The paper "Decentralization and Human Resource Management" is an engrossing example of coursework on management. Decentralization is a complex process that is frequently undertaken as a matter of urgency in a highly political environment. Pressures of implementation can force decisions that in retrospect become detrimental in efforts to ensure equitably, enough, and competent staffing in an organization. A successful decentralization requires that the organization structure roles and responsibilities be well defined for a functional whole and be acceptable to the workforce. For many organizations, this is one of the most critical areas which if not well managed can lead to management problems.
Different problems in human resource management arise due to different reasons including the unclear or inappropriate definition of organization structures, roles, and responsibilities in view with organization goals and economic needs. Similarly, roles and responsibilities may conflict with each other. Organizational structures and role allocation may be disputed. Additionally, there might be inadequate communication of these organization changes, below the central level, or change so frequently that no one is clear on the current status (Dwyer, 17).
For intermediate, regional level, organization structures, roles, and responsibilities appear to be very hard to define. Managers in the human resource department are obliged of being technicians in the resource management centers for directing the free flow and the application of resources of human beings. When the demarcation line between national and regional policies is unclear, it can lead to conflicts in organization structure, roles, and responsibilities. Many reasons that explain the essence of disputing organization structure, coupled with roles as well as the responsibilities often arise. The existence of mistrust, personality conflicts, professional pride, or even jealousy can arise while in the process of implementing decentralization.
Considerable resentment of directors may arise by making them, in the post-decentralization organization structure, subordinate to a local manager who is junior in age and/or experience.
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