Managing the Human Resource Function PDF

MODULE 6: MANAGING THE HUMAN RESOURCE FUNCTION 1 OBJECTIVES: At the end of the end of this module, you should be able to: a. Differentiate the strategic human resource approach and the integral human development approach in managing employees; b. Discuss how a...

MODULE 6: MANAGING THE HUMAN RESOURCE FUNCTION 1 OBJECTIVES: At the end of the end of this module, you should be able to: a. Differentiate the strategic human resource approach and the integral human development approach in managing employees; b. Discuss how a business can attract, nurture, engage, and retain the talent it needs to ensure its continues growth; c. Discuss how companies can build commitment among its employees. 2  Two approaches that entrepreneurs can adopt in managing its employees. 3 I. The first is the strategic human resource management (HRM) approach, which is mainstream. II. The second is the integral human development (IHD) approach, which has emerged as an alternative paradigm. 4 I. Under the strategic HRM approach, managers design the components of the HRM system so that they are consistent with each other and with the organization's structure, strategies, and goals. 5  The goal of strategic HRM: > To develop a human resource management system that enhances an organization's efficiency, quality, innovation, a responsiveness to customers which, in turn, build competitiv advantage. > Human resources are primarily seen as instruments for achieving organizational goals. >Their contributions can be maximized through the effective implementation of the various HR functions, including recruitment and selection, compensation and benefits, traini and development, performance evaluation, quality of work li and employee, and labor relations, 6 II. The Integral Human Development (IHD) approach, on the other hand, is anchored on the principles of human dignity and the common good. Respecting human dignity is based on the conviction that each person, regardless of age, condition, or ability, is an image of God and so is endowed with an irreducible dignity or value. 7 That each person is an end in himself or herself, never merely an instrument valued only for its utility-a who, not a what; a someone, not a something." Common good, on the other hand, is defined by the Second Vatican Council as the sum total of social conditions which allow people, either as groups or as individuals, to reach their fulfilment more fully and more easily." 8 The various facets of integral human development are as follows: 9 1. bodily development, 2. cognitive development, 3. emotional development, 4. social development, 5. aesthetic development, 6. moral development, and 7. spiritual development. 10 Table 11.1. Integral Human Development at Work IHD Dimensions Description Bodily Developmet The physical structure of the workplace and the design of work processes and equipment are calculated to protect employees' health and to respect their overall physical well- being Cognitive development Employees' expected contributions to the work process are made intelligible to them. Jobs are kept smart" to exercise and develop employees' talents and skills. Overall, employee’s cognitive abilities are matched to proportionately challenging work Emotional development Through the freedom to take initiative without fear of reprisal, employees exercise responsibility and accept accountability for their work. 11 Social development The organization encourages appropriate expressions of collegiality in the workplace. It also exhibits a social conscience," encouraging the same in employees, and supporting employees initiatives to serve the wider community Aesthetic development Craftsmanship is encouraged Within the limits prescribed by their uses, products are designed and manufactured with an eye for beauty, elegance, and harmony with nature. Services are conceived and delivered in ways that honor the dignity of both the provider and the receiver. Moral development The organization's managerial practices and work rules recognize that human acts are as such moral acts Working relationships demonstrate respect for human dignity of each party to them. Work is understood as a vocation, and valued as collaboration, in the presence of God, for one's fellow human being good of Spiritual development one’s fellow human beings. 12 ATTRACTING AND RETAINING TALENT Entrepreneurs starting their businesses recruit people by tapping their own social network, by getting referrals, by tapping employment agencies, by going to schools, colleges, and universities; and by participating in job fairs Companies are now also recruiting online by posting job openings in their websites, by utilizing job boards, and by tapping social media, especially through Facebook and LinkedIn 13 NURTURING AND ENGAGING TALENT 14  What are the different ways of nurturing employees? Training helps employees do their current work better. This would include on-the-job training, which involves a trainee working alongside more experienced employees who could teach them the tasks they need to perform; job rotation, which allows employees to perform different jobs and which provides exposure to a variety of tasks; apprenticeships, which are frequently used in skilled trade or craft jobs. 15 Development, on the other hand, prepares individuals for future positions or responsibilities within the business. Popular methods would include job rotation, job coaching or mentoring by seasoned managers, and assigning employees with potential to committees or task forces to help solve particular problems within the organization. Companies might even send employees to attend minars off-the-job, whether these are within the country or abroad, 16 Training and development efforts are best done in tandem with performance evaluation, which are meant to determine the extent to which employees perform their work effectively. Managers can use this to pinpoint employees' areas for development, and to help them achieve their potentials on the job 17 BUILDING EMPLOYEE COMMITMENT THREE KINDS OF ORGANIZATIONAL COMMITMENT: 1. Continuance commitment refers primarily to the costs of leaving. For example, an employee might have second thoughts leaving a company because this might mean giving up an attractive compensation package or being away from close friends. 2. Affective commitment refers mainly to a person's positive feelings toward the company and what its core values are. 3. Normative commitment refers to an employee's feeling of obligation to others (eg, the business owner who gave him his first job, a manager who has served as a mentor) who might be negatively affected by their departure. 18 19 20 21