Human resource forms
Downsizing is also performed by this department to eliminate the incompetent staff and maintain the goals and objectives of the company. Human resource forms a strong collaborative relationship with the top management in management of the organization. They are involved in all crucial decision making of the company because they monitor the performance of the organization hence they know what’s best for the company in terms of making decisions. The department evaluates the impact of the activities and decisions on the organization.
(Condrey, 1998) The department of human resource is also involved in strategic decision making through promotion and relegation of staff in the organization. According to their performance and conduct in the organization that is constantly monitored, the staff can be promoted or relegated in their duties in the organization. Those employees that perform extremely well are promoted to a higher level of management in the organization while those employees that do not show any improvement in their duties can be demoted or do not get any promotion.
The human resource department is also involved in increasing the pay or wages of those staff that perform well in their duties or those who have been promoted in organization ranks. They are
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Lastly the major human resource functions include devolved decision making frameworks, clear planning, objectives and appraisal systems, training, development of the required skills and competencies. Human Resource services, policy and procedure drive the outline of the organization and approaches have been developed to track the progress in this plan. (Bob and Arthur, 1997) The other role is that of employee performance, monitoring, and evaluation.
The most important aspect of human resource management practice is employee evaluation. The performance of any organization is determined directly by the performance of the employees. It is possible to monitor the evaluation if the employees of any organization via the use of human resource evaluation systems. These systems are done continuously with a view to retaining useful employees. Sometimes employees feel that the management of their respective organizations uses harsh methods of monitoring and evaluating their performance.
For example some workers might complain that their supervisors are too much on them such that they cannot even get time to go for lunch during their working time. Such things always cause conflicts between the employer and employees and thus the latter will always be unmotivated to perform their duties. (Bohlander and Snell, 2007) Human resource management policies, strategies and practices are fundamental tools for any organization. The most important asset for any organization is its human resource and therefore all issues affecting the workforce will be affecting the organizational performance directly.
It has been found that issues of planning, recruitment, selection, retention, motivation, evaluation and industrial relations for employees are of grave concerns and are usually addressed through effective human resource management practices. In various business organizations, we find that, many employees are neglected and are most often demoralized, not motivated in performing their duties in the particular organization, therefore as a manager, one need to find a way in which its employees are enabled to get a frequent and significant recognition from their employer.
If such conflicts are not avoided then performance will be low. However, unwelcome changes in form of transfers, plant dysfunction and unprofessional interpretation of polices to employees are other issues that have been noticed in most Human Resource Department for most organizations leading to power imbalances between the employer and employee and thus poor performance, slower growth and less development opportunities. The human resource department thus plays a major part in the growth of the organization through its functions and activities.
It plays a critical role in the success of any organization. (Armstrong, 2006)
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