The Important Role of Human Resource Management in the Success of an Organization - Coursework Example

HUMAN RESOURCE MANAGEMENT (Degree for which this dissertation is being submitted) Submitted in part fulfillmentof the Date of Submission HUMAN RESOURCE MANAGEMENT Organizing refers to the process of bringing together physical, financial and human resources and establishing productive relations among them for the achievement of specific goals, It is concerned with building up a stable framework or structure of various interrelated parts of an enterprise, each part having its own function and being centrally regulated. In an organization, communication is the transmission of information and understanding from one person or group to another. Communication can be defined as a process, which links people and system to produce an effective organization. Managers are involved in two kind of communication-interpersonal and organization. The former is a process of sharing information and understanding between two people or a small group: the latter makes use of systems to share information and understanding with large number of people. Both type of communication occur at all level within an organization, with people outside the organization, and between organizations. Organization learning focuses on the way people make sense of their experiences at work. The aim of organizing is to enable people to relate other and to work together for a common purpose. The organized group of people in a collective sense is known as organization. (Yvonne 129) "Organization is the process of identifying and grouping work to be performed, defining and delegating responsibility relationships for the purpose of enabling people to work more effectively together in accomplishing objectives." (Yvonne 149) -Louis Allen Organizational learning is about the effective processing, interpretation of, and response to, information both inside and outside the organization (Ahuja, 2005, p.880). Organization learning helps in bringing administrative efficiency and inculcate within element of success through several ways, which are outlined as follows: 1. Specialization. In the process of organizing, care is taken to see the activities are divided and subdivided into compact and convenient jobs. They are also to be grouped on the basis of similarity. Organizing thus promotes specialization, speedy performance of tasks and efficiency. 2. Well-defined jobs. The jobs of manager and non-managers are clearly defined and differentiated. This helps the process of looking for and selecting the employees and fitting the right person to the right job. 3. Clarifies authority and power. A clear-cut definition of authority enjoyed by each manager and his jurisdiction of activity minimizes conflict and confusion about the respective power and privileges of managers. 4. Avoid duplication of work. In the process of organizing specific jobs are assigned too individuals and work group. Thus organizing helps in avoiding duplication of work and overlapping in responsibilities among various Employees and work units. 5. Basis of coordination. The organization structure serves as a mechanism for coordination and unification of efforts of people. Higher-level managers exercising their authority over interconnected activities of lower level managers bring about harmony at work. 6. Source of support and security. Organizational structure is a source of support, security and satisfaction to managers and employees inn performing their assigned tasks. It recognizes the relative status levels of members enjoy a definite status and position in the organization. 7. Adaptation. Organization structure facilitates adjustment to changes in workload caused by changing conditions in the external environment related to technology, markets, products and resources. MANAGING HUMAN RESOURCE IN AN ORGANIZATION Theories of learning be integrated into the design and delivery of training courses The term Human Resource Management, as opposed to 'personnel', signifies the broader role the management of people now plays in organization, and is closer links with strategic planning. An induction program, which takes place as soon as a person has been hired, can reduce staff turnover and enable the new employee to become effective and reach expected performance levels more quickly. Induction programs are important in that they help shape the new employee's views of the organization. The fact that an organization's turnover rates are nearly always highest amongst new employees underlines the need for effective induction programs. (Yvonne 108) Training and Development Training is a specific activity, which provides employees with knowledge, and activities, which provides employees with knowledge and skill to satisfy immediate job requirements. Development refers to more general activities, which prepare employees for longer-tem opportunities. Training plans are a useful tool for identifying and planning the training activities of a work area .On the job training is the most common approach, although off the job training is more appropriate in some circumstances. Training is usually taken to mean providing employees with knowledge