All Managers Are Hr Managers
“All Managers are HR Managers?”
Executive summary:
In this paper the relationship between managers and HR managers will be discussed with regard to some of the primary HRM practices, such as recruitment, performance appraisal, compensation and benefits, and training & development.
The importance of HR to organizational success is discussed highlighting the importance of HR and its use as a strategic tool. Both HRM and management are reviewed and the interrelationship between the two is established within the structure of SME’s.
Many smaller companies don’t have separate HR departments and often don’t implement elaborate HR systems, but rather limit these activities to the processing of administrative tasks and the more strategic matters are controlled by senior management.
There is particular attention given to SME’s as there is an interesting contrast between the HR elements in large corporate organizations and SME’s.
Differences in organizational size leads to different ways of handling HR related tasks.
So are all managers in fact HR managers?
This depends on the complexity within an organisation and because of this complexity this statement is both correct and incorrect.
Table of Contents:
[1]………………………………………. Introduction
[2]……………………………………….. Organisational size and complexity
[3]……………………………………….. Management and HRM
[3.1]………………Human Resource Management
[3.2]……………….Management
[3.3] ………………The importance of HR Practices in Organisational success
[3.4]……………….Importance of Management
[3.5] ………………Figure A: Skills needed at various Managerial levels
[4]………………………………HR Practices and relevance to management
[4.1]……………… Recruitment
[4.2]……………… Performance appraisal
[4.3]……………… Compensation and benefits
[4.4]……………… Training and Development
[5]………………………………Discussion
[6]…………………………….. Conclusion
[7]……………………………. References
“All Managers are HR Managers?”
[1] Introduction:
Management approaches in both large and small organisations are very similar
Executive summary:
In this paper the relationship between managers and HR managers will be discussed with regard to some of the primary HRM practices, such as recruitment, performance appraisal, compensation and benefits, and training & development.
The importance of HR to organizational success is discussed highlighting the importance of HR and its use as a strategic tool. Both HRM and management are reviewed and the interrelationship between the two is established within the structure of SME’s.
Many smaller companies don’t have separate HR departments and often don’t implement elaborate HR systems, but rather limit these activities to the processing of administrative tasks and the more strategic matters are controlled by senior management.
There is particular attention given to SME’s as there is an interesting contrast between the HR elements in large corporate organizations and SME’s.
Differences in organizational size leads to different ways of handling HR related tasks.
So are all managers in fact HR managers?
This depends on the complexity within an organisation and because of this complexity this statement is both correct and incorrect.
Table of Contents:
[1]………………………………………. Introduction
[2]……………………………………….. Organisational size and complexity
[3]……………………………………….. Management and HRM
[3.1]………………Human Resource Management
[3.2]……………….Management
[3.3] ………………The importance of HR Practices in Organisational success
[3.4]……………….Importance of Management
[3.5] ………………Figure A: Skills needed at various Managerial levels
[4]………………………………HR Practices and relevance to management
[4.1]……………… Recruitment
[4.2]……………… Performance appraisal
[4.3]……………… Compensation and benefits
[4.4]……………… Training and Development
[5]………………………………Discussion
[6]…………………………….. Conclusion
[7]……………………………. References
“All Managers are HR Managers?”
[1] Introduction:
Management approaches in both large and small organisations are very similar
References: [3.2] Management: (Cronje, Du Toit, Marais, & Motlatla, 2003, pp Research has shown that there is a positive relationship between HRM practices and important organizational outcomes such as productivity, turnover, and firm performance (Delaney and Huselid 1996; Huselid 1995; Arthur 1994). [4] HR Practices and relevance to management: Kotley and Slade (2005) suggest that with an increase in size of an organization there is a shift from informal procedures to a more formal HR structure