Managing Human Resources
Managing Human Resources
Long Engagement
Introduction to the Organization
Human resource management, in the sense of getting things done through people, is an essential part of every manager’s responsibilities. The line that says “people are our best asset” is a cliché which no member of any senior organization would disagree. Finding the right people to be with the company is not the end all and be all of the organization. The even greater responsibility of making this “right people” work together is a more challenging task to every manager.
The first step that the organization would take is to introduce its people to the organization. Like for example at the McDonalds which places a very high value on providing exceptional customer service we recognize the importance of providing our employees with the skills and resources necessary for meeting that standard of excellence, beginning with their very first day of employment. A need for orientation of new employees should be developed to facilitate their transition into the organization, and ensure that they have a clear understanding of its Mission, Vision and Values. The Employee Orientation Program provides a foundation upon which new employees can build their skills and contribute to the efforts of providing responsive and effective fast-food service. The Employee Orientation Program is an important first step in developing a workforce that is committed to providing seamless service, maximizing resources and setting the standard for excellence.
The need for clear exposition of goals and objectives should be taken into account as this would be the “navigator” as to what functions every employee would partake and contribute to the organization. With clear objective and goals, redundancy in work would be minimized and a smooth operational flow would be optimized. In McDonald, your job description should be the starting point of your goal. If you are a cook, and we need up to 1000 pieces of fried chicken everyday, your objective would be to achieve that quota. A clear goal and objective in the mind of the employee would make him feel that he belong to the organization.
Consideration of Motivation and Commitment
Motivation is commonly defined as the individual’s activation and degree of persistence in undertaking a goal directed behavior. There are two kinds of motivation that is always mentioned in literatures of employee motivation, the intrinsic and extrinsic motivation ( 1968). Basis of motivation can be categorized into terms of legal compliance, external rewards and internalized motivation ( 1978). As for McDonald, we consider external reward or the wage that we pay to the employee as its primary source of motivation. Personality traits are also considered having a relation with how motivated a person could be (1987). That is the reason why, that we at McDonalds review our applicants’ personality wise because after all, it is service with a smile that we are offering to our customers.
Another important factor that needs to be discussed is employee commitment. This is simply defined as commitment to his work and to the company as well. One theory in employee commitment takes that employees have perceptions regarding commitment they believe their employing organization has for them, referred as perceived organizational support (POS) (1986). This theory pursues the empirical thinking that employees are committed to their employer because they are also expecting support from the company. McDonald extends this support to all its employees by providing them with Medicare, insurance and other non monetary incentives given to deserving employees.
Consideration of Employees’ Contribution
The need to consider the employees contribution to the company is a must. The employees are the backbone of the company and it is just due to consider their efforts as big part of the company’s success. One way of considering their contribution is by giving rewards and incentives either monetary or non-monetary. According to the principles of reinforcement theory, consequences which gives rewards increases behaviors ( 1953). A reward is basically anything that increases a behavior, so we also need to determine what are our employees are expecting from the company. Like in McDonalds again, the employees are given choices as to what they really want to be given as their rewards. This rewards should be consistent and given immediately.
Staff Retention Issues
Meeting the demands of today's changing business environment requires building and retaining a loyal and motivated staff. But finding and keeping quality workers can pose a challenge. The most talented and motivated staff are often courted by other firms or are getting promoted to higher positions that makes staffing quite dynamic and challenging as well as difficult, and the effects of turnover can be costly. The time and money it takes to recruit, rehire and retain can quickly cut into a firm's bottom line. Hiring smart is the first step to developing a loyal, motivated workforce and keeping turnover at a minimum. Other factors such as competitive compensation and creating an employee-friendly work environment also play a role. A study commissioned among executives at the nation's 1,000 largest companies found that, aside from salary, job applicants inquire just as frequently about corporate culture as they do about other benefits. The implication is clear: The more enriching your work environment, the more likely you are to retain a staff of satisfied, productive employees (2005). McDonald understands and considers staff retention as a factor that would definitely make or break the business. As much as possible we would like to hire good employees, retain good employees and train trainable employees for higher position. Hiring and training new employees all the time costs money and time to the company, it affects the smooth workflow of the organization. Thus to avoid this we provide our workers with competitive salary compared to competitors, a good work environment and other benefits.
A smooth work flow is like a synergy in action. When the employees are well motivated and committed they are expected to perform and contribute to the growth of the company (1923). To keep the employee motivated they should be provided with the best possible work environment and well compensated in relative to the competitors and their work. This company investment would also be rewarded when the employees are functioning at their peak. The company and its employees should move forward together.
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