Evaluation of Agency’s HRM
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Evaluation of Agency’s HRM
Human Resource Processes
- Carry out essential examination of each of the organization’s key departments: The outcome of this involves a deeper understanding of the challenges confronting the components of the agency’s human resource system.
- Establish a distinction between some of the essential human resource issues from investigations ensuing: Improving on the first step’s reprimand, the outcome of this intervention is an analysis of the critical issues affecting the human resource division of the agency.
- Separate the ongoing human resource issues: despite the essential human resource issues acknowledged in step two above, the current human resource issues impacting the adequacy of the workforce must as well be identified.
- Sort all manner of the human resource identified problems and make a decision on the activities: after having identified all of the issues pertaining the agency’s human resource department via the second and third industrial actions, they all need to be highlighted and matched with related activities required for the attempt to address the issues from the top of department’s administrative hierarchy.
- Come up with the Human Resource Management Plan: after collecting the views of the top administration regarding the problems bedeviling the department as well as essential moves to be made in the fourth step, the Human Resource Management Plan and related programs are created and defined as well.
Implications of Human Resource Workforce
Several factors affect the performance of an organization’s workforce—for instance, training, a composition which includes dominating age, gender, and race. There are also others such as working physical environment, which consists of the buildings fitted with access aids for persons living with a disability, availability of smoking zones, exercise spaces, among others. In the FDA, some of these factors exist and play a critical role in the aggregate output. The agency in the recent past has concentrated its new recruitment efforts on hiring young people aged between 23 years to 33 years (Wu, 2018). The group also exhibits a strong sense of diversity as all races and ethnic groups are well represented in the organization’s workforce. Also, there has been a concerted effort on the part of the agency’s human resource department to hire college and university-trained graduates with few low ranking positions being preserved for high school graduates individuals.
Another essential element to talk about is the inclusion of persons living with disabilities in the agency’s vibrant workforce. The FDA has earned special mentions from various state departments and some non-governmental organizations vwith employment affirmative action across the country. Another important factor that also possesses a considerable influence on the performance of the FDA’s workforce includes internal human resource policies that govern the day to day aspects of working in the agency. These internal policies touch on areas to do with ethics, the general conduct of employees while in the work environment or away from the place, among others (Taskin, & Ndayambaje, 2018). The policies have been revised a couple of times to reflect the demands of the current times as well as to be alive with the current composition of the workforce.
The agency, FDA is not profiting making organization but a regulator with a focused objective of delivering on its mandate. To do this, the agency’s human resource department hence made a deliberate move to employee averagely young, diverse, and well-trained workforce. Such a move has reflected on the general performance of the agency in the recent past. However, there have also been problems here and there between the agency and the union representing the workers. The break down in the relationship between the two entities has led to two industrial actions that completely paralyzed operations nationally. In summary, the agency has had a mixed outcome with its expensive workforce for the past few years.
Succession Planning for Human Resource Management
Having performed analysis on various departments of the agency, the skills seeming to absent from the managerial league are quite apparent. If the scope was expanded adequately, maybe several recommendations could have been left for purposes of bettering the leadership of the agency. To that effect, there are three recommendations issued; decision making, the delegation of duties, and motivating employees.
Decision making: management skills are divided into three categories, namely, technical skills, interpersonal skills, and conceptual skills. All these three entail several specific skills required for management. The main areas of concern touch on interpersonal skills. The decision relating to inadequacy in the skills of decision making in the organization and informing the decision to include decision-making skills as one of the missing management skills in the organization (Bussin, & Brigman, 2019). Decision making is a critical skill that is heavily relied upon by managers during strategy formulation, evaluation, and execution. The management at the agency has demonstrated an apparent lack of planning, evaluation, and execution, which are critical indications of lack of proper decision making.
Delegation of duty: this is another vital management skill that managers ought to exercise in their day to day management exercise. Delegation is the act of passing various duties, instructions, or tasks to a more junior employee for execution or monitoring. Delegation of duty has always been superficially used to represent the actual act of relinquishing tasks to another party yet involves analyzing the recipient of the delegated duties and determining a match between them. It is said that the latest concept about duty delegation is not yet clear to the managers at the agency. The importance of the skill among managers is that it avoids wastage of time and resources but also increases the speed or hastens the pace at which other processes move with.
Motivating: It also represents a very important managerial skill as it involves the organization’s employees to obtain rejuvenation for having done various good things done properly and hence opening. Managers can use various tactics to carry out motivation. Managers can use intrinsic or extrinsic methods to launch motivation. At the agency, the relationship between the management and the employees has not been good. However, the agency manager can improve the relationship with the manager.
There are a number of programs that the organizations can rely on to improve against proper decision making, the delegation of tasks, and employee motivation above three missing skills from its top management. Some of these interventions include program exchange between the agency’s management and another management where managers are knowledgeable on the three issues, which include decision making, motivation, and duty delegation. The exchange program can also benefit employees the same way the managers.
Job Analysis and Design
The title of the position is referred to as the Quality Assurance Officer. There are certain specifications that one must meet in order to be considered in the position. These specifications touch on years of work experience that one must have academic qualification and integrity. During a performance appraisal, the three specifications are treated differently. For instance, the experience is treated in accordance with its contribution towards meeting certain set-out objectives as regards the work done during the period occupying the position. Additional academic qualification above the baseline qualification as earlier on specified is also assessed to determine the additional contribution to the set-out objectives. Finally, if there isn’t a negative report or entry that can indict one’s character at the HRM, then the third specification equally passes the exam. Quite a number of departments in the organization are replicating the position of Quality Assurance Officer. It is important to learn and analyze the HRM of a company or agency with a view of determining areas to improve.
The Appendix
The basic function of an interview is to investigate how well questions are performed when asked by the interviewer; that is, if respondents grasp the inquiry enough and if they can offer definite responses. Scholarly testing secures that a review address viably gets the insightful point of the exploration and, simultaneously, looks good to respondents (Mohan & Arumugam, 2016). Questions that are confused by respondents or that are difficult to answer can be improved going before taking care of the diagram, thusly growing the general idea of survey data. Besides, when review data has accumulated, emotional testing results can give accommodating information to customers by filing potential wellsprings of response botch and, moreover, giving a wealthier perception of the kind of data that has been assembled.
References
Bussin, M. H., & Brigman, N. (2019). Evaluation of remuneration preferences of knowledge workers. SA Journal of Human Resource Management, 17(1), 1-10.
Mohan, A. K. L. & Arumugam, D. (2016). A Study on evaluation of Human Resource Practices In Hotel Industry with special reference to selected Hotels in Chennai City. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(4), 268-273.
Taskin, L., & Ndayambaje, J. (2018). Revealing the dominant anthropological consideration of humankind in the teaching of Human Resource Management: A critique of individual performance evaluation. Ephemera, 18(2), 277-301.
Wu, X. (2018, December). Research on Evaluation of Human Resources Competitiveness of Small and Medium Enterprises Based on FCE. In 2018 8th International Conference on Management, Education, and Information (MEICI 2018). Atlantis Press.