All Managers R Hr Managers free essay sample

Can also be defined as a person whose role in an organisation is to oversee one or more employees, divisions or volunteers to ensure that they carry out certain duties or meet goals of the firm. Their major function is to organize, control, lead and plan. (Kayne R,2003). For clear understanding of this topic, we will define who A Human Resource Manager and a Manager is, their roles and functions, then the interrelations between the two concepts will be analysed. 2. 0 HUMAN RESOURCE MANAGEMENT 2. 1 Definition and Concepts Human resource management can be described in different ways from different perspectives but still with the same message. Here we will define HRM as management of people. The sole aim of this is to make efficient and effective use of  human resources so that the set goals of the organisation are achieved. HRM can be defined as a process of procuring, developing and maintaining competent resources in the organization so that goals of an organization are achieved in an effective and efficient manner. In other words HRM is an art of managing  people at work  in such a manner that they give their best to the organisation. (Simply_coool,2009). Human resource constitutes of all the management decisions responsible for relationship between organization and employees. HRM is the field of management which plans, organizes, controls the functions of recruiting, developing and training, maintaining and proper utilization of the work force so that. 1. Organizational goals can be achieved. 2. Objectives of human resources can be attained 3. Objectives of public can be satisfied. HRM is also strategic and comprehensive approach to administering individuals, the work culture and environment. Successful HRM empowers workers to give successfully and profitably to the most part of the organisation’s course and the achievement of the firms objectives and goals. . 2 Objectives Of Human Resource Management Objectives of Human Resource Management can be classified under four major categories. Societal HRM may contribute ethically and socially regarding the needs and challenges emerging in the society. If an organization fails to use its resources for society benefits in ethical ways it may lead to restriction by society. Organizational The main objective of HRM is to achieve organizational goals by bringing organizations effectiveness. HRM is not an end but it is a means to assist the organization in order to attain its objectives. Functional Functional objective of HRM deals with contributions of each department regarding their need and effectiveness in order to attain organization goal. All the resource or skill set will be wasted if HRM is not able to fulfil the organizational demand. Personal HRM also deals with personal objectives of the individuals so that personal and organizational objectives can be met in order to achieve maximum production and attain competitive advantage. These personal objectives are essential in order to maintain, retain and to motivate employees the absence of these may lead to employees dissatisfaction and poor performance which therefore result to low productivity. 2. 3 Functions Of Human Resource Management The role of human resource  management is to plan, develop, and  administer policies and programmes designed to make  good and proper use of an  organisation’s human resources. It is that part of management which is concerned with the people at  work  and with their relationship within an organisation. The major functions human resource management are:   (1) Planning, (2) Staffing, (3) Employee development, and (4)  Employee maintenance. Fig. 2. 1 Scope of Human Resource Management, These functions can be further sub divided into various functional units. They are explained as follows: * Human Resource Planning: This can also be termed Manpower planning. In the human resource planning involves determining the right number, the right qualifications and type of staff needed at a particular time to accomplish set goals of the organisation. This function requires research as it involves planning which requires collection and analysis of the information to determine the human resource need of the organisation. It involves forecasting the human resource needs of the organisation and determining the process of satisfying this need. * Job Analysis: Job analysis is the process of describing the different components of a job, which includes specification the human requirements (qualification, experience, skills e. t. c), nature of a job and the condition in which it is to be performed. Job analysis produces job specification, description, and evaluation. Job description describes the duties and responsibility characterised by the job. Job specification on the other hand gives the requirements of the job, that is the qualification, skills and experience the proposed employee should possess. Job evaluation simply put is an evaluation of the worth of a job. That is the place of the job in the organisational hierarchy. * Staffing: Staffing attaches importance to recruiting and selecting of  the human resources for an organisation. Human resources selection comes after the planning and recruiting of people for positions in an organisation. Recruiting; is