This article is written as requested by some in the Forums.
Most experts agree that there are five basic functions all managers perform: planning organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include:
1) Planning: establishing goals and standards, developing rules and procedure; developing plans and forecasting.
2) Organizing: Giving each subordinate a specific task; establishing department; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.
3) Staffing: Determining what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.
4) Leading: Getting others to get the job done; maintaining morale; motivating subordinates.
5) Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards;
We are going to focus on one of these functions — the staffing, personnel management, or human resource management (HRM) function. Human resource management is the process of acquiring. Training, appraising, compensating employees, attending to their labor relations, health, safety and fairness concerns. The topics we’ll discuss should before provide you with the concepts and techniques you need to perform the people or personnel aspects of your 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) Orienting 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) Employment law
2) Equal opportunity and affirmative action
3) Employee health and safety
4) Handling grievances and labor relations.
Why is HRM important to All Managers?
Why are these concepts and techniques important to all managers? Perhaps it’s easier to answer this by listing some of the personnel mistakes you don’t want to make while managing. For example, you don’t want to.
1) Hire the wrong person on the job
2) Experience high turnover
3) Have your people not doing their best
4) Waste time with useless interviews
5) Have your company taken to court because of discriminatory actions.
6) Have your company cited under federal occupational safety laws for unsafe practices.
7) Have some employees think their salaries are unfair and in-equitable relative to others in the organization.
8) Allow a lack of training to undermine your department’s effectiveness
9) Commit any unfair labor practices.
And, more important, it can help ensure that you get results through people. Remember that you 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 managers – presidents, generals, governors, 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 tem. Remember as you read this article that getting results is the bottom line of managing, and that, as a manager, you will have to get those results through people. As one company president summed up.
For many tear it has been said that capital is the bottleneck for a developing industry. This no longer holds true. It’s the work force and the company’s inability to recruit and maintain a good work force that does constitute the bottleneck for production. No major project backed by goods ideas, vigor and enthusiasm has been stopped by a shortage of cash. Industries whose growth has been partly stopped or hampered because they can’t maintain an efficient and enthusiastic labor and this will hold true even more in the future.
Intensified global competition, technological advances, and the changing nature of work mean that at no time in our history has that president’s statement been truer than it is today.