ICHRM

30-Apr-12 Mustafa Hamed Zia 0905RTRT1009

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Introduction
There is increasing interest in relation to the powers and functions of human resources plays in adding value and improving performance in the of modern human resources settings . This some of the emphasizes the statement Schuler on "change specialized functions of the staff with the hiring manager as director of business and part of the management team." (Schuler, 1990). Should not be focusing only on the effectiveness of human resources policies, but we should also focus on the knowledge and skills required to perform tasks beyond the scope interrelated to human resource. We witnessed radical change in the relationship between performance and human resource in recent years. Increasing social and economic developments such as the approach to customer loyalty, varying the demographics of the workforce, globalization, the rapidly changing economies and focus on the financial results have brought up new challenges for human resource management functions in its role in the expansion in the value to the entity. Study in the 1990s, which focused on the United State organisation has provided important information on the organization capabilities of human resource, and have done repeatedly in subsequent years. Experimental results have been reflected in a survey of human resource of the competency, which summarizes the five areas of core competencies of the effectiveness of HR function. The survey provided source of information. People from all organizations are important components because they are planning, implementing and designing, sustaining and end the presence of organization. In simple importance of the HR function cannot be denied, nor can the role of Director of Human Resources to be taken either for granted or less important. Organizations have seen in last decade, the sudden movement towards institutional authority to a flexible interpersonal management. Therefore, there is a shift in the management of human resources from ruling to governing that involves motivation, guiding and shaping the people to do their best for themselves and the organizations they work for (Heathfied, 2011). Organizations need effective management of people due to the deteriorating quality of service provided by the workforce in the absence of proper guidance. Organizations are under pressure to make improvements because of the customers varying expectations, the rapid development of

online trade and growth of the Internet that focuses on the efficiency of staff and provision of services. To transfer the traditional institutions into service organizations is inevitable; because the staff development is an ongoing process that benefits the organization. The skills and talents of all employees has become insufficient for the success of the organization, this is the rising challenge which requires a new vision in the management of human resources. Human capital is a crucial and very important element because of the skills and characteristics of people which bring loyalty, experience and commitment. However, it is also important to note that human resources are different than those of other organizational resources. In addition, individuals within the organization have different backgrounds, and levels of experience, skills, values, beliefs, it is much unexpected to measure their contribution to the development of the organization. Conventional thinking about how people can work and work that has been abandoned by the organizations and being an employee means alot more than just having a job. HR is the entity taking the role in above mentioned direction.

Literature Review
Dave Ulrich (industrial expert) divided human resource mission into four parts: 1. The strategic partner that aligns human resources and business strategy 2. Expert in the management of the re-organizing organizational processes 3. The presence of an employee champion that listens and responds to the staff 4. The agent of change who manages the change and transformation in an organization (Ulrich, 1996) This part of the agenda of human resource management includes setting goals and achieving value-added results to be delivered to company's customers and clients. Transformation and expansion of the task of today's global human resources is vital to the success of the organization. Human resources between the groups promote the evolution dynamics and interpersonal setting alterations. Setting goals plays an indispensable role in finding solutions for any number of issues facing the workforce. Moreover it Provides answers to questions about;

1. What is the problem? 2. When you need a solution? 3. Which people are involved? 4. Where to solve the problem? 5. How to solve this problem in hand? Effective goal setting involves hard work and perseverance, and must in order to be the desired results which are both ideal and reasonable. The first step is to determine what priorities should be taken to use of time efficiently. Human resources consider the time constraints as a barrier factor in solving the problems so it is good practice to identify priorities and develop appropriate programs. Anatomy of the knowledge and priorities in the details contribute to the orderly and fast acquiring of the best solutions that is necessary. Once the priorities are known, the scope of each task will be easily recognized by human resource to provide right solutions (Heathfied, 2011). Definition of priorities is thats why tied up with the allocation of time. To solve the problem of staff smoothly they HR manager should do so. The next step is to establish the direction because priorities that have already been identified and separated correctly. In a situation where many solutions are required, a specific task requires a separate and distinct direction towards solving the problem because they probably can contain additional sub-problems. Determining the results that are expected is considered to be the next step after testing the right direction. Related complications can be expected to analyze problems using models of the right staff who have the right and competent skills involved. Awaiting the results, stakeholders must have confidence that the work force management goal is efficiently achievable. Human Resource managers must set goals in order to achieve a complete reversal of the traditional human resources function. Settled goals are expected to face turmoil in the achievement process the same if the teamwork is evident by its absence. Improve team work is also vital in the discovery of solutions to potential problems. Improve teamwork ensures a thorough understanding of the situation at hand because a lot of talent and experience came together to exchange views, ideas and suggestions. This is a

