Perhaps it’s easier to answer this by listing some of the personnel mistakes you don’t want to make while managing. For example, you don’t want
● To have your employees not doing their best.
● To hire the wrong person for the job.
● To experience high turnover.
● To have your company in court due to your discriminatory actions.
● To have your company cited for unsafe practices.
● To let a lack of training undermine your department’s effectiveness.
● To commit any unfair labor practices.
IMPROVED PERFORMANCE Carefully studying this text can help you avoid mistakes like these. More important, it can help ensure that you get results—through people. Remember that you could do everything else right as a manager—lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls—but still fail, for
instance, by hiring the wrong people or by not motivating subordinates.
On the other hand, many managers—from generals to presidents to supervisors—have been successful even without adequate plans, organizations, or controls. They were successful because they had the knack for hiring the right people for the right jobs and then motivating, appraising, and developing them. Remember as you read this text that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people. This fact hasn’t changed from the dawn of management. As one company president summed it up:
For many years it has been said that capital is the bottleneck for a developing industry. I don’t think this any longer holds true. I think it’s the workforce and the company’s inability to recruit and maintain a good workforce that does constitute the bottleneck for production. I don’t know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can’t maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future.
YOU MAY SPEND TIME AS AN HR MANAGER Here is a third reason to study this text: you
may well spend time as a human resource manager. For example, about a third of large U.S. businesses surveyed appointed non-HR managers to be their top human resource executives. Thus, Pearson Corporation (which publishes this text) promoted the head of one of its publishing divisions to chief human resource executive at its corporate headquarters.
Why? Some think these people may be better equipped to integrate the firm’s human resource activities (such as pay policies) with the company’s strategic needs (such as by tying executives’ incentives to corporate goals). However most top human resource executives do have prior human resource experience. About 80% of those in one survey worked their way up within HR. About 17% had the HR Certification Institute’s Senior Professional in Human Resources (SPHR) designation, and 13% were certified Professionals in Human Resources (PHR). The Society for Human
HR FOR ENTREPRENEURS Finally, you might end up as your own human resource manager. More than half the people working in the United States today work for small firms. Small businesses as a group also account for most of the 600,000 or so new businesses created every year. Statistically speaking, therefore, most people graduating from college in the next few years either will work for small businesses or will create new small businesses of their own. Especially if you are managing your own small firm with no human resource manager, you’ll probably have to handle HR on your own. If so, you must be able to recruit, select, train, appraise, and reward employees.
Source : Gary Dessler. Fundamental of Human Resource Management. Third Edition. Pearson. 2014
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