Human Resource Management
...ny, bonuses and personal development opportunities. 2. Managing employee competencies – this means the employees have to be physically able to do the job. What skills/qualifications do the employees have? What skills/qualifications do the employees need? Which employees need specific training? Employees have to be ready and able to meet any future need of the organisation. 3. Managing employee behaviours – this task involves the employee being able to follow the organisations’ behaviours (values or attitudes), such as dealing with customer to the best of the employees’ ability. To do so, the employee may have to initiate discussion, be able to answer questions and be able to offer further assistance. What employee values are detrimental customers? 4. Managing employee motivation – are employees performing to the desired level (highest productivity). Do employees like the organisation and are willing to stay? If productivity isn’t at it’s peak, how can it be improved? Motivational strategies are very important in making sure employees are willing to work harder, be happy with the work done, and show a willingness to stay with the organisation for a specific length of time. (Storey, J. ed., 2001) 3.1 Recruitment The first task of a Human Resource Manager is to recruit the right number of employees who are suitably qualified for the job(s) vacant, where the employees are going to come from, and what opportunities are there for growth for the potential employees. The ‘employee assignments’ task or recruitment is very important because the manager will have to decide where to hire the employees from, internally or externally, and either locally or nationwide. Also, with this task, the HR manager will have to make sure the employees fit in with the organisation; a transitional period will be needed to make sure employees are aware of the organisations’ strategy, mission and values. Also, the question the manager has to ask is what opportunities are there for development and what rewards are available for the employees’ development within the organisation. (Storey, J. ed., 2001) 3.2 Appraisals and training With the second HRM task, it is important to review the employees’ performance to find out if anything needs to be changed or improved upon in the work processes. This will be done through appraisal methods (strengths and weaknesses) and specific training. Appraisal schemes usually have four specific objectives: · To provide a database of certain employees’ skills and potential. · To provide a method of assessment, so that employees can be rewarded individually. · To provide individual employees with feedback on performance, including strengths and weaknesses. · To help employees plan objectives, personally and for the job, and to decide on ways of achieving them. (Handy, C., 1999) There are various methods of appraisal that a HR manager can use. Employees can be graded, ranked (order of merit) or given ratings (points system). Also an appraiser can make lists of strengths and weaknesses, which will be discussed with the employee so as to develop a scheme for self- improvement (training) or promotion prospects. Finally, interviews could be held so as the employees could discuss ways of self- improvement (talking about strengths and weaknesses specific to them) so as performance could be maximised. When the HR managers have found the weaknesses of the employees, a training scheme can then be employed. This can take the form of on-the-job training (while at work from training personnel or specialists brought in), off-the-job (at a location other than the workplace). Also, the training can be part-time or full-time. Part-time training could be carried out through things like day release or night classes, and full- time training could be carried out, meaning the employees are out of the workplace for an extended period taking part in courses. Training is needed for occurrences such as technological change (new computer software) or for new Government legislation (Health and Safety issues). (Brand, J., 1998) 3.3 Behaviour of employees For the third task, you can relate behaviours of the employees expected by the organisation to the induction period of employment. When a new employee starts work, it is important that a proper induction is given, where the employee will learn the ways of the organisation and how to act/behave whilst at work (strategy, mission and values – ‘employee assignments’) 3.4 Motivation Finally, the fourth HRM task involves the motivation of the employees. It has been stated that employees have specific needs that need to be satisfied in order to perform effectively within an organisation: “…Employees are people with complex needs that must be satisfied if they are to lead full and healthy lives in the workplace.” (Morgan, G., 1998) Morgan goes on to say that: “ We all know that employees work best when motivated by the tasks they have to perform and the process of motivation hinges on allowing people to achieve rewards that satisfy their personal needs.” These statements might seem obvious, but is it easy to motivate your employee into reaching maximum productivity. Over the years, many motivation theories have emerged which state ways in which employees can be motivated enough to work harder. The major question is ‘Is pay the main motivator?’ Offering good wages should attract the right quality of labour and hopefully will make the organisation more competitive, but is it really motivation. Looking at the main motivation theories, Abraham Maslows’ ‘Hierar...