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Human Resource Management 2

The successful activity of any organization directly depends on the ability to control and manage the talents of the staff that can be helpful some innovative ideas, perspectives and consideration for the improvement of the working process. The problems and challenges that can appear in the working environment may be turned into strategic assets of the organization and used for he company’s prosperity.  Due to different talents and different cultural backgrounds, diverse genders, ages and completely different lifestyles, the company can have more business opportunities, work more quickly and creatively and achieve the desirable goals as quickly as possible. If the environment of the organization does not maintain diversity broadly, there is a high risk to lose talent to competitors. Mathis and Jackson (2010, p.34) assert that many companies are afraid of this very situation.

Human resources department is one of the main departments in any structure or organization. The HR is responsible for such tasks as hiring (recruitment), compensation, evaluation and management, promotions, managing relations, planning and payroll. The objective of human resources department is to maximize the coming investment from the organization's human capital and, on the same time, reduce the financial risk to the minimal limits. According to the vital role that human resources department play, there are some challenges such as managing knowledge workers, managing technological challenges, competence of HR managers, competence of HR managers and managing change. Obviously, it is not a complete list or duties and responsibilities of the human research department and managers.

One of the main aims of HR department is to organize the work of the staff properly and guarantee excellent and due performance of the work. In this case, one of the most widely spread management tools is the performance appraisal. The question of the using of this management technique is rather controversial as it has both, positive and negative effects on the personnel. The appraisal of genuine performance is a process that is able to alleviate a lot of dysfunctions of conventional systems of the performance appraisal as well as produce a more humane and moral human resource management process of making decisions.

Performance of the appraisal critics demonstrates a great number of convincing arguments against its use. Armstrong and Mitchell (2008, p.56) state that there are many cases when this system resulted in different problems.  The major critiques are that person performance appraisal supposes a false level of measurement correctness, produces conflict and competition of  dysfunctional employee, allocates an excessive amount of liability for bad performance to employees while undervaluing the general working process, underemphasizes the significance of work group. One more problem that may arise from the usage of critics of performance appraisal is a conflict between appraised and appraiser. In this case, everything depends upon the personality of both. Obviously, the appraiser should keep in mind some personal features of the employee and take into account the probable behavior of the person. In this case the psychological skills of the manager play very important role, as appraisal should be presented in a correct manner whatever it may be, positive or negative.  Very often, the incorrect manner of presenting the appraisal can lead to the dysfunction of the employee performance and worse results of work. The appraisal should be presented in such a manner to evoke the employee desire to improve the way of work. The staff should feel its necessity whatever appraisal might be in order not to lose the desire to work more efficiently. Very often, many managers carry out the performance appraisals rather poorly. As a result, they face up not only the unpleasant meetings, but also those where the manager and the representatives of the staff never quite comprehend each other, never quite value the other's viewpoint, and never quite settle the suitable goals that are necessary to achieve within the year. Unfortunately, it is practically inevitable the member of the staff will be less happy and less productive after conversation. It proves once again that the critical appraisal of the work should be done properly and very carefully in order to avoid misunderstanding and decrease of the productiveness.

While making the appraisal of the work of the staff, managers make one common mistake that can lead to frustration, misunderstanding and biased attitude in the team. While making the appraisal it is important to remember that it should be performed along with the employee, as only free eye-to-eye conversation can lead to the positive results. Otherwise, the employee can have the biased attitude form his or her colleagues and lose the desire to work productively. This is a kind of result that should be avoided in any case.

In the book by Pynes (2009, p.67) there is a statement that critical appraisal of the performance has its positive effects and intentions. For instance, it can help in developing leadership skills by means of encouraging staff to work more effectively. Developing leadership is also very important, although it seems it is given less attention and development as it should be at all levels of the organization. Despite the fact that leadership is discussed on origin of personality and certain behaviors at an organizational level, which is more based on knowledge, the challenge is to improve employees who have performance based on their past records and knowledge into business leaders by imparting them with the necessary “software skills”. In any case, any kind of appraisal, positive or negative, can have good and bad results. Everything depends upon the manner of presenting it to the employee. Therefore, critical appraisal is not so scare and bad as it may seem although it may lead to positive changes within the tem and improve the performance of work.

Reference List

Armstrong, S. and Mitchell, B. (2008) The Essential HR Handbook: A Quick and Handy Resource for Any Manager or HR Professional , Sydney: Career Press.
Mathis, R.L and Jackson J. (2010) Human Resource Management, Boston: South-Western College Pub
Pynes, J. (2009) Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach (Essential Texts for Nonprofit and Public Leadership and Management, New York: Jossey-Bass




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