or specific job skills to satisfy immediate job or organizational needs. This could range from assembly workers learning new techniques to enable them to increase output, to managers learning how to better manage their time. (Yvonne 110) Development usually refers to preparing employees for longer-term opportunities. It encompasses both personal and organizational needs and has a more general focus. Providing training and development usually follows four steps: (a) Identifying employees training and development needs; (b) Developing a training plan for each individual; (c) Selecting or designing or conducting training activities; (d) Evaluating the results. There are three main methods of identifying training needs in an organization: i. New employees - training is required immediately in order for the employees to perform the work satisfactorily. ii. Performance appraisals - an employee's output may indicate that further training is required, or he or she may request training in a specific area. iii. Future needs - employees are trained in anticipation of future needs (often involving the use of technology). Care must be taken to ensure that training will solve a specific problem. Sometimes other options may be more effective, such as: changing the job, or some aspect of it; changing the supervisory s le; changing the salary or wage structure; or introducing flexible working hours Sometimes various types of training activity are used simply to motivate employees. (Ahuja, 2005, p.885) Some organizations develop formal training plans for their employees. Such training plans tend to be more specific for people in the lower levels of the organization, and more general for people at higher levels. Sometimes such training is part of the career development for certain individuals. Improving The Work Environment People whose work is highly specialized, repetitive and routine may become dissatisfied with their job. This dissatisfaction often shows itself by reduced output, increased absenteeism and high staff turnover. This very quickly reduces effectiveness of a work area, and influences the effectiveness of the whole organization. A number of approaches have been developed to try to overcome this problem. (Yvonne 115) 1. Job Enlargement Job enlargement increases the scope of the job. Employees are given more variety in order to increase job satisfaction. Usually various work functions from a horizontal slice of a work area are combined, giving employees more tasks to perform. Sometimes tasks are rearranged between several employees so that each employee gets a sense of the wholeness of a job. Job Enrichment With this approach individual employees may be given responsibility for deciding the best way to perform a particular task, and for correcting their own errors. They may also be involved in making decisions, which affect their own work areas. Job Rotation Job rotation is a system whereby employees move from one job to another. This rotation may occur over various time spans, from, say, every two hours, to every week or month. It gives employees increased variety, and helps to relieve the monotony of routine, repetitive work. It also gives employees the opportunity to develop different skills, and mix with different people 2. Semi-autonomous Work Groups Semi-autonomous work groups are groups of employees working together, who se largely self-sufficient in terms of managing the tasks and functions for which they are responsible. This approach gives employees a sense of identity with, and responsibility to, the group. Job enlargement, enrichment, rotation and the use of semi - autonomous work groups are all approaches which can be used to reduce employee dissatisfaction with routine, repetitive jobs. Other approaches include flexible working hours and compressed working weeks (Yvonne 116). CONCLUSION Human Resource management plays an important role in the success, efficiency and soundness of an organization. The 'Team', its people, their caliber and their attitude to succeed and out perform determine success of any organization. Employees are the only resource, which is capable of self-propulsion and value addition. Unlike any machinery that gets devalued or depreciated with time and age, the human resource i.e. people appreciates with age and experience. So they are very special but this fruitful only if people are developed and kept satisfied. It is unlikely that any improvement can be made in terms of production, productivity, quality or customer service until people are developed. References Ahuja K. (2005)Human Resource Management. Kalyani Publishers. Calcutta. Pp 880-883 David Buchanan & Andrzej Huczynski, Organizational Behavior - An Introductory Text, Prentice Hall, 2004. Hersey P& Blanchard K, Management of Organizational Behavior, Prentice Hall, Englewood Cliffs, New Jersey, 2002 Sharma MC. (2004). Business Studies. S Chand & Company. New Delhi. Pp 10-20 Steven Silbiger. A Ste By Step Guide to Mastering The Skills Taught in Top Business Schools. Piatkus Books. London. Pp 103-141 Yvonne Mc Laughhlin. Business Management: A Practical guide for Managers, Supervisors and Administrators. Business Information Books. Pp 107-120 Read More