FREE ESSAY ON GOOD HUMAN RESOUCE MANAGEMENT

GOOD HUMAN RESOUCE MANAGEMENT

by chad
Good Human Resources
With today's workforce becoming increasingly diverse, Human Resource managers are having
to stay ahead of the labor force start implementing more ways to maximize the benefits of
employees in order to get what they need from it resources. Organizations are relying on
their skilled managers to get the people who get the job done, and of course, make the
company money. But that is not always the most important aspect of running a business.
People are. People have always been central to organizations, but today their strategic
importance is growing in knowledge-based business world like never before. An
organization's success increasingly depends on the knowledge, skills, and abilities of
its employees. Without out them they would surely fail. Particularly, how a company is
run and how they treat their employees and customers help set the core competencies,
which distinguish one organization from its competitors. This paper is intended to give
an overall view of how important Human Resources re to a organization.
A organization can achieve a sustained competitive advantage when they have employees
that are very valuable and well organized. To do this an organization has to be able to
do a good job of managing their human capital which is the knowledge, skills, and
capabilities that add value to the organizations. Managers must develop strategies for
identifying, recruiting, and hiring the best talent available. Once they get these
individuals they must make them valuable assets to the company. They must develop these
individuals in ways that are specific to the needs of their individual firms and
encourage them to generate new ideas while familiarizing them with the company
strategies. They must also be willing to share information, and encourage them to give
feedback to new or old ideas.
The basis on which compensation payments are determined, and the way they are
administered, can significantly affect employee productivity and the achievement of
organizational goals. Establishing compensation programs require both large and small
organizations to consider specific goals. Employee retention, compensation distribution
and adherence to the budget must be carefully weighted against the overall organizational
goals and expectations. Compensation must reward employees for past performance while
serving as a motivation tool for future performances. In a competitive market it may be a
good idea to pay a little higher than competivors. Internal and external equity of the
pay program will affect employees' concepts of fairness. Organizations must balance each
of the concerns while still remaining competitive. For internal equity an organization
can use one of the basic job evaluation techniques to determine relative worth of job.
The most common are the ranking and classification methods. The job ranking system
arranges jobs in numerical order on the basis of the importance of the job's duties and
responsibilities to the organization. Job classification slots jobs into pre-established
grades with higher rated grades requiring more responsibilities, working conditions, and
job duties. External equity can be determined by a wage survey. Data obtained from the
surveys will facilitate establishing the organization's wage policy while ensuring that
the employer does not pay more, or less, than needed for jobs in the relevant labor
market. Base salary is only one aspect of a retention plan for important employees.
Benefits and incentive plans are valuable perks in recruiting and retaining essential
employees. Benefits are an established and integral part of the total compensation
package. In order to have a sound benefits package there are certain basic
considerations. It is essential that a program be based on specific objectives that are
compatible with the organizational philosophy and policies as well as affordable to the
company. By utilizing a flexible benefits package, employees are able to choose those
benefits that are best suited to their individual needs. For instance a real young
healthy person may not need a very expensive medical plan if they rarely get sick.
Incentive pay plans can be advantageous to both the employer as well as the employee. The
success of an incentive pay plan depends on the organizational climate in which it must
operate, employee confidence in it, and its suitability to employee and organizational
needs. Importantly, employees must view the incentive plan to be equitable and related to
their performance. Performance measures should be quantifiable, easily understood, and
bear a demonstrated relationship to organizational performance. Performance appraisal
programs serve many purposes, but in general those purposes can be clustered into two
categories: administrative and developmental. 
The administrative purposes include decisions about who will be promoted, transferred, or
laid-off. They can also include compensation decisions. Developmental decisions include
those related to improving and enhancing an individual's capabilities. These include
identifying a person's strength and weaknesses, eliminating external performance
obstacles, and establishing training needs. Within many organizations, performance
appraisals are seen as a necessary evil. Managers frequently avoid conducting appraisals
because they dislike playing the role of judge. As a result appraisals are conduct
annually, for good or evil, and are usually just forgot about. 
Largely the success of an organization depends on the performance of its human resources.
To determine the contributions of each individual, it is necessary to have a formal
appraisal program with clearly stated objectives. Carefully designed performance
standards that are reliable, strategically relevant, and free from either criterion
deficiencies or contamination are essential foundations for evaluation. The use of
multiple raters is frequently a good idea because different individuals see different
facets of an employee's performance. The supervisor, for example, has legitimate
authority over an employee and is in a good position to discern whether he or she is
contributing to the goals of the organization. Peers and team members, on the other hand,
often have an unfiltered view of an employee's work activity, particularly related to
cooperation and dependability. By offering enticing compensation packages, equitable pay,
flexible benefits and known incentives an organization allows itself the luxury of
identifying and selecting those which meet the needs of the organization. This selection
process should provide as much reliable and valid information as possible about
applicants so that their qualifications can be clearly matched with job specifications.
The information gathered from applications and interviews must be reliable and valid,
clearly job-related or predictive of success on the job and free from potential
discrimination.
The interview is an important source of information about the job applicant. It can be
unstructured, wherein the interviewer is free to pursue whatever approach and sequence of
topics that might seem appropriate or structured where each applicant receives the same
set of questions, which have pre-established answers. Regardless of the technique chosen,
those who conduct interviews should receive specialized training with interviewing
methods. This gives the Human Resource manager the most relevant information for making a
knowledgeable decision about which applicant will fulfill the needs of the organization.
In filling job openings above the entry level an employer usually finds it advantageous
to use transferring and internal promotions. By recruiting from within, an organization
reward employees for past performances and send a signal to other employees that their
future efforts will payoff, while capitalizing on previous investments made in
recruiting, selecting, developing, and training its current employees. Today
organizational operations cover broad areas and require continuous training for effective
job performance, evolutions in product areas, and corporate growth. In order to have
effective training programs organizations can utilize a systems approach. Key areas of
this approach include needs assessment, program design, and evaluation. Needs assessment
begins with organizational analysis. Managers must establish a context for training by
deciding where training is needed, how it connects with strategic goals, and how
organizational resources can best be used. In designing a training program, managers must
utilize principles of learning in order to create an environment that is conducive to
learning. The evaluation of a training program should focus on several criteria:
participant reactions, learning, behavior changes on the job, and bottom line results.
Human Resource Management's front-line fight is to get the organization in order. As Tom
Peters stated in A passion for Excellence  Trust people treat them like adults, enthuse
them by lively and imaginative leadership, develop and demonstrate an obsession for
quality, make them feel they own the business, and your work force will respond with
total commitment. Evidence points to a more active interest in and careful implementation
of human resource management. Management is, by definition, getting things done through
people. If managers are to increase productivity, reduce costs, and improve their
organization's competitive advantage, they must focus on how to properly manage
personnel. Creating effective motivation and leadership, recruiting and retaining the
right personnel, rewarding and treating employees fairly, establishing an environment
that supports the people and benefits the organization, the Resource Manager looks
towards a future with exciting challenges and opportunities for managing an
organization's most valuable resource - its people.