the HR function that advertises and pulls qualified applicants to fill a job opening. Selection; here qualified applicants are  selected for hiring from those attracted to the  organisation by advertisement placed during the recruiting function. During selection, the human resource managers use requirements drawn during the job analysis stage to select the person most suitable for the position in question. * Orientation: Orientation is the first step taken toward helping  new employees adapt to the new job  and the employer. It helps to  acquaint new employees with different aspects of their new  job, including pay, compensation and benefit programmes, working hours, the goals and objectives of the company, rules and  expectations by the managements. * Training and Development: The training and development provides employees with the skills and knowledge needed to perform  their jobs effectively and efficiently. This is not done for only new employees but also for already existing ones that needs more knowledge and those undergoing change for higher level of responsibility. Training and development programmes ensure and assures the management that employees are competent enough to perform their responsibilities to attain set goals. * Performance Appraisal: This function accesses employees’ performance to ensure  that it is done at required level. This function although done by the HR is also a responsibility of the manager. This function creates a feedback that leads to taking necessary actions based on observations. * Career Planning: Career planning is necessary for growth of employees in their jobs and also for development in their career. Here employee’s potential for growth and development is accessed and necessary actions taken. * Compensation: Human resource personnel provide a set method to  determine amounts to be paid to employees for jobs done. This is known as the cost of most organisations. It is related to employee development related since in that it  provides incentives to motivate employees to higher performance. * Benefits: This is another form of compensating employees. This is also a compensating function. It can be a norm or can be done based on the employer’s freewill. This is an important function of and therefore a part of human resource planning. * Labour Relations: The term â€Å"labour relations† is referred to as the relationship with employees through trade union. Unions are  organisation of employees who come together to form a group to discuss and make decisions concerning compensations, work conditions and other aspects of their employment. The HR function here is to negotiate with the union concerning a tabled matter which may include matters concerning remunerations, working conditions and also resolving misunderstandings. * Record-keeping: This is known as the oldest and most basic function of HR. Employee record keeping involves recording, maintaining, and retrieving employee-related information when needs be. These records are application forms, medical records, employment history (jobs held, promotions, transfers, lay-offs), salary and working hours, absences etc. 2. 4 Importance of Human Resource Management The importance of HRM will be explained and review based on their different categories of objectives; Significance at Corporate Level For an enterprise effective HRM leads to attainment of its goal efficiently and effectively. HRM helps enterprise in the following ways. a. Hiring the right personnel. b. Providing required training and developments for employees. c. Proper utilisation of human resources. d. Makes sure employees are well competent to achieve organisational goals. Significance at Professional Level a. HRM helps to improve work condition of employees, creates an atmosphere that allows team work. b. There is proper allocation of work, creating a team spirit and provides room for self improvement. Significance Social Level a. HRM strikes a balance between already existing workers and aspiring one. b. HRM takes the society into consideration and helps employees derive social and psychological satisfaction. Significance at National Level HRM functions to ensure that the right manpower is put use by careful selection and giving training to those will the need and potential for development. This in turns leads to effectiveness and efficiency providing development for the society as well creating a high living standard. 3. 0 MANAGER A manager is someone who works with and through people by coordinating their work, activities in other to accomplish organisational goals- Robin amp; Coulter. Managers can do these directly or indirectly through other supervisors who takes up the responsibilities. The manager has to have a sound knowledge of the workers he directs even though he might not know how to do job. (F. John,2013). 3. 