Proper management in the modern business environs is an essential criterion that may highly determine the success of a company and its recognition in the market. One of management’s aspects is controlling personnel, especially in the distribution of immediate duties. Managing human resources is characterized by methodologies and approaches designed to establish subordinate work and coordinate all the production processes performed by the organization’s personnel. The staff should execute all the managers’ instructions and strive to ensure all the assigned tasks are performed professionally and diligently. Human resource practices are of major significance in the success and performance of the company. The leadership gains the opportunity to be involved in flexible activities, which may result in added innovation and changes to the operations mode of the company leading to higher performance.
As the CEO seeking to hire an individual to head the human resource (HR) department on a tight budget, I would consider hiring an individual with a widespread approach to human resources. This manager identifies how the management will contribute to higher performance and all the factors needed in HR. High performance is the aim of most companies to determine their success and sustainability.
According to Noe et al. (2019), full resources and opportunities are essential for HR to effectively work and establish approaches that can help attain the organization’s goals. High performance requires several aspects, such as total quality management, flexible functioning technologies, and efficient inventory control. Still, the most important aspect is the processes being run by qualified personnel. The organization needs to perform all the needed actions, such as determining which persons fit best for the task, locating training, and motivating the workforce. The Human resource manager, especially an all-rounded one, plays a major role in establishing all needed practices for higher performance. The practices include employee selection, training, and development, task design, reward systems, information systems, and organizational structure.
The human resource manager can design the organization’s structure to ensure personnel is grounded in useful departments, divisions, and reporting relationships. For example, the manager can decide how many employees report to supervisors and whether they are efficient in their functions to serve the customers. These practices promote learning, cooperation, and continuous improvement (Noe et al., 2019). In addition, the manager can implement task designs that determine how the necessary activities in the organization will be grouped, whether into team or job responsibilities. The practice is done through job analysis and design (Van den Berg et al., 2020). The HR manager who takes a more widespread approach to HR will enhance high-performance work systems by task designs that help the jobs to be more efficient while encouraging high quality.
Employing the right personnel is a basic element of developing a high-performance working system. The HR manager will play an essential role in providing highly qualified people, better suited and well-prepared for the jobs needed in the organization. The manager will assist the organization in recruiting the workforce and selecting persons with the required qualifications (Dhanpat et al., 2020). They are then involved with development, training, and career management to ensure that these employees can perform their current and future duties within the organization. High-quality personnel results in a higher performance work system for the organization.
Maintaining an efficient and stable employee management system is important from the production perspective and in some aspects of internal work in the company. Organizational climate largely depends on how human resource management ensures subordinates’ comfort. Therefore, the management’s requirements may be formulated differently for the employees. Further, the willingness of the employees to realize their professional potential may be determined by the interaction with the team and the leaders.
The human resource manager will help establish a reward system for the employees in the organization. The system will involve measuring employee performance in which the personnel is judged and a method that can be used to measure productivity. The system will involve coming up with incentive pay or other rewards that are pointers to success. The reward system will contribute to the high performance of the employees by motivating them to meet the objectives needed to accomplish the company’s overall goals (Dhanpat et al., 2020). The HR manager will ensure that the rewards are consistent with the company’s culture and values.
The employees will also be rewarded for specific achievements and other compensations linked to years of service, promoting engagement, happiness, and retention. Group achievements will also be rewarded, not only personal achievement and ensuring each employee gets the reward for the desire for high performance. The manager will help administer and develop this system for the organization.
The duties of the HR manager in establishing the organization’s information systems will be essential in promoting high performance in the company. They will be involved in decision-making on the information needed and where it will be gathered. Further, HR managers should know who should access the company’s information and how it will be made available, especially to the workforce (Noe et al., 2019). The human resource department may take advantage of the modern information system to communicate widely. As a result, the employees may get information such as training opportunities, benefits, job openings, and more which will promote performance in the company.
The job design implemented by the manager will enable the company to benefit from employee empowerment and teamwork, which are conditions associated with higher performance. Design empowerment includes access to resources such as information technologies in an environment of well-trained employees to help carry out tasks in the business (Van den Berg et al., 2020). Additionally, selection and recruitment will aim at acquiring enthusiastic employees who can contribute to empowerment, teamwork, and knowledge-sharing in the organization, such as the ability to cooperate to foster creativity in the team.
The manager will be involved in selecting employees who identify with technical skills and other related requirements. Psychological tests will help find employees ready to take the initiative, engage in innovation, and share ideas. When the organization hires, decisions on qualities such as teamwork skills and decision-making training may be required. This will help as part of learning for the organization. Other members will likely benefit by participating in team development activities that prepare them for greater organizational roles (Van den Berg et al., 2020). The management activities will ensure that all workers can achieve organizational goals and contribute effectively. The employees will be equipped with the information needed on what they are required to do to contribute to achieving objectives.
The human resource manager with all skills will utilize a performance management system to measure customer quality and satisfaction. Data on customer satisfaction will help improve demand, and the customers will be pleased with the services provided by the company. In return, demand increases production as well as the organization’s high performance. Technology implemented will reduce the cost and time of tasks while preserving quality in the organization (Van den Berg et al., 2020). The most effective human resource management practices will be if they do not focus on only one or two isolated practices such as organizational pay structure or selection system. Performing all the practices will help the organization counter all human resource challenges. This will help cut the costs needed to employ two managers and help improve performance.
References
Dhanpat, N., Buthelezi, Z. P., Joe, M. R., Maphela, T. V., & Shongwe, N. (2020). Industry 4.0: The role of human resource professionals. SA Journal of Human Resource Management, 18(1), 1-11. Web.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2019). Fundamentals of Human Resource Management (8th ed.). McGraw-Hill Higher Education (US).
Van den Berg, M. J., Stander, M. W., & Van der Vaart, L. (2020). An exploration of key human resource practitioner competencies in a digitally transformed organization. SA Journal of Human Resource Management, 18, 13. Web.