"Human beings are the most important, potent and critical, resource of any organization, and yet the least understood and the worst managed of its resources"
In this assignment we have a task to make a reflection on the above quoted statement "Human beings are the most important, potent and critical, resource of any organization, and yet the least understood and the worst managed of its resources" .In these statement the first thing Ive understand that us human being does have a skill yet unmanageable because we have a moral,common sense and mind to speak our voice suggestion rights to help the company .
Human resources
is an increasingly broadening term that refers to managing "human capital," the people of an organization. The field has moved from a traditionally administrative function to a strategic one that recognizes the link between talented and engaged people and organizational success. The field draws upon concepts developed in Industrial/Organizational Psychology and System Theory. Human resources has at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production although this perspective is changing as a function of new and ongoing research into more strategic approaches at national levels. This first usage is used more in terms of 'human resources development', and can go beyond just organizations to the level of nations . The more traditional usage within corporations and businesses refers to the individuals within a firm or agency, and to the portion of the organization that deals with hiring, firing, training, and other personnel issues, typically referred to as 'human resources management'.
Important
We are said to be an important resources to the organization cause we are the brain of the organization.We planned, analyze,establish things for the success of the organization.If theres no human resource , there.s no word such organize. People organized things in its application to be useful.
Potent
Exerting or capable of exerting strong influence .We are has a big influence to the other because we have ideas that could influence everyone and help for the oraganization application .
Critical
People could make the organization up or down. We are said to be a critical because we can react to the things done to an organization .If it is bad or good to everybody. Perhaps, if we have a wrong decision it may lends to bad result.
Least Understood
Human resource is sometimes hard to understand simple because we have unique ideas than the other .We understand things which for the other it is such a worst thng to do. It lend to mis understanding
Worst Managed
We are said to be a worst managed to all resources as I have said that we have a moral,common sense and mind. So it means that if it is against our will, that can't provoke us to do it. We people has a behavior that even we have in demand skills for the organization yet we have unnecessary behavior,it will lend to a worst managing simply because we can't control by the people holding us or our boss. It is also a worst managed when the people holding human resources can't initiate the attitude,abilities &skills,personality,Variations in gender, nationality and culture,Motivation and work ability. These should be analyze for managing a human resource.
1.Personality
is a combination of physical and mental aspects, which result in each person’s
character. Personality is caused by genes, social environment, culture and relationships among family members. Understanding personalities can help organization leaders understand people’s actions, changes and development. The leader can even understand what and to what degree people are aware of things inside and outside the organization.
2.Attitude
is defined as people’s responses to things. Attitudes will be both positive and
negative. They directly involve emotion, awareness, belief and opinion. Attitudes can be observed from the behaviour exhibited when people respond to people, animals or things. People’s attitudes can be seen when they act, for example, with friendliness or aggressiveness.
3.Abilities and skills
Mental ability is called intelligence, while physical ability is called skill.
Ability can be innate or come through learning. For examples the ability to remember a picture or figure, or the ability to present a beautiful speech to co-workers, or to summaries an event correctly and quickly. Organization leaders can determine people’s abilities and skills and assign a job suit them As a result, an organization can achieve the work it has targeted.
4.Variations in gender, nationality and culture.
People’s gender, nationality and culture will vary inside and outside the group People in an organization will have a variety of cultures, value estimations, languages, skills, beliefs and thoughts. These variations can be seen around the world. It can not be said that people of different nationalities have different work potentials, Due to a lack of study in this area, organization leaders, however, need to learn how to communicate with people who different qualities as mentioned above. It is not a simple task to put the right people in the right job in line with their ability, skill, knowledge and attitude towards the organization.
5.Motivation and work ability.
Somethings can act as a stimulus within an organization-for
example, rewarding or performance. According to study rewarding have the best influence on the performance of people in an organization. Organization leaders should learn to use motivation to realize employees’ mental and physical potential. A “reward” means not only financial benefits but also non- financial benefits such as praise and medals from the organization.