1 Types of Managerial Personnel Managers are most grouped according to the different types of management styles, personality, function and involvement. Based on these, the following types of manager can be found in a standard organisation. * Purchase manager- deals with procuring of raw materials in a manufacturing company. Production manager- responsible for managing the production process. * IT manager-responsible for supervising all computing and IT communication related issues. * Marketing manager- supervises the promotion and advertising of the company’s products and services. * Sales manager- oversees the sales department. * Finance manager-responsible for managing the finance of the organisation. * Human resource manager-oversees the hu man resource management function. * Product development manager- authorised with the technical division of new product design and product innovation. A standard organisation also has a General Manager and an Operational Manager. Also a project manager. 3. 2 Managerial skills Managerial skills can be classified into; primary and secondary skills. * Primary managerial skills Conceptual skills- ability to be visionary, develop ideas, plans and strategies. Human and interpersonal skills- ability to relate, interact, listen and work with people effectively. Technical skills-the ability to use experience, techniques and knowledge to achieve to set goals. * Secondary skills Design skills- skills that deal solving problems that arises or maybe arise as a result of internal and external factor. Communication skills- ability to understand people and also give chance for others to understand you. It is also the ability to share ideas and information effectively. Leadership skills- ability to direct and influence employees to work toward achieving a common goal. 3. 3 Levels of management There three levels of management -Top level management -Middle level management -Frontline management Fig 3. 1 Levels of Management. Source- Boundless. com) 3. 4 Functions of Manager. The following are the functions of managers. 1. Planning 2. Organising 3. Controlling 4. Leading 5. Staffing * Planning- A process of setting goals, building strategy, and creating different way to achieve them. * Organising- This the process of distributing tasks, positions, responsibilities and resources among the members of the association. * Controlling Involves monitoring performances and activities of employees to ensure they are all directed towards achieving the set goals. * Leading This function involves motivating employees, directing them, resolving problems and choosing the best communication channels. 3. 4 Roles of a Manager. Henry Mintberg (1960) identified ten major managerial roles which are known to be common to all managers. These roles are further divided into three categories; * Interpersonal * Decisional * Informational The figure below gives a brief description of the roles of managers. Fig. 3. 2 (Source; Principles of Management by Carpenter et al) Roles of Managers 6. 0 MANAGERS VERSUS HUMAN RESOURCE MANAGER. According to Gary Dessler, â€Å"All managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. † Stated above are the different functions of human resource managers and managers. Going by what these two concepts and who these individuals are and what they do, we can say and agree with Gary Dessler that all managers are human resource managers. HR are responsible for advising line managers (like those  for production and sales) in  areas like recruiting, hiring, and compensation. Let’s now compare and analyse their functions. Knowing that the major functions of human resource managers are staffing, managing people, it follows that this function can be carried out in one way other by other forms of managers (purchase, IT, production, sales etc. ) since they all deal with subordinate, they have to teach, coach and motivate them. I believe all managers/HR managers’ job is to develop talents/resources/manpower in their departments in such a way that they give their best performance. In this new era of business, where technology has he ability to standardize most products and services, the only difference that organizations have is the people they employ. In the services sector it goes without saying that people make the difference between success and failure of an organization. As far as innovation and creativity is the key of success, to achieve the goals every manager/HR need to convert themselves as a developer of the team and people. To manage h uman all managers have to be knowledgeable on the HRM skills. Most times we think HRM skills is only for HR persons but it has a great emphasis to all managers to manage amp; get good return from them. All managers can carry out the functions of HR. Although most organisations have a different department for this function, the HR manager’s role can be assumed by the manager. Therefore we can say that the human resource department acts as a supporting unit, internal consultants and strategic partners following that all the functions of human resource managers are imbedded in the roles of a manager. However, the decision of managers taking the place or assuming the place of HRM could be dependent on the Size of the organisation. (Richroast,2010 ). For smaller organisations, they usually do not have a different department to handle HR matters, rather the roles are taken up by the manager of such small organisation, who sometimes passes these duties to an administrative staff while he handles other strategic matters or does it himself. Larger organisation’s perspective about these is different; although the manager can take up the roles of the HRM, a separate department to deal with this is also existent. The managers and the HRM often times work hand in hand as partners, where the HRM may take the place of a consultant to the in some HR matters. The HR department researches, puts together all the necessary mechanisms in partnership with other managers to enable better people management. Fig 4. 