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Interrelationship Between Human Resource Management and Success of Performance Management - Dissertation Example

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The paper "Interrelationship Between Human Resource Management and Success of Performance Management" focuses on the critical analysis of the interrelationship between Human Resource Management and Success of Performance Management in the effective competitive advantage…
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Interrelationship Between Human Resource Management and Success of Performance Management
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Management is a system or approach that relates to the ability of leaders or managers to create a motivating environment for co-workers contextualized on situations. It is to lead that value on developing human resources, discipline, effective relations, transformation, strategizing, and integrating situational leadership to effect desired change (Hersey, Blanchard, and Dewey, 1998). Applied to human resources, management is a strategy or approach where all workers systematically contribute to the achievement of a firm or company’s goals by employing persons, enhancing their skills, maximizing their capacities with due compensation to services rendered (Armstrong, 2006). To this end, managers evaluate worker’s performance based on corporate standards as part of career development and employee feedback mechanisms for the improvement of performance through coaching (Schneier and Beatty, 1979).
Nienaber. H (2010, pp. 5-6) explained that management relates to an organizational structure where a “general manager” runs a business and performing tasks to ensure success in production and marketing affairs. The tasks are often classified into five broad categories: planning, organizing, direction, coordination, and control (Fayol, 1916, pp. 145-152). These constitute major managerial functions, with communication, motivation, and decision-making as secondary management tasks. Management means “getting things done effectively through people”. This connotes the imperativeness of leadership’s pivotal role in managing people and their expertise to optimized results in response to the company’s goals. Great managers succeed. Nienaber (2010, p. 2) pointed that “a manager without leadership is like a ship sailing on high seas without a compass and a gyroscope”. Rousseau (2006, pp. 4-27) also said that in contemporary times, some managers rely largely on personal experience to the exclusion of systematic processes and scientific methods.

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