Why we Hate HR?
To achieve the objectives of organization people performs certain activities; they are the one who made up organization and known as the human resource of an organization. The main concern of HRM is with establishing policies, managerial practices and workflow systems which influence the human resource of the organization. In other words, all decisions which influence the workforce of an organization are concerned with the HRM function within the company (Bernadin, 2007). Human Resource Management function includes these basic activities selection and recruitment, training and development, performance appraisal, work design creation, job analysis, compensation system, Health and Safety benefit policies, succession planning and team-building of employees (Michael C. C. SZE, 1995). Line managers use the tools, data and processes provided by HRM department in related area of job (Bernadin, 2007). Organizational design and analysis of the firm starts Human resource acquirement. Organizational design is associated the placement of work tasks abided through interaction of people, technology and tasks executed retaining the strategic aims in focus. Main HR function of staffing headed the Recruitment, employee selection, promotion and termination. To improve employee performance; team building etc the activities performed are part of performance management. Training and development of its employees is the another major activity of HRM, foster and maintain employees by building their skills while serving to the organizational needs (SZE, 1995).
Lastly, HRM function established the reward systems, health and safety benefits, labor policies and other benefits and compliances. (Bernadin, 2007)
In a bantering way, Hammonds seeks to explain how come the promise to become a strategic partner by Human Resource function has not extradited and that is the reason why organizations and their employees have little, if any, honour for the work handled the HR department in their respective organizations. Hammonds conveys and elaborates on four principal factors to affirm his point.
1- HR persons aren’t the astutest tacking in the box. “…Business insightfulness is the exclusive greatest element that missed by the HR professionals in the U.S. today.” Sums up in one line by Anthony Rucci, EVP at Cardinal Health Inc., There has a broadening difference between the potentialities of those doing work in HR and the enterprise insightfulness required by them to become productive strategic partners in an organization. The integral duty of Human Resource department is to assist the corporate aims of business concern; consequently, they will not be capable to do this satisfactorily if HR does not empathize each factors of business. Soft skills will not work until unless these skills must be applied in context of use with the strategic purpose of the business concern.
2- In-stead of value Human Resource goes after efficiency. A significant amount of time HR department spends describing efficiency criteria specified the portion of work force with progressed training or the satisfaction level of employee because they are more facile in measurement than the affect of those bottom line activities by organization. These activities and metrics are crucial to recognise as fenced by HR department, but those activities/systems of measurement don’t found in a Hoover. Any activity or program that supported by the HR department carries out must add value to the firm and assist it attain increase functioning. Like wise as the metric function ROI explains the affect on an individual’s investment or a business concern’s bottom line, that is why HR must acquire an alike measurement function to infer the financial affect on the success of an organization Human Resource activity brings.
3- Functioning of Human Resource is not for you. Concern of the judicial proceeding, thus allowing the business concern’s corporate assets...
References: * Becker, B., & Huselid, M. (2003). Measuring HR? Benchmarking is not the answer! HR Magazine, 48(12).
* H John Bernadin,(2007) Strategic Human Resource Management in a Changing Environment, Human Resource Management, Fourth Edition, McGraw Hill
* Influence decisions as an HR business partner. (2006). Strategic HR Review, 5(2).
* Kacmar, K. M. (2005, October 31). Scouting talent: Tips from troops on the ground [Editorial]. Business Week, p. 14
* Keith H. Hammonds, (2005) Why we Hate HR? Fast Company, Issue 97
* Michael C. C. SZE, 1995, Guide to Human resource Management. Available online at <http://www.csb.gov.hk/english/publication/files/e-hrmguide.pdf>
* Kurt R Fischer, (2010) The business of Human Resources Available online at <http://cornellhrreview.org/2010/03/17/the-business-of-human-resources/>
* William Taylor (June 2010) Why we (Shouldn’t) hate HR Available online at <http://www.fastcompany.com/1664723/why-we-shouldnt-hate-hr>
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