the scope of responsibilities of HR professionals insofar as overseeing the accomplishment of their respective tasks in view of the overall accomplishment of organizational goals. Part 2: Using whatever source you choose, please share with us your definition of what a job is. Please include your source. A job is a group of positions having similar or related duties and responsibilities. The tasks and responsibilities of each group are distinctly different from those of other groups. (Martires 446) Before hiring workers, available jobs have to be classified and corresponding job information described mainly in terms of duties and responsibilities. The American Heritage Dictionary defines a job as “a regular activity performed in exchange for payment, especially as ones trade, occupation, or profession; a position in which one is employed.” Part 3: Comment on the given statements. The concept of culture in organization is critical since it influences the philosophy and practices of management which works through people. It is vital that managers understand the people’s values, beliefs, needs and motivation. Managing corporate culture is a skill which every top officer should learn since culture change is a complex and long process involving coordinated efforts by top leadership which is very visible to their subordinates. Executives must change their behavior and through role modeling send signals to their constituents. If the culture is not what the organization members want, it can be turned around to fit the mission and vision, strategy, structure, resources and technology of the organization. The well run corporations have developed cultures that are distinctive and responsible for creation, implementation and maintenance of their world leadership positions. In this regard, all phases of operations, strategy and staffing, and organizational culture have to be considered by human resources for the efficient and effective accomplishment of organizational goals. Part 4: You are the HR staffing specialist at a very successful 25 year old company that manufactures home entertainment products: HDTVs, home-theatre equipment, etc. The manager of the marketing division has just left the company to work for a competitor, and it is feared that she will eventually take some of her best workers with her to the other company. The VPs of Human Resources and Marketing have just come to see you in your office to say that they would like the “right person” hired as soon as possible to fill this very critical position. Discuss what you believe would be the most effective methodologies to screen applicants for this position. Why? The position which needs to be filled is a managerial position, specifically that of the manager of the marketing division. Screening is the process of sifting the good applicants from the host of recruits. The most effective methodologies to screen for this position are the typical methods screening from both internal and external sources given a specified criteria of qualifications for the position. Internal sources can immediately be screened using performance evaluation ratings and interviews with their respective department managers. Under the typical method, the screening officers utilize the applicants’ information sheet, interviews, school records, employment and psychological tests, references, clearances and physical examination. This method would immediately determine the qualifications of prospective applicants and determine their competencies for the position. According to Martires (140), there are “two types of screening methods used by various organizations: typical and atypical methods”. Typical methods utilized various tools and techniques at different stages (initial, middle and final phase). Atypical methods utilize uncommon methods such as organization brochures, job descriptions and specifications, group dynamics and the assessment center. (Martires, 140 – 150) -Discuss in the organization should interview applicants for this position and, in what sequence? Since this is a managerial position, the following key personnel should be the ones to interview the applicants for this position according to the stipulated sequence: Initial (preliminary) interview by the Human Resources Personnel – to assess the general impression, physical appearance, fitness and speech. Interview with the Human Resources Manager – to evaluate and validate test results, qualifications, and references. Interview with the Department Head (VP for Marketing) – to determine competence in job responsibilities as marketing manager. Final Interview with VP for Human Resources – to confirm selection and placement for the position. Discuss a list of items pertaining to the culture of your organization that you feel should be shared with applicants during the interview process so they and your organization can make the best selection. For each item you suggest for sharing with the applicants, explain what you feel would be the consequences of not sharing them. Organizational culture is the atmosphere that pervades the various groups comprising the organization as a result of its various components like mission and vision, goals and objectives, structure, human and non-human resources, technology, clientele, interpersonal and intergroup relationships, product or service. Steiner, Miner and Gray (477) define corporate culture as a “pattern of beliefs and expectations shared by the members of an organization…which produce rules for behavior – norms – that powerfully shape the behavior of individuals and groups in the organization”. The following elements should be shared to the applicants: marketing strategies, the 4Ps (target markets, price, promotions, and products), hierarchy of command, peer groups, competitors, present and future plans, rewards and codes of discipline, among others. Each item is relevant as part of corporate culture. Not sharing any of them would make the applicant unaware of critical aspects of his or her responsibilities as marketing manager. It is relevant to advise the prospective candidates for the position of all pertinent data which would affect the accomplishment of organizational goals. References Martires, Concepcion R.(2004). Human Resources Management: Principles and Practices. National Bookstore, Philippines. Steiner, George A., Miner, John B. & Gray, Edmund R. (1982). Management Policy and Strategy. Macmillan Publishing Co. Inc. New York. The American Heritage Dictionary of the English Language. (2000). Definition of Job. Fourth Edition copyright by Houghton Mifflin Company. Read More