Roles/Functions of Human Resources Essay

Custom Student Mr. Teacher ENG 1001-04 17 December 2016

Roles/Functions of Human Resources

Function 1: Manpower planning

It has been proven that there are penalties for not being correctly staffed. When a company is either understaffed, or overstaffed, it can become costly, as well as detrimental to the welfare of the company and its employers, and employees. a. Understaffing can have a company lose its business economy, specialization, orders, customers and profits. b. Overstaffing can be wasteful as well as expensive for the company/ business. If sustained, overstaffing will be costly to eliminate because of today’s work ethic, and financial and salary cap. Very importantly, overstaffing reduces the competitive efficiency of the business. When planning an assessment at staff level this will require present and future needs of the company to be compared with present resources and future predicted resources. Once all company options, and company planning, have been made, this will evolve into further planning for recruitment, training, retraining, labor reductions, early retirement and redundancy or even changes in the workforce. This will also bring supply and demand into play, not just as a once and a while exercise, but a continuing workforce planning exercise.

Function 2: Recruitment and selection of employees

Recruitment of staff should be done by analyzing the job to be done like for instance an analytical study of the work to be performed to determine all correct and essential factors that are written into the job description so that the selectors know what physical and mental characteristics applicants must possess, and what qualities and attitudes are desired and what characteristics are a decided disadvantage; In the case of replacement of staff is and can be a critical question of the need to recruit at all. While, replacement of employees should never be an automatic process, at times it can be called for, and or necessary.

However, there should always be an effective selection when “’buying” an employee (this is the price, wage or salary multiplied by probable years of service) however bad buys can be very expensive. For instance some companies (when coming to particular jobs) use external expert consultants for recruitment and selection. Sometimes small organizations hire to “head hunt” or to attract staff/ employees with high reputations from other existing employers to do the recruiting. However, sometimes companies make poor selection in the hiring, even for the mundane day-to-day jobs, but those recruited and selected should be well trained to judge the suitability of the applicants, like for instance, and starting with internal promotion.

Function 3: Employee motivation,

When trying to keep your staff happy and motivated and wanting them to give their best while at work. You have to pay attention to your employee’s financial and psychological and even physiological welfare. Doing this requires basic financial rewards and their working hours per week, as well as bi-weekly along with staffing needs that vary with productivity of the workforce; while the technicalities of payment and other systems may be the concern of others, the outcome of them is a matter of great concern to human resource management, and employee morale. This will increase the influence of personal behavior and employee motivation, which will have your worker wanting to produce more service at a more professional level. The employee will want to go farther, and will boost themselves to become more competitive, satisfied in the work place, more involved, more participation, and strive to move up the internal corporate ladder.

But Human Resource Management must act as a source of information about and a source of inspiration for the applicant.

Function 4: Employee Evauation

Any organization is going to need to constantly take stock of its workforce and assess its performance in existing jobs for three reasons:

1. Improve organizational performance by improving performance of individuals and there contributors. This should be an automatic process in the case of good managers, and leaders. This should be done annually. In doing this, it is showing what is being done to improve the performance of a person or company’s last year, and what can be done to improve his or her performance in the year to come.

2. Identify the potential, i.e. recognizing existing talent in your workers and using that to fill vacancies higher in the organization or to transfer individuals into jobs where better use can be made of their abilities or developing skills.

3. Providing an equitable method by linking payment to one’s job performance where there aren’t any numerical criteria. In doing this often, a salary performance review takes place about three months later and is kept quite separate from methods 1 and 2, but is based on the same assessment.

Having on-the-spot managers and supervisors, are extremely essential. They carry out evaluations and critiques. While the personnel role is usually that of advising top management of the certain principles and objectives of the evaluation system and designing it for particular organizations. Developing these systems appropriately by consulting with certain managers, supervisors and staff representatives secures the involvement and cooperation of critiques and those to be critiqued. The setting of these objective standards of evaluations and assessments, are; Defining targets for achievement; Explaining how to quantify and agree; Introducing self-assessments; Eliminate complexity and duplication.

By publicizing this exercise and explaining to staff how the system will be used, organizes and establishes necessary training of managers and supervisors who will carry out the actual evaluations/ appraisals. Not only will there be training principles and procedures, but also training in the human relations skills necessary. When monitoring this procedure and ensuring it does not fall into disuse there are follow ups on training or even job exchanging, pay raises and recommendations that remind leaders and managers of their responsibilities.

Periodic full scale reviews should always be made the standard. This feature of schemes can show some resistance to evaluation. However some appraisal schemes are common and temptation to water down or render some reviews is ever present. Managers resent this time being taken if nothing else. A Basic evaluation or critique is a formalization of what is done in a more casual manner. Most managers approve merit payment and calls for evaluation. This task has been shown that this type of standard routine can aid the development of talent and also warn the insignificant or uncaring personnel that this can be an effective form of motivation or resignation.

Function 5: Industrial relations

Industrial relations, while a recognizable and legitimate objective for an organization, can become difficult to understand at times, since a good system of these industrial relations involves close relationships between Workers (informal and formal groups, I.E. trade unions, organizations as well as their representatives); Employers, as well as government and legislation and government agencies and independent agencies.

Oversimplifying the work is a matter of managers giving instructions and workers following them. But the variety of different forms which in today’s workforce has evolved to regulate the conduct of making the giving and receipt of instructions far from simple.

Function 6: Provision of employee services Paying close attention to mental and physical well-being of employees is normal. In many organizations this is a means of keeping good staff and attracting others to fall in to ranks for higher paying positions

Among these normal activities are, plans for occupational sick pay, extended sick leave and access to the company’s medical adviser or insurance claimer, plans for bereavement maternity leave or other special leaves; rehabilitation of injured/unfit/ disabled employees and temporary or a permanent move to lighter work; the maintenance of disablement statistics and registers, ( I.E. registering employees, as well as supplying individuals with correct paperwork, parking, and pay grade); and assistance with financial and other aid for employees in difficult situations that have possibility of running into retirement or pre-retirement courses and similar fringe activities.

In a nutshell HRM is responsible for administration, training and education in awareness and understanding of the law, and for the alerting of all levels to new requirements.

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