Modern analysis
Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001 in contrast requires to identify the processes, their sequence and interaction, and to define and communicate responsibilities and authorities. In general, heavily unionized nations such as France and Germany have adopted and encouraged such job descriptions especially within trade unions. The International Labour Organization also in 2001 decided to revisit, and revise its 1975 Recommendation 150 on Human Resources Development [5]. One view of these trends is that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the entire economy more productive, as labor can develop skills and experience in various ways, and move from one enterprise to another with little controversy or difficulty in adapting. Another view is that governments should become more aware of their national role in facilitating human resources development across all sectors.
How to Handle Human Resource
1. Don’t ignore the problem.
Assuming that the employee provides value to the company and possesses redeeming qualities, there are ways to deal with difficult employees. Most often, managers will simply ignore problematic staffers. Managers who live by this rule hope the problem will just go away; that these people will somehow turn themselves around or stop being troublesome. Ignoring the situation is the wrong solution to what could likely become a progressive problem.
2. Intervene as soon as possible.
It is important to take action as soon as the negative behavior pattern becomes evident--when left untouched, this problem will only escalate.
Occasionally, the difficult employee has no idea that his behavior is a problem or that others react negatively to his actions. This is because most people tend to put up with the annoying behavior and “go along to get along.” At the same time, some employees just consider it a “job frustration.” Just like some managers, employees want to be liked by colleagues and subordinates and are therefore reluctant to speak up when a problem arises.
Ultimately, it is the manager’s responsibility to take the appropriate action to correct the problem. Whether the concern exists due to the employee’s lack of knowledge of the issue, lack of feedback or projecting the difficulty onto someone else, the manager has the responsibility of addressing and turning around the predicament. The manager needs to gather information from employees to discern the extent of the problem and personally observe the employee interacting with customers or vendors.
3. Research the problem personally.
Armed with accurate data and examples, the manager needs to then take this person into a conference room or office--away from others--and calmly address the issue. To begin, the manager needs to ask the employee if he is aware of any ongoing issues to determine if the difficult person is aware of the problems.
If the employee is “unaware,” the manager needs to describe the unacceptable behavior. The employee might interrupt to disagree or deny the existence of any issues. Nevertheless, the manager needs to continue by giving clear examples of the unwanted behavior.
The manager also needs to allow the employee to respond to the allegations. If the difficult employee refuses to believe that the allegations exist despite the evidence, the most the manager can hope for is an intellectual acceptance of the possibility that a problem exists.
4. Help the problematic employee to get back on track.
Once the employee begins to understand that these negative behaviors are real and experienced by others in the organization, the manager or someone from human resources should begin to coach the difficult employee in displaying more acceptable and appropriate behaviors. The employee needs time and practice in “trying on” new, more suitable behaviors. HR and/or the manager need to provide specific feedback to this employee on the success or failure of his efforts in minimizing the negative actions and implementing ones that are more positive.
5. If all else fails, termination may be necessary.
If the employee continues to deny his inappropriate behavior and refuses to try to improve the situation, the manager needs to place this person on the fast track towards termination. Often this involves recording a series of well-documented verbal and then written feedback about the behavior. Strictly following company protocol, there should be a period for the employee to address the questionable behavior. If this trial period does not result in improved behavior, then the employee needs to be terminated.
Most employees will recognize the negative behavior and will at least attempt to turn it around. This is especially true during tough economic times when unemployment is high and finding a new job is difficult. In any case, the manager needs to follow company guidelines in recognizing the unacceptable behavior, providing direct feedback, providing input to try to turn it around and ultimately taking action in a timely manner.
Not doing so is a disservice to the problematic employee, other employees and the success of the organization.
