Role of Human Resource Management
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People constitute an organization’s most important & vital factor in its success or failure. Through & by man the M’s – money, machines, methods, markets & materials are acquired & utilized. The accomplishment of the goals of an organization depends upon the availability & utilization of all these ingredients the inter-action of which are people-caused.
The acquisition, utilization & development of financial, material, technological & market resources which may be exhaustible are dependent on human resources. If it’s available & capable, the other factors can be of great use to the organization. Man does or undoes what exists; man creates or bypasses opportunities & scenarios. People power is the most significant & potent factor of all the resources available to an organization. On the other hand, superabundance of financial & material resources may go to waste if handled by an incompetent, inefficient & dishonest staff.
According to Tomas Andres, “The place of organizational objectives is largely attributable to successful human resource management.” John Clements pointed out that “..not only is sophisticated management recognizing that the people element is a significant resource, if not the single most important resources employed in our business..” As pointed out by Peter Drucker, an imminent management writer & philosopher,”.. the only resource which can have an output greater than the sum of its part is the human resource”.
The challenge of management is not so much in its money, machines, methods, markets but its people. There is no exact replacement for human resources as expressed by Dr. de Guia.
The main concept that underlies the practice of human resources management is that human beings are the most important & critical resource & asset in the growth & development of an organization. Both the individual & the organization interact with one another, each having its set of goals, needs, perceptions & culture but with influencing each other to promote their ends.
The personal, professional & career development of people is a prime concern of the organization if its human resources are to become assets that will contribute to its growth & development; the work place, work design, reward/career system & continuing training affect workers productivity. Assumptions, theories & principles on motivation, leadership, fellowship, management style, group work, technology, change & other variables pitted against the realities of the work setting & its environment carry tremendous explanations for the way we look at & treat human beings & the organization.
The realization by executives of the importance of human resource paves the way for organized, systematized, coordinated & humane approaches instead of fragmented, loose, prejudiced & inhuman practice.
In contrast, HRM have to accomplish not only organization goals but also individual goals. It is a fact that an individual worker whose personal goals are realized is willing to cooperate in the accomplishment of organization goals. The harmony of both goals is directly proportional to the harmony between management & labor, thus, organization goals & employee needs are mutual & compatible. “One set need not be gained at the expense of the other.” The greater the harmony between individual goals & organization goals, the more likely conflict arises. Harmony results where both goals are aligned with each other.
The objective of harmonizing the individual goals with organization goals is hardly achievable in real situations. A complete balance between the two is indeed a notable act of performance especially in the Philippines although admittedly, this is what it should be. Aiming for alignment might entail bigger sacrifices which might not be practical in the long run. There is a need to study the attitudes of Filipino workers toward this aim of harmonizing goals.
A structure of roles must be formulated & maintained so that people can work toward achieving goals & objectives. In order to achieve coordination & harmonious relationships not only among members of the HRM but also among employees.
Considerations on uniting of command, levels of management, work assignments, delegations of responsibility & authority are basic to any kind of organization.
In spite of the short history of HRM in the Phils., phenomenal changes have taken place in the last one hundred years. Its next 100 years will surely bring new waves of greater magnitude considering the dynamic nature of the Filipinos.