clear indication that two or more heads better than one working alone, individual work is less productive comparing work of a group (Locke, 2001). When you improve teamwork, the individuals who are taking part are sorted by the roles they have to carry out during the phase. In the activities like setting goals, and the specific roles of individual promotes the discovery of solutions because each is limited to a specific task, so chaos, despair and confusion is eliminated. The point here is to improve individual performance so that collective action is greater while it follows the instructions correctly. Everyone must focus on allocated task, so that it accurately diagnoses the problem. Individual performance can be improved through the exchange of ideas and interaction with each other. Another way to determine the actual target (goal) is to clarify expectations. When your problems are offered for solution, and expectations of the group and individuals taking part needs to be clarified. Foreseeing the expected result is not enough, it is necessary to determine the expectations about the solution and the result are explained to awaken a sense of cooperation and understanding within the groups and individuals. In the current business environment, usually workforce is asked about their job expectations and status in the future. Comprehensive approach to set up an effective goal is founded on discerned values. It is well known that those who have defined goals do better than others, and those who defined their target more specific or have clear objectives are likely to achieve good results from those that their objectives are not clear. Moreover, Approach to difficult goals tends to result in improved performance. Changes happening outside or external changes does have substantial influence on setting goals and changes inside the business or internal changes will affect the goals and objectives if it is accompanied with negative elements. Labour turnover and technological innovation are considered to be external changes. Processes must be adaptable to the changes and must adjust to such circumstances without changing from the normal course of operations. To determine whether targets are effective or not, is suitable to know the characteristics of good goal setting. Objectives need to be specific to avoid uncertainty and certify the goal. This can be

seen in the process of improving collective action when goals are broken down and dispersed among members of the team. Objectives should be meaningful and measurable, so as to ensure individual and collective satisfaction. It is expected that when individual performance improvement is evident. Objectives are needed to be agreed to and achievable to reflect the unity of the team. This is evident in the cases to determine the expected results. Objectives need to be based on reality in order to prevent unnecessary interruption of unreliable matters. It is typically done during the clarification stage. Lastly, the goal need to be time bounded so that the implementation is steady and well-ordered. It can be done through the process of identifying priorities. These S.M.A.R.T. Characteristics determine the efficiency and stability of targets.

Critical analysis
The field of HR is interesting both as profession and as a field of study. This field covers the management of the workforce of an entity, organization or business. This is to adopt a management strategy that surges the possible capability of qualified individuals. Human resource managers need to ensure compatibility between the strategic plans of action for the organization to achieve the goal of maximizing return on investment. It is head of human resource work to directly control standards in work and the implementation and processes and the functions are delegated to subordinates, or third parties. Interest related to human resources refers to the following functions inherent and known on a large scale, which are common between the companies: 1. Employment of qualified job applicants; 2. Record keeping and employee privacy; 3. Performance appraisal; 4. Labor associations;

