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Human Resource Management for Certified HR Managers

The operational management of human resources is the activity of the line managers for the management of the people entrusted to them, aimed at achieving the short-term and medium-term goals of the organization.

It is based on the existing organizational and technical conditions and the functional strategies for human resources management developed by the organization.

The operational management of human resources as the responsibility of line managers is primarily limited to the implementation of several basic functions. Every Certified Human Resource Manager must master both the highest management principles and operational HR practices. Reference: BVOP, HR Certification Online – Human Resources Certification Programs

The main functions of the operational management of human resources are:

Recruitment and selection of the necessary workers and employees.

Training of employees through the use of various forms and techniques to change their knowledge, skills, and habits, following the changed requirements of the workplace or position.

Evaluating the work performance of employees, determining their specific contribution to the work of the unit, department, or service, making proposals for professional and job development of employees in the unit, department, or service, and changing their remuneration.

Carrying out disciplinary procedures under the procedure provided for in the law and the statutes or regulations for the internal labor order of the organization.

Maintaining working conditions and pay in the unit, department, or service following the requirements of labor laws, by-laws, agreements, collective agreements, and employment contracts.

Arranging the labor relations with the employees in the unit, department, or service following the requirements of the labor laws, the by-laws, the agreements, the collective labor agreements, and the labor contracts.

Performing or organizing the work on a job analysis and the development of job descriptions and requirements for positions and jobs is the unit, department or service, etc.

Modern approaches to management

The choice of highly effective personnel management mechanisms to activate the human factor, to be sustainable and competitive is contained in the choice of the specific model or approach to management. Reference: For Certified Human Resources Manager: The Internal Environment for HR Management , https://customessaysonline.net/for-certified-human-resources-manager-the-internal-environment-for-hr-management/

The choice of the specific approach to human resources management depends in a certain aspect on their activation and achievement of sustainable competitiveness. The most popular approaches are:

Results management

Results management is applied in companies with introduced decentralization of management as the task is delegated to the teams and the achievement of specific results is determined, with specific dimensions, deadlines, and control. This influences the work behavior of the teams, emphasizing the motivation of human resources, partnership, cooperation, and teamwork;

Management through motivation

Preliminary study of the needs, goals, and interests of staff. It is based on the study of interests, attitudes, goals, and needs of staff and the ability to integrate motivation with the business plan of the company. Three motivational models are used:

rational – the emphasis is on the material incentives associated with physical survival; motivational – self-realization, emphasizing the opportunities for self-affirmation, career development, recognition and evaluation of the merits of independence and responsibility;
empathy for the company’s image, participation in the partnership, participation in management, ownership, and delegation of rights;

Framework management

Framework management is based on the rule that associates or staff can make decisions independently within the pre-set framework.

The effect is the development of initiative, independence in decision-making, increasing job satisfaction. (stands out by giving the right to individual groups of staff to make their own decisions within the limits of their powers)

Management by a delegation of rights

Clearly set and specific tasks; precise delineation of responsibilities and actions to achieve results; the precise definition of the constraints of the decisions. The effect is that it gives way to the modern highly qualified and thinking collaborator.

Participatory management

Participatory management is based on the proposal that if the team or individual associate is involved in the management and is satisfied with the work and participation in management, he works more productively, engaged and motivated. (It is based on the right of the individual employee to work as actively in production as to be active in management. He receives rights for independent decisions.)

Entrepreneurial management

Entrepreneurial management is based on the concept of internal entrepreneurship, entrepreneurial activity, and opportunity for expression of implementers, and innovators.

This requires the introduction of an internal system of collective self-learning in innovation (requires a specific entrepreneurial culture and behavior. Typically its elements are teamwork, entrepreneurial initiative, cooperation within the company, and the search for and offering of innovative solutions in the use of human resources )

Human Resource Management is a strategic and holistic approach to the management of the most valuable asset of the organization, namely the people who individually and collectively contribute to the achievement of organizational goals. Storey (1989) defined the difference between a firm and an Agile approach to Human Resource Management.

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