Visit my blog :
http://gleizelle.blogspot.com/
Referrences
http://en.wikipedia.org/wiki/Human_resources
http://msci.chandra.ac.th/download/km/01.pdf
http://www.entrepreneur.com/humanresources/employeemanagementcolumnistdavidjavitch/article201950.html
In this assignment we have a task to make a reflection on the above quoted statement "Human beings are the most important, potent and critical, resource of any organization, and yet the least understood and the worst managed of its resources" .In these statement the first thing Ive understand that us human being does have a skill yet unmanageable because we have a moral,common sense and mind to speak our voice suggestion rights to help the company .
Human resources
is an increasingly broadening term that refers to managing "human capital," the people of an organization. The field has moved from a traditionally administrative function to a strategic one that recognizes the link between talented and engaged people and organizational success. The field draws upon concepts developed in Industrial/Organizational Psychology and System Theory. Human resources has at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production although this perspective is changing as a function of new and ongoing research into more strategic approaches at national levels. This first usage is used more in terms of 'human resources development', and can go beyond just organizations to the level of nations . The more traditional usage within corporations and businesses refers to the individuals within a firm or agency, and to the portion of the organization that deals with hiring, firing, training, and other personnel issues, typically referred to as 'human resources management'.
Important
We are said to be an important resources to the organization cause we are the brain of the organization.We planned, analyze,establish things for the success of the organization.If theres no human resource , there.s no word such organize. People organized things in its application to be useful.
Potent
Exerting or capable of exerting strong influence .We are has a big influence to the other because we have ideas that could influence everyone and help for the oraganization application .
Critical
People could make the organization up or down. We are said to be a critical because we can react to the things done to an organization .If it is bad or good to everybody. Perhaps, if we have a wrong decision it may lends to bad result.
Least Understood
Human resource is sometimes hard to understand simple because we have unique ideas than the other .We understand things which for the other it is such a worst thng to do. It lend to mis understanding
Worst Managed
We are said to be a worst managed to all resources as I have said that we have a moral,common sense and mind. So it means that if it is against our will, that can't provoke us to do it. We people has a behavior that even we have in demand skills for the organization yet we have unnecessary behavior,it will lend to a worst managing simply because we can't control by the people holding us or our boss. It is also a worst managed when the people holding human resources can't initiate the attitude,abilities &skills,personality,Variations in gender, nationality and culture,Motivation and work ability. These should be analyze for managing a human resource.
1.Personality
is a combination of physical and mental aspects, which result in each person’s
character. Personality is caused by genes, social environment, culture and relationships among family members. Understanding personalities can help organization leaders understand people’s actions, changes and development. The leader can even understand what and to what degree people are aware of things inside and outside the organization.
2.Attitude
is defined as people’s responses to things. Attitudes will be both positive and
negative. They directly involve emotion, awareness, belief and opinion. Attitudes can be observed from the behaviour exhibited when people respond to people, animals or things. People’s attitudes can be seen when they act, for example, with friendliness or aggressiveness.
3.Abilities and skills
Mental ability is called intelligence, while physical ability is called skill.
Ability can be innate or come through learning. For examples the ability to remember a picture or figure, or the ability to present a beautiful speech to co-workers, or to summaries an event correctly and quickly. Organization leaders can determine people’s abilities and skills and assign a job suit them As a result, an organization can achieve the work it has targeted.
4.Variations in gender, nationality and culture.
People’s gender, nationality and culture will vary inside and outside the group People in an organization will have a variety of cultures, value estimations, languages, skills, beliefs and thoughts. These variations can be seen around the world. It can not be said that people of different nationalities have different work potentials, Due to a lack of study in this area, organization leaders, however, need to learn how to communicate with people who different qualities as mentioned above. It is not a simple task to put the right people in the right job in line with their ability, skill, knowledge and attitude towards the organization.
5.Motivation and work ability.
Somethings can act as a stimulus within an organization-for
example, rewarding or performance. According to study rewarding have the best influence on the performance of people in an organization. Organization leaders should learn to use motivation to realize employees’ mental and physical potential. A “reward” means not only financial benefits but also non- financial benefits such as praise and medals from the organization.
