HUMAN RESOURCE MANAGEMENT 2
Human Resource Management
The human resource management is primarily responsible for increasing the contributions and effectiveness of employees in working towards the accomplishments of an organisations objectives and goals. The responsibilities particularly with areas which include work designing, staffing, benefits and compensation for employees. The duties converge towards maximisation of the employees’ effectiveness for the accomplishment of optimum company productivity. HRM is crucial in every organisation to ensure growth and the comfortability of the employees (Brewster et al. 2016). The human resource personnel is required to accommodative with each employee and be available to listen to their views and complains. That is because he or she serves as a bridge between the employees and head of the organisation.
Furthermore, the level of motivation and reliability of the employees relies on the HRM’s performance. Furthermore, they are responsible for the planning, recruitment, selection, and development of human resources. They contribute in the establishment of labour laws and regulations and ensure that each one of them is maintained among the employees (Aguinis, 2013).
HR functions within the Performance management system
The main role of human resource management in performance management is ensuring that performance appraisals are designed and implemented. They ensure that the implementations are run smoothly by taking the responsibility of mediation between the employees and their heads. The performance appraisal entails review that is done regularly on the performance of employees and their overall contribution to the attaining of an organization’s objectives. That involves evaluation of their achievements, skills and personal growth (Aguinis, 2013). Both the employees and their managers create the appraisal and the frequent monitoring is done in collaboration for them to be able to get a balanced and sound judgment. Human resource management is required to redesign the appraisals in case of any problems to promote effective monitoring process. The implementation involves directing the employees and reminding them to focus on the set objectives in life with the set time deadlines of accomplishment. The design of the performance appraisals determines the effectiveness of the performance management system. The human resource management practices are supposed to be set appropriately. They include job descriptions which are well designed, effective supervision, employee training, and orientation which is comprehensive and a conducive working environment (Decramer et al. 2013).
Ultimately, the performance management system should be effective with the following attributes. Cover all job positions in the organisation with specificity, ensure alignment with the company’s culture, be easy to use and practical, ensure that every employee’s picture of performance provided is accurate and continuously provide feedback after every monitoring activity. Furthermore, it is crucial for any area of unsatisfying performance to be identified to erect appropriate plans for improvement. All these promote effective training and development which can be accomplished by the help of the human resource management (Forth et al. 2013).
Effective performance management alongside with compensation benefits on employee retention
Performance management involves a collaboration of the employees with their managers to ensure that the objectives and contributions of the employees are planned, monitored and reviewed continuously. However, the results of the monitoring and reviews can be unsatisfactory due to the poor foundations laid by poor human resource management. Employees have different capabilities and motivating them helps to bring out their actual talents to contribute to big organisational developments. Compensation and benefits is an area of responsibility under the human resource department, and it mainly acts as a motivator of the employees. Most of the employee’s research on the state of compensation and benefits of an organisation before applying for a recruit. Depending on the intensity and level of working position of an employee, the human resource management should analyse and adjust for the compensation to be given to the employees (Christensen & Rog, 2008). It has been noted that many employees are underpaid their wages, and that results in many hiding their talents due to discouragement.
Furthermore, their complaints to their manager are ignored. A good human resource management system needs to balance the compensation allocation with the type, intensity, and level of qualification of an employee’s job. That would portray fairness hence attract more talent in the working. Benefits such as personal leaves, health care insurance, and welfare and pension reports will retain talented employees who will in return develop the organisation (Oladapo, 2014).
An effective performance management system provides development opportunities and training to employees, and that helps to attract, develop and retain talented employees. The training helps in increasing their knowledge and skills hence enlighten their know-how on the different areas of work. The talents are therefore discovered and unleashed from the bondage of fear and intimidation. Development opportunities such as offering promotions to the outstanding workers upon evaluation are significant. The works get to develop a sense of realisation, and some discover the ability es of leadership and other talents that can be best utilised in those job positions. That need to go along with compensations and benefits. For example, the employees need to be given allowances for their training s and benefits such as the upgrade of studies to improve their talents. Compensation also needs to correspond to their work which is very resourceful in support of talent development (Jiang et al. 2012).
The employees’ accomplishments need to be recognised and feedbacks provided continuously for a performance management system to be effective. The team needs to be transparent and sincere in giving feedback so as the employees can identify their areas of weakness and strengths. Every single achievement should not slip away unnoticed. For example, if an employee is spotted to have a particular talent, that needs to be recognised and nurtured. The support makes the employee realise the significance their expertise has toward the achievement of the organisational goals (Christensen & Rog, 2008). They should also be given opportunities to showcase their talents and offered benefits on their excellent performances. Eventually, the support will lead to the growth of that company and also attract other skills to the surface. Such a working environment can not cause employees to resign. They will stay to work together with the managers in ensuring the success of the company (Oladapo, 2014).
