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Human Resources in an organization

Cultivating and developing people and addressing their needs and peculiarities in their chosen profession make up the primary thrust of the human resource program. Human resources management is a very dynamic art and science that a true practitioner has to update himself in all its areas (Hersey & Blanchard, 1977). Scientific management can make the tasks of production, purchasing, marketing, and finance very much easier. With definite procedures properly established, the operations can be performed under controlled conditions so that they can be easily evaluated (Koontz & Weihrich, 1988).

Such is not the case, however, with personnel or human management, since no formula has as yet been found to solve the problems arising from the relations between employer and employee (McGregor, 1980). Since the management of people must be integrated with the management of any enterprise, because people comprise the enterprise, human resource management is the function and responsibility of the management; in other words, it is primarily the function and responsibility of all levels of management – from the top to the lowest operating supervisor.

This may be explained from three dimensions: (1) the relationships of the employee with the organization, (2) the relationship with the top management and, (3) the

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relationship with the lower levels of management (McGregor, 1980). The human resources department however, serves as staff, to render assistance and act as adviser to all levels. It coordinates the implementation of personnel policies and programs in all levels, departments, and units of the organization (Hersey & Blanchard, 1977).

It is created to assist top management in developing and in implementing personnel policies, programs and procedures and in coordinating them with line management in establishing a pleasant atmosphere in the organization so that each employee will contribute his best towards the success of the company (McGregor, 1980). These relationships will make every subordinate feel responsible for his job, give him a chance to exercise his initiative and generate in him a feeling of importance.


1. Hersey, Paul and Kenneth H. Blanchard. Management of Organization Behavior: Utilizing Human Resources. Third Edition. Englewood Cliff, Hew Jersey: Prentice-Hall, Inc. 1977. 2. Koontz, Harold and Weihrich, Heinz. Management. Ninth edition. New York: McGraw Hill, 1988. 3. McGregor, Douglas, The Human Side of Enterprise. New York: McGraw Hill Book Company, Inc. 1980.

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