The paper "Principles of Human Resource Management" is a perfect example of management coursework. A human resource manager is a person in charge of an organisation’ s employees. Among his duties are organizational management, personnel administration, manpower management and industrial management. The human resource manager, therefore, plays an important role in any organisation since he manages resources that have human feelings. He does not merely manage basic business resources. Every organization places a very noble value on its employees. Indeed the common saying among business circles is that a company’ s employees are the most invaluable asset.
The employees are the ones who understand an organisation’ s policies, vision and mission. If the employee never walked the talk, then, who else? Without them, any other asset would be of little or no value. This is because the role of the employee is to actually implement what has been thought of by top managers and directors. Without the driver, the value of the car would not be derived. By owning the company the employee will not only buy and use his company’ s products but will also carry out his duties happily and diligently and therefore efficiently use the inputs to maximize the output.
In order to achieve this, the human resource manager ought to specifically express his goals in a way that can be understood and be adopted by the workforce. In addition, he needs to provide them with the resources necessary to accomplish their individual mandates. Therefore, if properly managed, human resource techniques express the overall goal and operating practices of the enterprise. More so human resource managers have a key role in risk management and reduction within organizations. Torrington and Hall defined personnel management as being: “ a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensure that the agreement is fulfilled". On the other hand, Miller (1987) suggests that HRM relates to: ".. .... .those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage". Thus the goal of human resource management is aimed at helping an organization to meet its strategic goals by attracting, recruiting and retaining employees and more so managing them most effectively.
Dave Ulrich, a professor at the University of Michigan, developed the four functions of the human resource manager as; a strategic business partner, change agent, employee champion and an administration expert. In order for today’ s manager to guarantee his viability and ability to contribute to the growth and development of an organisation, he needs to view himself as a strategic partner. In such a case, he should first of all “ own the business” in order for him to efficiently contribute to the wide business plan and objectives.
Since the human resource business objectives are established to attain the overall strategic business plan, he should be knowledgeable of the work environments where people deliver. Thus strategic partnership roots for such human resource services as formulating work positions, recruiting, reward, employee recognition and appraisals, career development and succession planning and overall employee development. Thus, the human resource manager as a strategic partner does not look at the enterprise today but most importantly embarks an onward growth mission.
In order to be a successful business partner, the human resource manager, therefore, has to think like a “ businessman” with a good knowledge of finance and accounting. Furthermore, he should be accountable and overly responsible for cost reductions and assessment of the human resource programs and processes.