Modern analysis
Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001 in contrast requires to identify the processes, their sequence and interaction, and to define and communicate responsibilities and authorities. In general, heavily unionized nations such as France and Germany have adopted and encouraged such job descriptions especially within trade unions. The International Labour Organization also in 2001 decided to revisit, and revise its 1975 Recommendation 150 on Human Resources Development [5]. One view of these trends is that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the entire economy more productive, as labor can develop skills and experience in various ways, and move from one enterprise to another with little controversy or difficulty in adapting. Another view is that governments should become more aware of their national role in facilitating human resources development across all sectors.
How to Handle Human Resource
1. Don’t ignore the problem.
Assuming that the employee provides value to the company and possesses redeeming qualities, there are ways to deal with difficult employees. Most often, managers will simply ignore problematic staffers. Managers who live by this rule hope the problem will just go away; that these people will somehow turn themselves around or stop being troublesome. Ignoring the situation is the wrong solution to what could likely become a progressive problem.
2. Intervene as soon as possible.
It is important to take action as soon as the negative behavior pattern becomes evident--when left untouched, this problem will only escalate.
Occasionally, the difficult employee has no idea that his behavior is a problem or that others react negatively to his actions. This is because most people tend to put up with the annoying behavior and “go along to get along.” At the same time, some employees just consider it a “job frustration.” Just like some managers, employees want to be liked by colleagues and subordinates and are therefore reluctant to speak up when a problem arises.
Ultimately, it is the manager’s responsibility to take the appropriate action to correct the problem. Whether the concern exists due to the employee’s lack of knowledge of the issue, lack of feedback or projecting the difficulty onto someone else, the manager has the responsibility of addressing and turning around the predicament. The manager needs to gather information from employees to discern the extent of the problem and personally observe the employee interacting with customers or vendors.
3. Research the problem personally.
Armed with accurate data and examples, the manager needs to then take this person into a conference room or office--away from others--and calmly address the issue. To begin, the manager needs to ask the employee if he is aware of any ongoing issues to determine if the difficult person is aware of the problems.
If the employee is “unaware,” the manager needs to describe the unacceptable behavior. The employee might interrupt to disagree or deny the existence of any issues. Nevertheless, the manager needs to continue by giving clear examples of the unwanted behavior.
The manager also needs to allow the employee to respond to the allegations. If the difficult employee refuses to believe that the allegations exist despite the evidence, the most the manager can hope for is an intellectual acceptance of the possibility that a problem exists.
4. Help the problematic employee to get back on track.
Once the employee begins to understand that these negative behaviors are real and experienced by others in the organization, the manager or someone from human resources should begin to coach the difficult employee in displaying more acceptable and appropriate behaviors. The employee needs time and practice in “trying on” new, more suitable behaviors. HR and/or the manager need to provide specific feedback to this employee on the success or failure of his efforts in minimizing the negative actions and implementing ones that are more positive.
5. If all else fails, termination may be necessary.
If the employee continues to deny his inappropriate behavior and refuses to try to improve the situation, the manager needs to place this person on the fast track towards termination. Often this involves recording a series of well-documented verbal and then written feedback about the behavior. Strictly following company protocol, there should be a period for the employee to address the questionable behavior. If this trial period does not result in improved behavior, then the employee needs to be terminated.
Most employees will recognize the negative behavior and will at least attempt to turn it around. This is especially true during tough economic times when unemployment is high and finding a new job is difficult. In any case, the manager needs to follow company guidelines in recognizing the unacceptable behavior, providing direct feedback, providing input to try to turn it around and ultimately taking action in a timely manner.
Not doing so is a disservice to the problematic employee, other employees and the success of the organization.
Visit my blog :
http://gleizelle.blogspot.com/
Referrences
http://en.wikipedia.org/wiki/Human_resources
http://msci.chandra.ac.th/download/km/01.pdf
http://www.entrepreneur.com/humanresources/employeemanagementcolumnistdavidjavitch/article201950.html
