Challengesof Human Resource Management
Challengesof Human Resource Management
Anysuccessful organization knows that, human resource is the mostimportant asset that an organization has. The success of anorganization is dependent on the input of the employees.Consequently, most problems opportunities, challenges andfrustrations arise from people. The job of managing people is thusthe most difficult job of a manager as humans differ in values,attitudes, motivations, inspirations, psychology, assumptions andlife goals (Ashwathappa,2006).
Inaddition, the business landscape is rapidly transforming which iscontinuously posing several challenges to human resource managers intheir effort to keep their organizations running. Human resourcemanagers need to add value to their organizations in the evercompetitive business world. Today’s competitive business world,managers require more conceptual and strategic skills (Guest,2011).They have to be proactive, capable of anticipating technologicaldevelopments and preparing their employees for any form oftechnological reforms that might occur. This can only be achieved ifhuman resource itself is conversant with such changes and has meansto tackle them.
Overviewof HRM Role
Humanresource managers have various roles in an organization. Importantly,they are the custodians of the key assets of the organizations. Theyare also protectors and counselors of employees and are directlyresponsible for their productivity. The government and responsibleauthorities expect HR managers to comply with labor laws and promoteharmony at work, which contributes to a healthier and a moreattractive work environment. This adds the complexity and thechallenges facing human resource management. Although there are manychallenges facing HRM, this paper will concentrate on the majorchallenges (Evans,Pucik & Björkman, 2011).
Thisis one of the greatest challenges facing HRM today and will continuehaunting it if proper actions are not taken by HR managers in goodtime. Though this is not a focal point for human resource developmentand training, change management creates certain challenges formanagement of personnel. This is being capable of dealing with theirchanging roles in corporate world, besides changes in other jobs, theoverlapping responsibilities among other things (Ashwathappa,2006).Understanding that there is need for change is the first step toaccepting the change.
Thisis another major challenge for human resource management. There isneed for leadership development to be an essential strategicinitiative. HR managers are faced with the challenge of beingexpected to provide the necessary structures, tools, processes andopinions to make the most suitable choices and develop the futureleaders of the organization. Leadership development is a criticalinitiative of HRM that ensures that the organization has not only thebest, but the right workforce is retained. In addition, it ensuresthe organizational culture supports performance intrinsically toachieve market position, and that managers are prepared to take onfuture leadership roles so that the organization remains viable inthe long run (Guest,2011).HR managers often find themselves to blame in case of leadershiphiccups and other failures related to leadership.
Inthe times when unemployment is in the surge, it may appear easy tofind qualified and efficient employees. This is far from the truth.Many organizations are in serious need for employees with thenecessary skills and the right training. This applies to all fieldsincluding healthcare and technological firms. The challenge ofrecruiting skilled employees leads many employers to search beyondtheir local marketplace for employees who can do the job they requirefilled. It is therefore important for HR managers to be conversantand take the staffing process very seriously (Guest,2011).
Withan economy that is proofing unpredictable each day, together with thetightening organizational purse strings, compensation and benefitsissue remains a challenge that almost every business is facing. Theway to deal with this issue is to introduce mandatory changes in amanner that employees can accept, not necessarily agree with themwhile giving non-financial morale enhancing initiatives when anopportunity occurs to make the changes less traumatic (Noe,Hollenbeck, Gerhart, & Wright, 2002).
Trainingand development is one of the challenges that human resource managersdeal with every now and then. The increasing change in technologicaldevelopment results in introduction of new of new gadgets and newsoftware that require employees to undergo training. Training is anexpensive venture both time and money wise. HR managers have toconstantly struggle to cut down training costs as well as ensure thattheir employees receive the necessary training. In the end, trainingsuffers, which is not the wishes of HRM, as the skills needed byemployees need to be taught. To deal with this problem, mostcompanies today provide e-learning opportunities, allowing employeesto receive the needed training devoid the expenses associated withtravelling, time away from work, onsite trainers or high pricedmaterials (Evans,Pucik & Björkman, 2011).
Workplacediversity is an unavoidable particularly at the height ofglobalization. Diversity involves such things like age, gender,ethnicity, marital status, income, education, religion, physicalchallenges, as well as sexual orientation like being gay ortransgender. There is always conflict among employees as a result ofthis diversity. The HR finds his or her job very difficult inmanaging this sort of diversity and ensuring that everyone iscomfortable in their job. Understanding the challenges that may beencountered through the interaction of these people, and also therequired openness of the organization towards such people will beuseful for HR manager to provide guidance in training employees towork together with those they may perceive as ‘different’, acceptthat such people may be present in the organization, and agree totreat everyone with respect although they may never be in agreementwith each other on various issues (Evans,Pucik & Björkman, 2011).
Improvementcannot occur without the right tools to assess HR effectiveness. Aswith other areas of organization, HR requires some form of measure interms of transaction management and other positive influence onbusiness. HR can utilize metrics to determine its effectiveness. Thisis an important step in starting to view HR team as a real strategicpartner in the organization as opposed to a mere administrativefunction (Noe et al., 2002).
Arguably,empowering employees is one of the biggest challenges facing humanresource management. Empowering is mutual control it is theinnovative distribution of power it is vital and energetic it isshared responsibility and is comprehensive, democratic andlong-lasting. Empowering allows people to utilize their talents andcapabilities, invest in learning, promote accomplishment, finds thespirit in a business and builds effective relations, leads, informs,serves, coaches, creates and liberates (Noe et al., 2002). Being anempowering manager thus, entail both who one is and what he does.This is not an easy task and HR managers find themselves unable todeliver on these ground. In an organization that empowers itsemployees, managers ought to believe leadership is inherent in allits employees and not just from a chosen few. Such managers shouldknow that the organization is bound to succeed when employees havethe tools, skills, and authority to do their best and comprehend thatinformation is power and they share it with other employees. Valuingemployees enable in creating a culture that values and supportsindividual employees. Empowering managers crave to ensure thateveryone feels an ownership of this culture and a responsibility forits development to create opportunities for solution finding and fordesigning what cannot be searching for issues and what should havebeen done. Ultimately, empowering HR managers understand thatsupporting empowerment is a continuous process, not an endpoint to becheckered off a list of objectives (Guest,2011).
Theworld’s ability to face the challenges presented by globalizationand industrialization of businesses in the 21stcentury is dependent on human resources. Although firms have capital,human resource and technology, the HR is the one who can help thefirm face and deal with the aforementioned challenges. Capital andtechnology can be generated, but human resources are required todrive the organization as well as the world through the variouschallenges with motivation and encouragement.
AshwathappaK. (2006). HumanResource Management. TataMcGraw Hills , New Delhi.
Evans,P., Pucik, V., & Björkman, I. (2011). Theglobal challenge: International human resource management.McGraw-Hill Irwin.
Guest,D. E. (2011). Human resource management and performance: stillsearching for some answers. HumanResource Management Journal,21(1),3-13.
Noe,R.A., Hollenbeck, J.R., Gerhart, B. and Wright, R.M. (2002). HumanResource Management: Getting a Competitive Advantage.New York: McGraw-Hill.