The Importance of Human Resource Management - A study by Artur Victoria

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. leia todo o artigo

Human Resources Diplomacy - A study by Artur Victoria

Human resource management is not always or solely the presentation of gifts. Sometimes bad news has to be delivered. We aren't thinking here of bad news as in, "You're fired," in which the relationship is ended. Think instead of "You didn't get the promotion" or "We won't fund that training in your case." It sometimes helps to be able to layoff at least some of the blame in such instances. Doing so can help preserve cordial relations between a superior and subordinate. In addition, hearing bad news from a third person may help the person getting the bad news to save face, a psychological fact of life that has a lot to do with the persistence of management consulting as an industry.

As for objectivity, it is sadly the case that some general managers are less than paragons of objectivity and virtue. Some are susceptible to corruption, some attend to private agendas, some are prejudiced, and some are simply capricious. To place the administration of human resources practices solely in the hands of such a manager is unlikely to produce good outcomes. Moreover, to place the administration of human resources practices solely in the hands of a virtuous paragon can lead to (incorrect) feelings of caprice, corruption, prejudice, and so forth. Not all paragons have had the time and track record needed to develop the untarnished reputation they deserve, and an employee who is denied a promotion or rise by a paragon can be forgiven for sometimes confusing his own unhappy outcome with managerial discretion exercised unfairly. And when an individual manager is given a lot of authority, even if she is incorruptible, the temptation to try to corrupt her might prove too strong for those whose futures she will influence. leia todo o artigo

Formulation Of Human Resources Strategy - A study by Artur Victoria

The formulation of the organization's human resources strategy begins with basic questions concerning how employment will be structured, what corporate culture will be fostered, how careers will unfold in the organization, what sort of employees will be sought, and so forth. Within this general category of tasks we include both organization-wide human resources strategy and the tailoring of that strategy to specific business units, regional units, functions, or divisions.

Especially important in terms of organization-wide strategy are answers to the questions: How consistent should human resources policies and practices be throughout the enterprise? Where are distinctions in policies and practices (across locales or employee subgroups) desirable? How much latitude should particular organizational units be given in formulating their own human resources strategies? leia todo o artigo

A Successful Manager - A study by Artur Victoria

As a general truth, it may be said that the measure of success of a commercial or industrial business centers is the management. This administration may be in the hands of an individual, or may comprise a body of managers with who rests the general control of the business.

That experience and expert knowledge are indispensable factors need hardly be pointed out. That the man or men possessing initiative, judgment and courage will always hold their position is certain. Every experienced manager knows that it is not enough to see that the business runs smoothly, that efficiency is maintained in the staff, and that the general equipment is of a high order in every other respect. The management in their outlook must be always a long way ahead of their staff, engaged in their day-to-day work. It is the business of the management to look ahead, to originate and plan schemes for future operations.

It is the manager who can visualize what these future opportunities are likely to be, and by letting his fancy or imagination play round them, who evolves fresh plans and activities. He will try to sense by keen observation the trend of his public's requirements, before these even become expressed. Some gifted individuals have an extraordinary intuition in this direction, but the majority only acquire this creative virtue by exercising and cultivating the general habit of reflection, thinking, reasoning, and, having arrived at conclusions, acting. leia todo o artigo

Balance Of Power And Reputation In Human Resources - A study by Artur Victoria

Employers who maintain a simple hierarchy sometimes have terrible reputations which leave their employees defensive and aggressive in turn. When workers form a collective - a union - and decision-making authority is shared, union-management relations can and sometimes do lead to constant, grinding confrontation.

The problem is one of reciprocity and expectations. Each side to the transaction is willing to trust the other, to give a little today, to refrain from taking maximum immediate advantage of the other side; if each side anticipates that the other side will reciprocate good for good and bad for bad. But when one side expects that any attempt at trust, any proffer of cooperation, or any restraint in exploiting the other side will be met with a sneer and subsequent attempts by the other side to take maximum immediate advantage, then the first party will behave accordingly. Those expectations, in turn, are driven by the history of relations between the two parties themselves; their (possibly diverse, and partially vicarious) experiences in other, similar situations; and general local norms and customs concerning "appropriate" relations between employers and employees.

Identifying a better way of doing things is generally a lot easier than implementing it, especially when the better way depends, as it often does in human resources management, on joint and cooperative efforts between labor and management or even simply on changing the expectations of employees. So as we talk about change, we'll spend a lot of time worrying about how to unfreeze expectations and beliefs that impede efficient employment relationships and how to create helpful expectations and beliefs. leia todo o artigo