Managing Human Resources
Student’s Name
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Managing Human Resources
Question One
A public transport bus driver’s primary responsibility is of transporting passengers over specific routes to designated distant points following a specified schedule. A bus driver is in charge of ensuring and overseeing all services on the bus, including assisting passengers in loading and offloading baggage and collecting cash fare or collecting tickets (Van & El-Geneidy, 2017). Other responsibilities include regulation of lighting and heat for passenger comfort, complying with traffic rules, reporting delays, recording ticket fares and receipts, and making minor repairs like changing tires.
An athletic coach instructs and works with athletes in preparation for a competition who then take part in individual or team technical training and coaching. They are experts on the rules, techniques, and strategies of their sports. It’s their responsibility to deal with the appropriate equipment and safety as well as the physical fitness of the athlete. They can work in professional environments, full-time or part-time secondary school athletic sports, or individual athlete coaches. The coaches oversee all team activities and are in charge of the overall monitoring of the same.
Assembly work entails reading, understanding, and following established guidelines and procedures. Collection of all related equipment and material needed to commence the process while taking precise measurements to ensure the perfect fit of components. They select and modify the elements per specifications and sizes. The assembly worker should assemble these components in a way that can also fit complex design. They must also meet quality and safety requirements while at it. University instructors are in charge of carrying out instructions in a broad spectrum of academic, career, and technical units or subjects at the university level. They teach courses in their areas of the subject specification, work with students to improve their knowledge and skills, come up with an instructional plan for their various subjects, plan lesson schedules, and respective assignments, among other duties.
Question Two
Compensation is the rate of pay or reward for performing or completing the day-to-day tasks as agreed upon at hire. It is based on results, while incentives are paying for performance meant for motivating an employee to keep him or her working hard and striving for the best results e.g., commission. Companies incorporate compensation and incentives to attract and retain their best staff. Employees are unique. Companies often offer a range of match and mix options suiting their individual preferences; hence a manager provides a package including compensation and incentives based on the type of work and areas of interest.
In most cases, managers use monitory incentives as a way of motivating their employees. Still, in reality, the impact of monitory incentives doesn’t last long as intended, which has seen more companies lean to the idea of non-monitory incentives such as awards, merchandise, gift cards, travel trips, among others. The main reason companies are opting for the latter is because they are more memorable. Employees often want to feel appreciated, and what better way than to use a method that gets to them emotionally in the form of gifts rather than money that would be spent and forgotten.
An accountants incentive and compensation program should incorporate raises and promotions annually, which would see to the changing needs of the employees, a standard compensation plan, review criteria whereby the increment of salary and promotion, replaceable compensation scheme that needs adjustments often (Tracey & Tews, 2017). .for a human resource management graduate with part-time experience the compensation and incentive program should entail an incentive plan that rewards results identified at the start of the performance cycle, a discreet bonus plan that determines the amount to be allocated to individuals after a certain work period and awards to recognize contributions that are extraordinary as they occur.
Question Three
The human resource process of recruiting a public drivers entails giving criteria of what is expected of them and their qualifications; once they have submitted their requests, the hr. should go through the applications and identify who suits them best and hire them and give additional training after which they will be assessed and evaluated. Hiring an athletic coach includes identifying a coach relevant to the sports discipline, hiring them, and evaluating them based on their experience. For an assembly worker, you need to shortlist the best-suited individuals, evaluate them based on experience and performance records. For a university instructor, one should look at their qualifications and experience and evaluate them on their performances.
The advantages of internal recruitment of a public transport driver include reduced time in hiring since the candidates are already in your workplace hence making it easier and saving time as compared to external hiring (Simbolon & Hendri, 2020). Internal recruitment is easier for the employees since it shortens the onboarding time because the employee already understands your company’s policies and practices. Disadvantages of externally recruiting a university instructor include more expenses since it’s not from your institution, it requires more time in identifying and getting the right person suited for the job. External recruitment may also involve third party help from recruitment specialist agencies and individuals.an external university instructor may perform well in the interview but fail once hired or employed, among others.
References
Simbolon, E., & Hendri, A. S. (2020). EFFECT OF INTERNAL CONTROL EFFECTIVENESS, COMPENSATION SYSTEM, INFORMATION ASYMMETRY, AND ACCOUNTING RULES, ACCOUNTING MORALITY TO JENDING ACCOUNTING TENDENCY OF ACCOUNTING SHORT BEHAVIOR WITH INTERVENING VARIABLES (Empirical Study at Adventist Schools in. Jurnal Terapan Ilmu Manajemen dan Bisnis (JTIMB), 3(1), 96-114.
Tracey, J. B., & Tews, M. J. (2017). Training effectiveness: Accounting for individual characteristics and the work environment. Cornell Hotel and restaurant administration quarterly, 36(6), 36-42.
Van Lierop, D., & El-Geneidy, A. (2017). A new market segmentation approach: Evidence from two Canadian cities. Journal of Public Transportation, 20(1), 2. Retrieved from: https://doi.org/10.5038/2375-0901.20.1.2