1 Comparison between the functions of a Manager and a Human Resource Manager. Functions | Line Manager | Human Resource manager| Recruitment andSelection| Assist the Hr by listing specific duties and responsibility of the job and kind of person wanted so that the HR then develops a selection test and interview. | Writes the job description and job specification based on input from the manager. Advertises the job position. Conducts interviews, recruits and refers to the manager. | Training and development| Orients the employees about the company and the job. Recommends development activities. Provides the leader that builds an effective work team. Accesses and appraises the employees performance and advises them regarding career option.. | Prepares training materials and orientation documents. Provides information about how to carry out quality improvements programs and team building efforts. | Compensation| Assist the HR by giving information about the worth of each job so as to help in making decisions concerning the compensations. Conducts evaluation of job to determine the worth of the each job in the organisation. Also conducts salary survey. Advises the manager concerning pay plan alternatives and financial incentives. | Labor relations| Develops the management labor agreement and creates an enabling environment for it to be applied. | Advises the mangers regarding the interpretation of the labor agreements terms and how to handle it. | Employee security and safety| Keeps the communication line between employees and managers. Makes sure they are well informed. Advises the manager on which type of communication to adopt to encourage successful communication. | 5. 0 Application to an Organisation Now we are going to relate this to an organisation. Here our case study is Da-berryz Conceptz, an event management company based in Nigeria. Da-berryz conceptz is a small organisation with few departments therefore few workers. In an organisation of this kind the manager which in this case, the CEO plays the role of a human resource manager. He recruits, selects, trains and sees to the affairs of the employees. The carries out the functions of both a manager and a human resource manager. He does this either on his own or relegates some of the duties to subordinates which are usually not a human resource manager but an administrative staff. In large organisations for example, Cadburys Plc which deals in the production of beverages. The situation is different. Large companies of this sort are made up of so many departments and as such have different managers to manage this departments. These departments are made up of human resources who the manager will manage to get things done and achieve operational objectives. Going by this all managers should have a knowledge of HRM so as to handle their responsibilities well. However, an HR department is needed for full and proper dissemination of these functions, the come in to support the managers and this function. They HR manager helps each managers to carry out these functions effectively and efficiently e. g recruiting, compensation, development etc. 6. 0 Conclusion In conclusion we can deduce and agree based on the given and analysed facts given above that all managers can carry out the functions of human resource managers. This is so because of the proven fact that almost all the duties of the human resource manager can be done by a manager. HRM are seen to act as supports to the managers, giving advises and helping out on matters relating to human resource. However, managers taking full responsibilities on human resource issues should based on the size of the organisation. Small organisation in most cases do not need a separate unit to handle human resource management, while on the other hand larger organisation may need to have a different department to take care of HRM. This is to allow room for more effectiveness and efficiently in dealing with employees. REFENCES * Boundless. com. (n. d) ‘Management Level: a Hierarchical View’ [Online]. Available from:https://www. boundless. com/business/management/types-management/management-levels-hierarchical-view/ (Accessed: 29 April 2013). * Carpenter et al. (2013), ‘Principles of Management’ Chapter 1 . [Online]. Available from; http://www. web-books. com/eLibrary/NC/B0/B58/003MB58. html ( Accessed: 29 April 2013) * Enam,L. L. 2013) ‘Internship Report on Recruitment and Selection Process of Enam Labels Limited’ human Resource Mangement- Assignment Point [Online] . Available from ; http://www. assignmentpoint. com/business/human-resource-management/internship-report-on-recruitment-and-selection-process-of-enam-labels-limited. html (Accessed: 30 April 2013) * Imran,M. M. ‘What do managers do’, Scribed, [Online]. Available from; http://scribd. com/doc/15042783 /What-Managers-Do ( Accessed: 23April 2013). * John ,F. R. (n. d) ‘Manager’, about. com,[Online]. Available from; http://management. about. com/od/policiesandprocedures/g/manager1. htm