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Functions and Responsibilities of Human Resource Essay

The responsibilities and functions of human resources (HR) is a basic tool for the success of the organization. Human Resource Management comprise of the organizations, people, policies and systems that influence behavior and performance of the employees. HRM responsibility involves bringing individuals into the organization, assisting them performs their task, compensating them, and solving issues that arise. If human resource is well managed, then it will lead to quality, profit and customer satisfaction. The following are explanation of the functions and responsibilities of the human resource management.

Staffing Job description and specification are significant instruments for recruitment process. Someone or an event within the organization determines the need to recruit a new employee. In large organization, a requisition should be presented to the Human Resource department for the specification of the job title, department and the date of reporting to work. After that, description of the job can be referenced for particular job related qualifications to give details when advertising the opportunity internally or externally (Griffiths, 37).

Qualified applicants are attracted and screened to the HR department through job posting or advertising. The final approach in applicant’s selection is the line managers, assuming that all other employment requirement are met. The responsibilities

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of the outgoing staffing include planning for the new positions and reviewing job analyses and description to ensure that the current position is reflected. Performance appraisals Once a talented candidate has been selected another function of the HRM is to create an enabling environment that will promote and reward better performance.

Performance can be assessed through a formal review on a specific time, commonly annually. Since lines managers are in contact with the workers and can best evaluate performance, they are in fact the one to carry out the appraisals. Other appraisals of the performance of the workers involve subordinates, peers, group, and self or a combination of both (Griffiths, 37). Several appraisal systems can be used for evaluating the employee performance. These include; placing of all workers in a group, the use of rating scale to describe above average, recording positive and poor performance, and managing by objectives (Mintzberg, 940).

Budhwar (141-161) shows how assessing the performance serve various reasons like; guiding human resource actions, gratifying workers through bonuses, promotions, provision of feedback and identifying the areas of improvement, training and developmental needs identification to enhance the performance of an individual, and the provision of job related data necessary for planning. Compensation and benefits Compensation refers to the hourly wages or annual payment, while benefits are pensions, vacations, insurance, sick days and stock options granted to the employees.

Employees will feel motivated when they are paid what they deserve, rewarded effectively, and given some basic satisfaction such as conducive workplace, and interesting task. Compensation must be legal and ethical, motivating sufficient, equitable and cost-effective (Budhwar, 141-161). Training and development Apart from determining the compensation and benefits, performance appraisals are fundamental tools for identifying how to assist employees improves their current positions and prepares them for more opportunities in the future. As changes within the organization continue, the need for training and developmental programs grows rapidly.

Improving or getting new skills is one of the main objectives of HRM. Training is centered on getting new skills and knowledge that are needed to effectively perform a task or to improve upon the performance of the current task. Education, based on learning skills and knowledge essential in the future job, similarly deserves mention (Griffiths, 37). Training can be used to orientate and informed workers, development of new skills, prevent accidents, provide technical education, supervision and professional learning (Budhwar, 141-161).

Training help reduce the learning time for the new recruits, teaching workers how to use new technology, minimizes the number and cost of accidents, quality and quantity improvement, and involving management in the training process (Mintzberg, 940). When managers participate in training they shows their seriousness with objectives of training and commitment for the development of the human resource department. There are various training types depending on what to be learned, time frame for training and finance available.

Instructor-led training is one type, where participants are allowed to observe demonstrations and to have first hand work with the product. Second is the on-the job training in which participants acquire new skills as they continue performing various job aspects. Thirdly, computer-based training where participants in various places access material at convenient time and location. Training concentrate on the present task whereas, development is focus at activities that enables the workers improves their knowledge and enhances growth.

Development opportunities include mentoring, career therapy, management and supervision (Budhwar, 141-161). Employee and labor relations In an organization, there are group of workers who formed unions to address and resolve workers-related issues. Unions have been there for a very long time. Employees usually join unions to get better wages or remove unfair conditions. The unions also campaigns for better medical plans and getting extended vacation times (Griffiths, 37). Apart from dealing with organizations of the unions, HR managers are responsible for solving collective bargaining matters such as contract.

The contract describes workers-related issues like compensation and benefits, job security and working conditions, the rights of workers and management, the length of contract and the procedures for discipline. Collective bargaining also involves unions and managers solving issues peacefully before strike or a shut out is instituted (Budhwar, 141-161). Safety and health The HRM should ensures that the right of workers are not violated by providing a safe and a healthy working conditions.

Budhwar (141-161) defines safety as protecting the workers from accidents, or keeping the workers free from any physical or emotional sickness. To prevent accidents or sickness, the inspection of the workplace, and on-site consultations must be carried out. Human resource managers seek to improve safety and health and minimize injuries that may cause reduction in productivity and increasing cost of operation. Health issues identified in the working environment include smoking impacts, drug abuse, stress, AIDS, and so forth.

The workers who are experiencing emotional complexities can be provided with the same consideration and assistance as those workers with physical illness (Griffiths, 37). Human resource research Besides recognizing workplace problems, human HRM are responsible for trailing safety and health-related issues and giving feedback. The HR department is the custodians for maintaining the image of the organization. Data for the research can be derived from various sources such as questionnaires, observations, and interviews. The research enables the organizations select and recruit workers effectively.

Conclusion There is a continued change in the role of Human Resources. Today HR managers are trying to meet the competitive demands of the current corporations. Their role in the organization is to improve their skills and knowledge with the increase changes. This is possible with continued research on the work-related issues. Research is one of the main functions of human resource management. With the increase involvement of some organizations in international business, the need for HRM research will definitely grow.

Thus, it is significant for human resource experts to be updated on the current trends in staffing, performance appraisals, compensation and benefits and safety and health issues. Reference: Griffiths, W. “A leaner, fitter future for Human Resource”, Personnel Management, October, pp. 36-9, 1993. Budhwar, P. S. Assessing level of strategic integration & devolvement of HRM in the UK. Personnel Review, Vol. 29 No. 2, pp. 141-61, 2000. Mintzberg, H. Strategy patterns formation. Management Science, Vol. 24 No. 9, pp. 934-48, 1978.

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