The Manager’s Human resource Management Jobs

All managers perform certain basic functions. These are planning, organizing, staffing, leading and controlling. In total, they represent the management process. Some of the specific activities involved in each function include:

Planning, Establishing goals and standards; Developing rules and procedures; and developing plans and forecasting;

Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication coordinating the work of subordinates.

Staffing: Determining what type of people should be hired; recruiting prospective employees; selecting employees; setting employees; setting performance standards; compensating employees; evaluating performance, counseling employees training and developing employees.

Leading: Getting others to get the job done and maintaining morale among subordinates.


Setting standards such as sales;
Quality standards;
Production levels checking to see how actual performance compares with these standards;
Taking corrective action as needed;

The staffing, personnel management, or human resource management (HRM) function:

Human resources management is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns. The topics under consideration below should therefore provide with the concepts and techniques needed to carry out the “people” or personnel aspects of the management job.

These include:

1. Conducting job analyses(determining the nature of each employee’s job)
2. Planning labor needs and recruiting job candidates.
3. Selecting job candidates.
4. Orientating and training new employees.
5. Managing wages and salaries (compensating employees)
6. Providing incentives and benefits
7. Appraising performance.
8. Communicating (interviewing, counseling , disciplining)
9. Training and developing managers
10. Building employee commitment.

And what a manager should know about:

1. Equal opportunity and affirmative action
2. Employee health and safety.
3. Handling grievances and labor relations

Why are these concepts and techniques important to all managers? Perhaps it’s easier to answer this by listing some of the personnel mistakes one doesn’t want to make while managing. For example, a manager doesn’t want to:

* Hire the wrong person for the job.
* Experience high turnover
* Have your people not doing their best.
* Waste time with useless interviews.
* Have you company taken to court because of discriminatory actions.
* Have your company cited under federal occupational safety laws for unsafe practices.
* Have some employees think their salaries are unfair and inequitable relative to others in the organization.
* Allow a lack of training of training to undermine your department’s effectiveness
* Commit any unfair labor practices.

Carefully studying the HRM will help a manager avoid mistakes like the above. And, more important, it can help ensure that a manager connected with HR gets the right results through people. Remember, one can do everything else right as a manager lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls but still fail by hiring the wrong people or by not motivating subordinates. On the other hand, many mangers, presidents, generals, governors, and supervisors have been successful even with inadequate plans, organizations, or controls. They were successful because they had the knack of hiring the right people for the right jobs and motivating, appraising, and developing them. Getting results is the bottom line of managing, and that, as a manager, one will have to get those results through people.

For many years it has been said that capital is the bottleneck for a developing industry but this no longer holds true. It is the work force that does constitute the bottleneck for production. No projects backed by good ideas, vigor, and enthusiasm were stopped by a shortage of cash. Projects and Industries whose growth has been partly stopped or hampered because they can’t maintain an efficient and enthusiastic labor force and this will hold true even more in the future.