The human resource manager has the sole responsibility of recruiting, selecting, training and developing employees in any organization. They posses the authority of determining the organization's manpower required in a given period. In a manufacturing organization, human power asset is necessary to run the high tech machines in the organization. The recruitment, selection, training and development of employees should be in accordance with the organization objectives and goals. For instance, in the manufacturing organization, it is the management wish of meeting the market demand. They should be in terms of quality, efficiency and cost effectiveness. These attributes are achievable if a well qualified employees are in place together with the other necessary resources.
The process of recruiting and selection is faced with some issues. One of the issues faced is the determination of the payment profile. The payment based on the work done is faced with biases in some organization. It becomes difficult to implement the process of payment based on the work done. These policies have negative impacts on the organization if they fail to be implemented effectively. Most organizations focus on the organizational performance and tries to reduce the cost of production. In the process, the workers are paid nominal wages with no consideration of the prevailing market pricing conditions. The workers remuneration does not improve their welfare. This creates disharmony in the organization as their basic needs are not achieved. According to Abraham Maslow's motivation theory, lack of satisfaction of the workers, leads to decreased production. This is in contrast with the organization requirement. Thus, the remuneration profile becomes the main issue to be considered in order to achieve both organization objectives and workers' needs.
There are two approaches followed by human resource managers. These strategies include hard strategy, and soft strategy. The two approaches are totally different, and employees attach different views on them. In hard approach, the human resource manager if primarily focused on the performance of the organization. He has little concern on the employee status. On the other hand, the soft strategy focuses on the workers' welfare more than organization performance. Therefore, it is clear that, soft strategy favors workers while hard strategy favors organization. A problem reveals itself to the acting human resource manager in selecting the mode of performance. An equilibrium state has to be achieved which demands the manager to act in favor of both organization and worker. The working position becomes hard to define to the human resource manager. If the manager works in favor of both sides, an effective and efficient operation of the organization will be achieved. This is in terms of resource allocation, workers rewarding profile and cost effective operation.
The resource based theory focuses on the productivity of the firm. It assumes that, the organization acts as a heterogeneous entity. Given the resource inputs, the organization expects to make a certain level of output. The human resource capital is considered as one of the inputs required. This shows that, human capital is necessary in the organization production process. For instance, in the manufacturing organizations, the effectiveness and efficiency of production affects its product quality. These organizations recognize the need to improve the workers' morale, as well as the organization objectives. This is an indication that, the human resource manager has to act in relation to workers and organization's motives.
Following the strategic goals of the organization, it is necessary that human resource function is in accordance with the set organization goals, prevailing market environment, prevailing labor regulations and the competitive strategy of the organization. In most organizations, the functions of human resource managers fails to meet these requirements. This makes the process of human resource operation not to achieve the overall requirements of the organization and the workers. In the achievement of these requirements, there will be an increased market performance of the organization. This leads to the increase in the market power of the firm. It is clear that, the human resource department makes the basic requirement for performance in the organization. This is in terms of worker productivity. The issues are mostly prone to large organizations with numerous operations taking place. Due to the complexity of the structure of the organization, it becomes difficult for the human resource manager to coordinate these requirements. This is the case in most manufacturing organizations.
In conclusion, it is evident that, in every organization, the human capital is necessary for efficiency and effectiveness in the performance and achievement of its goals. The organization's objectives are achieved if a well designed human resource operation is designed. It is the duty of the organization management team to oversee these requirements are achieved. The issues facing the organizations are mostly similar in all organizations. It is necessary for organizations to design measures and strategies of solving the issues.
References
Cooke, F. L. (2000). Human resource strategy to improve organizational performance. Route for British firms , 2-33.
Koch, C., & Kok, J. d. (2000). A human-resource-based theory of the small firm. 5-41.
Maslow, A. H. (2000). Motivation and Personality. 15-33.
Paauwe, J., & Boselie, P. (2002). Challenging (Strategic) Human Resource Management Theory. Integration of resource-based approaches and new institutionalism , 1-29.
Radcliffe, D. (2005). Critique of Human Resources Theory. 51-67.
