The Role of the Human Resources Manager
Every organization wants to attract, inspire and retain qualified and high skilled employees for performing various tasks. These roles are handled by human resource managers. Over the decades, human resource managers have supported administrative functions in organizations such as enforcing employees’ benefits, carrying out recruiting programs, interviewing as well as hiring employees in accordance to policies established by the top management. However, human resource managers nowadays have diversified roles to perform any organizational setting. They perform multiple actions in making sure that an organization functions well in order to achieve stated company objectives (Mondy, Robert and Mary 62). Thus, present roles of human resource managers include providing job opportunities to new graduates, compensating workers, training, interviewing as well as recruiting employees and many others.
First, it is the role of human resource managers to recruit employees. During the hiring process, human resource managers focus on skills essential for managerial and technical positions that should be awarded to specific qualified employees. The manager searches for prospective recruits who have necessary skills vital for creating change within an organization. Moreover, he or she evaluates the total occupation experience an employee experiences in a foreign organization while also appraising qualities essential for a given position. Resource managers also need to verify the historical background of potential employees prior to the recruitment process. In some instances, a resource manager launches internship programs for new graduates from various universities in order to evaluate or determine individuals with potential skills necessary for performing a specific task.
Secondly, human resource manager are liable for the retention and training of employees in an organization. Mostly, managers reward employees who perform their tasks well and effectually. This is a healthy approach towards retaining of skilled employees within an organization. Managers who need to retain employees in an organization should not only reward workers but also train them. Training employees is vital because it enables workers to improve their skills thus establishing better company performance. Mondy, Robert and Mary point out that training is one way of adding a company’s value meaning that organizations that train their employees are in a position of producing better services (64). This is because training programs especially those dealing with innovative techniques are essential in enabling workers to advance in terms of skills and handling of sophisticated equipment. Consequently, the result is high quality productions that enhance company profitability.
Thirdly, human resource managers provide realistic compensation and benefit enclosure for employees. Many organizations have realized that compensation and benefits bear a positive association with workers performance in their assigned tasks. Thus, managers should always employ best practices concerning compensation and benefits such as monitoring reparation trends in other organizations for higher retention practices. When managers observe trends and ensure that workers are being compensated for the extra time spent in performing a certain task, it creates employee loyalty. A good manager ensures that employees enjoy organizational benefits that reflect the concerns of employees. Moreover, managers should provide social insurance benefits as well as provide health insurance benefits to all workers in an organization. This links compensation and retention through providing workers with incentive benefits and bonuses in order to encourage retaining practices within the working environment.
Nevertheless, establishing and maintaining a company’s payment structure is a principal role of the resource manager. A human resource manager should make certain that financial analysts invent ways of ensuring that workers are given fair and equitable payment. Human resource managers should work with financial analysts in carrying out salary surveys in relation to other firms in ensuring that payment scales of a given company comply with altering laws and regulations as well as other firm packages. In addition, the resource manager should design reward systems during payment periods incorporating elements such as pays for performance plans (Harris, Tony and Leopold 102). These plans should include payment guidelines, bonuses or other incentives. A resource manager should determine commission rates and include them within the payment structure.
Lastly, the human resource manager deals with dispute resolution and the promotion of workers’ welfare. With regard to dispute resolution, a good manager should make sure that there are no conflicts in the working environment so as to prevent setbacks such as employees’ strikes. This is in an attempt to avoid costly legal actions and other disruptions that may arise within an organization. Thus, it is vital for managers to be highly knowledgeable with experiences of handling and settling conflicts noted in organizations. Additionally, a resource manager should employ industrial labor relation programs in respect of promoting workers’ welfare; employees should be permitted to form unions or associations that aim to meeting welfare requirements.
In conclusion, human resource managers play vital roles in an organization. It is the role of human resource manager to recruit employees, organize training programs and retain workers through rewarding systems. Additionally, a resource manager should provide compensation and benefits opportunities to employees as well as establish and maintain payment structures within the company. Lastly, it is the role of human resource managers to solve disputes and promote social welfare amongst workers. Note that, these roles are vital as they contribute to better organizational performances transversing across all employees.
Harris, Lynette, Tony Watson and John Leopold. The Strategic Managing of Human
Resources. Boston, MA: Financial Times Prentice Hall, 2005. Print.
Mondy, R., Robert Noe and Mary Gowan. Human Resource Management. Upper Saddle
River, NJ: Pearson Prentice Hall, 2005. Print.
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