Inany organization, managers are in charge acquiring, protecting,improving and making use of all the organizations resources forproduction to take place effectively and efficiently. Humanresources, that is, the people who are involved in the dailydistribution and production of the organizations goods and servicesare one of the very important resources in any organization. Themanagement function of the human resources in an organization isnormally shared between the human resource (HR) specialists and theline managers. All the managers in an organization are thereforehuman resource managers. Hiring, appraising and compensatingsubordinates constitute some of the main functions of the humanresource management. In my own opinion, all mangers should be giventhe autonomy to make personal decisions regarding appraising,compensating and hiring subordinates so as to fully make use of theirhuman resources. This is will reduce the conflicts which normallyoccur between the managers and the human resource specialists in anorganization due to such decisions thus ensuring the organization’scompetitive advantage (Simons, 2011).
Sincethe people who are familiar with the day to day operations of theorganization are the managers, they should be give more autonomy inmaking decisions on candidate selection when recruiting new workersso as to hire workers who have the experiences, expertise andabilities required for that job. After the HR specialists conduct thefist interview, they should then refer the successful candidates tothe line manager for the second interview so as to make sure that thebest qualified candidates gets the job. This cautious attention toemployee selection by the line managers ensures that the right personis placed on the right job thus contributing greatly to theorganization’s competitive advantage (Robert & John, 2009).
Performanceappraisal and evaluation of the subordinates are also better carriedout by the line managers than the HR specialists in any organization.This is because the line manager work closely with the employees thusit is easy for them to evaluate the workers performance and notetheir areas of weakness and strengths as well as areas that theseemployees need to put more effort in future. This provides themanagers with information on which the organization can base theirdecisions on which employees to promote, train, reward or motivate.In addition, the feedback obtained from performance evaluation by theline managers encourages employee performance and motivation. Forexample, the poor performing employees are able to know that theirdrawbacks require improvement and the good performing employees knowthat their efforts are noted and appreciated by their line managerswho they report to directly. This in turn creates a good workingrelationship between the managers and the employees thus giving theorganization a competitive advantage (Robert & John, 2009).
Managersshould also have the autonomy to make decision on the benefits andpays that can be used to compensate the workers on the basis of thefeedback obtained from the performance appraisal they conduct. Whenthe managers recommend the organization to reward or compensate theemployees who perform well with pay rises, welfare, bonuses andallowances it motivates the employees to remain in the organizationand continue working hard to support and raise the organization’sperformance. This therefore saves cost and time spent on solvingorganizational problems like high turnover rate in the organization.Besides, the managers are able to make decision on the benefitpackage such as flexible hours of working for the employees andhealth insurance that best suits the employees (Simons, 2011).
Inconclusion, any organization which gives its managers the autonomy tomake decisions on hiring, compensating and performance appraisal isable to gain competitive advantage over other organizations which donot. This is because the managers are familiar with the day to dayoperations of the organization thus he is best suited to hire thebest candidates with the right skills and experiences for the rightjob. Also, since the employees report directly to the line managersand they both work closely the managers are able to evaluate theemployee’s performance closely than the HR specialists. Thus, it isimportant for the managers to be given the autonomy to conductperformance appraisals for the employees and use the feedback todetermine the employee’s compensation. However, it is important fororganizations to have these managers undergo training on how best todeal the subordinates before giving the managers the autonomy to makesuch critical decisions regarding the subordinates.
Robert,L. M. & John H. J. (2009). Humanresource management essential perspectives,Mason, OH: South-Western Cengage Learning.
Simons,R. (2011). HumanResource Management: Issues, Challenges and Opportunities,Oakville, Apple Academic Press.