During appraisal, the employees’ different levels of performance are identified. An effective performance management system will ensure that areas of poor performance are identified. Consequently, plans should be made to assist the employees in correcting mistakes and set paces for improvement. That will help in improving the performance of all employees so as both of them attain the required organisational level of performance. During the process, the manager needs to communicate on the expected accomplishments as well as the expected time of job coverage. The employees then will work in setting measurable, timely and achievable goals to contribute to the main objectives of the organization. The areas to be improved need to be monitored so that if they accomplish their set areas of improvement, they be given benefits. That will help motivate and retain talented employees (Oladapo, 2014).
Analysis of employment and labour laws and regulations that impact HRM and work relationships
The labour and employment laws and regulations are established to enable both the employees and the employers work in a conducive and protected environment. The knowledge of the laws by the employers and employees make them handle situations with the confidence of being safe by the law and understand their rights about different circumstances. The human resource management makes the working regulations about the nature of the organisation. The laws and regulations, therefore, have a significant impact on the areas of responsibility covered by human resource management (Acharya et al. 2013).
The compensation and benefits of the employees are to be determined in consideration of the law. Compensations involve payments given about the work done, also, known as salary or wages. According to the law, the federal minimum amount wage to be paid is approximately 7.5 dollars per hour. Furthermore, they are demanded to be paid for any extra time worked under the order of their employers. Other compensations such as snow days’, vacation and unpaid wages are to be paid but vary according to the organisation’s regulations. The laws help both human resource managers, managers, and employees understand their rights of payment. That, in turn, helps in building the relationship between the employer and employee since the employee can confidently ask for their pay rightfully (Twomey, 2012).
The benefits are mandatory in every organisation although they vary depending on the internal rules and regulations. For example, some organisations offer family health insurance to their employees and holiday leaves. However, benefits such as maternal leave, sick leave, life insurance, and retirement planning are compulsory in established companies. The employees’ welfare needs to been prioritised because unsettled and unfulfilled employees cannot perform to the expected standards. Benefits such as leaves help them find time to settle their issues which cannot be solved while they are continuously at their workplace. The HRM, therefore, can be able to understand the different states of their employees through the benefits that they need. For example, maternal and paternal leaves can only indicate that an employee is a parent and if an employee shows interest in applying for family insurance it only suggests that they have a family to take care of (Twomey, 2012).
The HRM is responsible for planning, select and recruit employees to work in an organisation. The law of equal employment opportunity has an impact on the way procedure expected to be used during selection of the right candidates. The qualified candidates cannot be discriminated by religion, race, ethnicity, national origin, physical or mental disabilities, and pregnancy. Furthermore, they are not subject to any form of harassment either by fellow employees or by employers. The HRM, therefore, is required to recruit employees based on their merit qualification regardless of the presence of any of the indicated physical and mental states (Acharya et al. 2013).
The labour laws also have an impact on human resources management responsibilities. The family medical leave act recommends unpaid leaves for all covered employees in case of a health emergency of their family members. The Affordable Care Act supports the HRM to consider employees who are nursing mothers to have a secluded room and provided time to breastfeed their children while at the workplace. Furthermore, the Child Labor Laws ensure the protection of minors who work by setting time restrictions and regulating their working time durations. Some companies have strict limits of not allowing minors due to the nature of work. Therefore, the HRM should consider all these laws while planning and designing the work for the employees (Twomey, 2012).
HRM functions’ optimisation of organisational and employee behaviour
The human resource management functions aim at designing work about the needs of an organisation to be able to promote its growth and development. The structure of the organisation is determined by the setup job positions and descriptions (Alfes et al. 2013). The HRM plans and develops job descriptions which make the appraisal process to be easily carried out. The employees are also able to understand what duties they are accountable to and the timeline in which the work is to be accomplished. Compensations and benefits that come along with working help in the maintenance of the employer and employee relationships. They are also enlightened about their rights on getting the benefits and compensations. Good payment helps to attract and to retain talented employees (Alfes et al. 2013).
The employees are motivated to perform at their best in attaining all goals set for the optimisation of the organisations’ development. Promotion of training amongst the employees helps in increasing their skills and knowledge to help them maximise their performance at work. That guarantees the optimum development of the organisation as the employees’ talents help them to bring out innovativeness in their decision making. The manager’s support to the employees’ ideas encourages them to carry out their jobs creatively and with the confidence of receiving full back up from the administration.
References
Acharya, V. V., Baghai, R. P., & Subramanian, K. V. (2013). Labor laws and innovation. The Journal of Law and Economics, 56(4), 997-1037.
Aguinis, H. (2013). Performance management (Vol. 2). Boston, MA: Pearson.
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. Routledge.
Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.
Decramer, A., Smolders, C., & Vanderstraeten, A. (2013). Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction. The International Journal of Human Resource Management, 24(2), 352-371.
Forth, J., Kersley, B. E., Lardies, C. A., Bryson, A., Bewley, H., Dix, G., & Oxenbridge, S. (2013). Inside the workplace: findings from the 2004 Workplace Employment Relations Survey. Routledge.
Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A. L. (2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human resource management review, 22(2), 73-85.
Oladapo, V. (2014). The impact of talent management on retention. Journal of business studies quarterly, 5(3), 19.
Twomey, D. (2012). Labor and Employment Law: Text & Cases. Cengage Learning.