by Human Resource Management (HRM) interventions targeted at developing, integrating and supporting the employees in an organization. These interventions operate on the premise that employee development and well-being can lead to increased organizational performance. There are three main HRM interventions: Performance Management, Developing Talent and Managing Workforce Diversity and Well-Being.
Career Planning
Internal promotions and a higher place in the hierarchical level should push people to strive for recognition.
Performance Management
“Performance management involves goal setting, performance appraisal, and reward systems that align member work behavior with business strategy, employee involvement, and workplace technology”. Research has shown that organizations with a fully functional performance management system outlive
Managing Work Force Diversity
Within an organization, there are always people that think and behave differently, all dependent on their personal values and cultures. Efficient managing of the human resources is an art, and it is hard to find a perfect solution/combination. It is important that management recognize and understand that people work differently. This is why it is important to have strong cultural foundations that also guides how employees are expected to behave and work. Thereby it should be easier for management to utilize the work force diversity to something meaningful.
Employee Selection
Employee selection is choosing the right person for the job. The process begins with a precise description of the skills and/or knowledge, experiences, and personal characteristics needed to accomplish the job tasks. Valuable sources for identification are knowledgeable people and personal observations of competent performers. The selection process differs in complexity among organizations. Some fill positions quickly and inexpensively by perusing resumes and application forms. Other organizations select potential employees by elaborate, and sometimes costly, selection systems involving job-related tests, a series of interviews, and background checks. Decisions regarding selection are crucial for effective organizational performance.
Motivation (Incentives and Rewards)
Incentive’s link pays with a standard of performance. They are future-oriented with the objective of inducing desired behavior. They can be short or long term, and they can be tied to individual and/or group performance. There are variations in incentives. Monetary incentives include salary, differential pay, allowances, time off with pay, deferred income, loss-of-job coverage, and other perquisites (product samples, an expense account, tax service, legal service, a company apartment, club membership, free housing, parking privileges, stock bonus, etc.). Nonmonetary incentives include desirable working conditions, training, and adequate equipment and materials. Examples of management incentives are participatory goal setting and decision making, and career opportunities.
Rewards can change and reinforce behavior. Skinner’s research showed that rewarded behaviors are more likely to be repeated. Rewards need to be timely, specific, and matched to the preferences of the person and the achievement of goals. Rewards can be formal, such as public recognition, gift certificates, etc., or informal such as field trips. Nelson has catalogued more than 1,000 ways to reward employees. Wilson suggests that rewards should be SMART: Specific, Meaningful, Achievable, Reliable, and Timely.
Succession Planning and Career “Pathing“
Succession planning is a systematic identification of employees for senior management positions. It involves long-term planning and is often developmentally oriented. Succession planning is likely to involve input from several managers and recommendations for experiential assignments to ensure the ability of the candidates to fill positions as they open.
A career path is a sequence of jobs, usually involving related tasks and experiences, that employees move through over time. For example, a career path in a school setting may include the positions of teacher, counsellor, department head, principal, central office administrator, and superintendent. Career paths are generally vertical lines of progression; however, they can include horizontal assignments as well. This is increasingly the case as management positions disappear.
Management and Supervisory Development
Management development is “The education, training, knowledge transfer, and, ultimately, skills demonstration of those individuals who are defined as managers by their respective organizations.” It is about coping with complexity. Effective management development supports the organization’s mission, strategy, goals, objectives, and market position. Supervisory development is designed for front-line managers who work with and through non-management employees to meet the objectives of the company and the needs of its employees. It is broader than management and executive development. The unique roles the HRD and PT personnel play in supervisory development as follows:
- Genuine knowledge of specific competencies required to complete work assignments.
- Recognition of the innate qualifications, limitations, and aspirations of supervisors.
- Sensitivity to the roles and relationships imposed on the supervisors by the company.
- Realization of the continuing evolution of the supervisor’s role.
