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The Importance of Human Resource Management

in Business and Management by

Human resource management involves a good leader, a healthy work environment, and a good job to produce a motivated employee. A results-oriented approach to employee relations requires management skills in identifying problems, setting priorities, and developing and evaluating alternatives as well as the ability to communicate, initiate action, implement it, measure it, control it, and change its course as necessary.

The roots of most management problems lie in the organization’s misuse of its human resources. In most cases this is not deliberate, but is a problem of inattention resulting from a lack of knowledge of how to identify the real causes of those problems.

The human resources executive is well aware that the real causes are poor human relations practices at all levels of management. Any of the problem areas may be a result or manifestation of anyone or several of the listed causes. Good managers do not treat the symptoms; they root out the underlying causes. The human resources executive assists in the process and, in large measure, provides the solutions. The end result is a permanent and lasting cure and hence reduced costs and increased productivity.

Effective human relations do not happen by chance; it is the result of careful management planning, implementation, and follow-up. Professional training is a prerequisite. Therefore, a number of professional disciplines are stressed in the following specification for the human resources executive.

Personnel Specifications for Human Resources Executive

Age – Over 30; it is highly doubtful if anyone under 30 years of age could have acquired the skills included in this personnel specification.

Education – Minimum of a bachelor degree, preferably in psychology, the behavioral sciences, communication, or business administration and to have a master degree in business administration, behavioral sciences, or psychology.

Knowledge – Modern management tools and techniques such as organization, information systems, accounting and finance; business planning; controls; personnel management tools and techniques, including job evaluation, compensation, manpower planning, union relations, training and development; understanding of motivation, utilization, and recruitment tools, techniques, and practices.

Experience – At least 15 years of progressively more responsible, successful assignments as specialist, supervisor, and manager in a manufacturing enterprise, including:

Management by objectives.

� Supervisory and manager development.
� Communication.
� Performance appraisal systems.
� Personnel and union relations.
� Recruitment (including executive search).
� Compensation and benefits.
� Policy formulation and administration.
� Behavioral sciences, applied.
� Manpower inventories.
� Workforce adjustments.
� Orientation, induction, and training.
� Preparation of position descriptions and job evaluations and establishment of performance standards.
� Personnel practices: cafeteria, safety, testing, research, fair employment, attitude surveys, workmen’s compensation, unemployment compensation, suggestion systems, security.

Demonstrated skills and abilities. These must include the following:

� Ability to identify and resolve real management problems.
� Ability to work with senior management, line and staff.
� Interviewing skills in employment, discipline and discharge, promotion, transfer, layoff, orientation, exit interviewing.
� Counseling Ability to speak and write clearly, concisely, and effectively.
� Motivation.
� Leadership, as demonstrated by the ability to build an effective team.
� Ability to identify and implement innovative approaches to the solution of employee relations problems.
� Planning, organizing, integrating, controlling, and measuring.
� Decision making, as to both quality and timing.
� Teaching.
� Priorities.
� Negotiating.

Personal characteristics – These must include the following:

Flexibility and adaptability – High energy level coupled with good health.

� Dynamic leadership ability.
� Creativity; willingness to try new approaches and take calculated risks.
� Results orientation, with a need to achieve.
� Service orientation.
� Sensitivity and concern for others.
� Ability to relate with equal effectiveness to top managers as well as hourly rated employees.

Sharon Lynd Kidman, LLM, MSocSc, DBA. Research focus on the management of human interactions across organizational and medico-legal issues. Her recent work also deals with the management of stakeholder reactions towards legal matters. She previously worked for an international bank in New York, Singapore and Hong Kong.

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