5. Organization Design; 6. To be alert of laws and regulations; 7. The moral of the ability and motivation of employees (retention and loyalty); 8. Compensation and benefits administration, 9. And personal data management. Possible jobs career in this field are recruitment and resourcing, human resource generalist, organization development, learning and development and employee relations. Career planning is needed to easily grasp a career in the mentioned field. Career planning is I a very delicate task and it should be done very carefully, subsequently it involves choosing a good occupation, career movement and retirement plans. These are the steps that should be considered: Research, SelfAssessment, identifying the plans to achieve it and career market skills. Recruitment processes are being updated continuously in the job market in order to accommodate requirements of the businesses and employers. An applicant must always be lookout against unlawful recruiters and false opportunities. In this step, they evaluate the job offered by observing among those who are employed and enquires with other applicants. They will gather information which are relevant in making decisions that is the job offered is the best or not (Mariott, 1964). The applicants should prepare to plan and narrow down the choices and all the information that re gathered need to be analyzed for assessment and thought of pros and cons. When the applicant chooses the suitable career, then they can go and implement the plans. This step will come after that the candidate chose the type of job they wants. Then a strategy must be formulated to achieve the goal and secure the job. The bellow factors are important in formulating the strategy. Education: the applicant needs to have necessary qualification in terms of training and education for the job. And they need to be competent enough to the job efficiently with less supervision.

Temporary Employment: this is a training stage for the applicant where they will learn how the work is being done. The amount of time that the applicant is spending in the training must be fully considered by the applicant beforehand they decide to accept the job. Difficulties alongside the way: There will be difficulties alongside the way which will limit the choices that are available for the candidate and it is usually related their personal matters such as transportation, job complexity, finances, and place of work. The human resource career planning begins with self-assessment of the qualifications and ability to do the job. HRM demand individual characteristics that are external and persuasiveness. Human resource workforce need to be able to communicate very effectively. Moreover, they should be able to analyze critical things and must have the ability to influence people. And any essential capabilities that are missing or difficult to understand should be learned throughout the time of employment over coming trainings and developments (Shermon, 2010). Dealing with colleagues and other members of the company should be done with respect and determination. Each and every individual is unique and they outlook the life with their own perspectives, behaviour and attitudes. And it will be necessary for every employee to understand every one of their colleagues. This will help them to understand how to cope up with the job he joins in. Below are the qualities that an effective HR supervisor or other management positions need: a) Crucial leadership skills and knowledge b) Knowledge of the business, organizational operations and HR c) Understanding of organizational operation and strategic thinking d) Reliability and Credibility Every employee is important for the company and the company must have programs to continue developing their employees. The employees need to be given time to attend the training and development programs related to their qualifications to keep themselves updated and help organization to achieve their goals and objectives.

Conclusion
Managers are needed to get involved in essential daily operations of the business in details so that the costs are simply determinable without negotiating the quality of the products or service they are providing. The manager must lead by example and the subordinates must follow with great interest. Meanwhile, he is the leader and led the subordinates and expert in his career he/she should know all the details of the operation and recognize the areas that are need for resolution. It is not enough for a manager to simply go through with supervising employees on rare occasions. There must be a continuous follow-up by management of the service rendered, the production cycle and all of operations affecting employees of the company. Planning is essential in this area of activity with managers carrying the burden of organizing the process and work flows in line with the companys vision and mission statements. On this part, delegating can be done in order to give employees the sense of responsibility in performing their work. It is also one way of developing their productivity and leadership skills necessary for future personal endeavors. A manager then makes a follow-up of the delegated task to determine compliance and obedience to corporate orders.

References:
Heathfied, S. (August 3, 2011). Characteristics and Competencies for HR Leaders. About.com, Retrieved April 23, 2012 from http://humanresources.about.com /b/2011/08/03/ characteristics-and-competencies-for-hr-leaders.htm Locke, Edwin A. (2001). Motivation by Goal Setting. Understanding SMART Goal Setting. Essentials Skills for an Excellent Career. Retrieved April 23, 2012 from http://www. mindtools. com/pages/article/newHTE_87.htm Marriott, J.W. (1964). The Marriott Management Philosophy. A Living Tradition of Values and Belief. Retrieved Apri 23, 2012 from www.marriott.com/.../PDF/Marriott_

Management_Philosophy.pdf. Schuler, R.S. (1990). Repositioning the human resource function: transformation or demise? Academy of Management Executive, Vol. 4, No.3, pp. 49-59. Shermon, G. (2010). Career Planning Process. Career management article. HR Folks Consulting. Retrieved April 23, 2012 from http://www.hrfolks.com /articles/ career%20 management/career%20planning%20process.pdf Ulrich, D. (1997). Human resource champions, Harvard Business School Press, Boston, MA.