Developing Human Resources For Gaining Quality And Productivity

Greatest Challenge to Effectively Developing Human Resource

Discuss about the Developing Human Resources for Gaining Quality and Productivity.

Managing human resources is an integral part of any organization and its management. A well-managed organization usually considers an average employee as the root source of gaining quality and productivity (Alfes et al., 2013). Therefore, human resource development is the most important role of any organization. However, there are several challenges for developing the human resource of an organization. Among all the challenges, the greatest challenge is the lack organizational commitment towards developing human resources.

Effective organization should ensure that there is spirit, cooperation and sense of sphere among the employees for achieving the goals of the organization. Effective organizations mostly battle to get the most from their existing employees through characterizing the skills of the employees (Dries, 2013). Therefore, successful organizations are always committed to recognize the required skills and gaps in the skill level of the employees. Moreover, as per the skill gaps, successful organizations are committed to develop the employees for enhancing their skills towards achieving organizational success.

Developing the skills and knowledge level of the employees needs effective training program, which needs huge financial resources to be invested. In such situation, if the organization does not want to invest their financial resources for employee training, then it is not possible to develop the human resources. On the other hand, performance level of the employees can also be hampered due to lack of motivation and organizational support. In such situation, the employees need motivation and support from the organization in terms of either financial reward or non-financial recognition (Cullen et al., 2014). In this extent, if the organization does not become willing to provide the required motivational tools to the employees, then it is quite complex to develop the human resource. In this way, lack of organizational commitment is the greatest challenge for developing the human resource of the organization.

Human resource development is highly dependent on identification for proper human resource professional for providing training to the employees. In such case, the organization needs to be highly committed towards hiring right human resource professional for organizational training purpose (Heckman & Mosso, 2014). In such extent, if the organization does not become willing to invest money for hiring right HR professional, then it is quite impossible to develop employees properly. On the other hand, the development of the employees is also dependent on assigning additional responsibilities to the employees. It needs effective performance appraisal from the part of organization towards choosing the key employees for developing their career. Lack of organizational commitment in effective performance appraisal ultimately hinders the development of the employees (Zimmerman et al., 2013). Moreover, it can be said lack of organizational commitment is the greatest challenge for the development of human resources.

Identifying Degree of Responsibility

While considering the above challenge, it can be said that the management of the organization does not support the employees to develop their career. Therefore, in future the organization needs to develop their commitment for supporting human resource development. While considering the human resource function, it can be said that the stakeholders who are responsible for human resource development is not keen towards organizational commitment. Specifically, the Human Resource manager and Operation manager can be figured out as the sole stakeholders for supporting human resource development.

According to Kramar, (2014), the human resource function is explicitly influenced by several motivational factors and performance improvement factors. Such examples are Performance Improvement Plan (PIP), reward planning, succession planning and Career Planning and Development (CPD). On the other hand, Wright et al., (2014) pointed out that the operational head of an organization needs to quantify and place performance review and feedback schedule with human resource manager, so that potentiality of individual employees can be nourished and polished.

Considering the above views of the authors, it is evident that the human resource functions in view of the specific role of Human Resource Manager and Operational Manager is having a high responsible degree to the above-mentioned challenge.

The steps that the human resource professional must take in future for ensuring organizational commitment towards human resource development are discussed below.

According to Paillé et al., (2014), HR professional needs to identify and quantify the role of present employee base in an organization so that performance planning is made effective.  Therefore, the role of employees of various departments will be analyzed at the initial phase. A list will be prepared regarding the total number of employees present in each department.

Lengnick-Hall et al., (2013) opined that performance planning must be designed for such employees who are underperforming in the organizational department. Therefore, after analyzing the role, underperforming employees will be identified with the help of team leaders. Later specific sessions will be set up for the candidates for their development.

Nyberg et al., (2014) pointed out that appraisal is the method that motivates and develops human resource, which reflects organizational commitment. Appraisal also helps the employers to understand the purpose, benefits, objectives and roles of existing human resource base (Heckman & Mosso, 2014). Therefore, appraisal will be the next step for human resource development.

According to the words of Kramar, (2014), reviewing employee performance after appraisal helps in identifying the optimal potentiality of a candidate. Therefore, the organization will review employee performance after six months of appraisal and report the same as a feedback to operational head. This will end up in identifying the most loyal and potential employees, who can be treated for succession.

Proactive and Reactive Steps

Cullen et al., (2014) opined that succession planning helps in developing employees for handling more responsible roles in future. Through this employers are able to retain more employees and gain trust from human resource base. Therefore, the organization will be able to plan new roles for most potential candidates, which will motivate others in enhanced performance.

Induction process creates an instinct of ownership among the minds of new employees (Alfes et al., 2013). Considering this organization, quite often it needs to hire employees from external agency and therefore induction process will be extremely necessary for enlightening the new candidates.

According to Paillé et al., (2014), training need is quite helpful for developing human resource as employees are able to get idea of the new policies, procedures and performance parameters. This is necessary for both existing and new employees in sharpening their performance can carry out their roles.

Practical training program is placed just after the training need analysis, which includes PowerPoint presentation, workshops and series of courses associated with cost and budget (Nyberg et al., 2014). The organization will be able to develop its employees through sessions, meetings and demonstration so that they become efficient enough in performing better.

According to Cullen et al., (2014), evaluation of training schedules not only helps in figuring out the most potential candidates who can be given higher responsibility but also helps in addressing the performance related issues among the candidates. Therefore, the organization will be able to develop its employees and polish their method of performance for getting higher productivity.

Career planning is the final step where selected existing employees are given the opportunity to perform in a higher scale with greater degree of responsibility and new roles (Heckman & Mosso, 2014). Therefore, for the concerned organization this ultimate step will be the most noticeable human resource development activity, where the HR manager can show organizational commitment.

References

Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.

Cullen, K. L., Edwards, B. D., Casper, W. C., & Gue, K. R. (2014). Employees’ adaptability and perceptions of change-related uncertainty: Implications for perceived organizational support, job satisfaction, and performance. Journal of Business and Psychology, 29(2), 269-280.

Dries, N. (2013). The psychology of talent management: A review and research agenda. Human Resource Management Review, 23(4), 272-285.

Heckman, J. J., & Mosso, S. (2014). The economics of human development and social mobility. Annu. Rev. Econ., 6(1), 689-733.

Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.

Lengnick-Hall, M. L., Lengnick-Hall, C. A., & Rigsbee, C. M. (2013). Strategic human resource management and supply chain orientation. Human Resource Management Review, 23(4), 366-377.

Nyberg, A. J., Moliterno, T. P., Hale, D., & Lepak, D. P. (2014). Resource-based perspectives on unit-level human capital a review and integration. Journal of Management, 40(1), 316-346.

Paillé, P., Chen, Y., Boiral, O., & Jin, J. (2014). The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), 451-466.

Wright, P. M., Coff, R., & Moliterno, T. P. (2014). Strategic human capital crossing the great divide. Journal of Management, 40(2), 353-370.

Zimmerman, T., Gavrilova-Aguilar, M., & Cullum, P. (2013). Rethinking human resource strategies: A shift in the treatment of contingent workers. International Journal of Business and Management, 8(7), 28-34.