Managing Human Resources
Managing human resources is an important task for every human resource (HR) officer. Employees require coordination and progressive communication to achieve organizational goals. It is the responsibility of HR to ensure that all employees aid in achieving organizational goals. Different organizations use different strategies to manage their human resources. Some firms enjoy high sales revenues for implementing Corporate Social Responsibility (CSR) programs that improve human resource management. Socially Responsible Human Resource Management (SRHRM) has positive outcomes if considered for managing human resources in modern organizations.
This discussion analyzes Chapter 1 which entails managing human resources. In business management, each working position has a production role. For instance, operational managers work at the front-end of an organization. This category addresses data entry operations which come directly from clients. Supervisors are assigned the task of overseeing operational activities of a firm. Middle-level managers ensure that supervisors interpret management policies in the desired direction (Shen & Zhang, 2017). Senior managers are responsible for analyzing departmental reports generated by middle-level managers. The executive directors are responsible for making investment decisions using interpreted and analyzed reports. Chapter 1 (Management of Human Resources) entails ensuring coordination and collaboration among all employees. Socially Responsible Human Resource Management (SRHRM) is the topic of discussing the best approach to improving skills-set among employees.
Managing Human Resource is a wide chapter which begins the textbook (MCG, Fundamentals of Human Resource Management, 7th Edition). The article – Socially Responsible Human Resource Management (SRHRM) – is related to the mentioned chapters in numerous ways. For instance, there are many instances when organizations integrate CSR programs with human resource strategies. However, these strategies end up not meeting organizational goals and objectives (Shen & Zhang, 2017). SRHRM is an article which provides a strategic way of addressing the management of human resources. This article notes the importance of developing additional skills revolving around employee ethics and moral values. CSR values should shape ethics and moral values according to the article in this discussion.
Social responsibility is a collective contribution among all stakeholders of a business. For instance, it is the task of a supervisor to ensure psychological issues among mentally-ill employees are addressed. In this case, social responsibility comes as a form of improving humanity status in the workplace (Shen & Zhang, 2017). Improving the state of humanity among all employees would ensure that ethical and moral standards improve a firm’s organizational image. For instance, employees would understand communication ethics by being involved in objective SRHRM programs. Moreover, employees learn soft skills of conflict management in an environment which involves all stakeholders of a business entity. Soft skills would include; avoiding vulgar behavior and preventing personal emotions which instill fear during a mitigation process.
The findings of the article note that employee character improves when a worker is supported by organizational management. In essence, the article finds that employees improve on communication and conflict mitigation skills if they are left to oversee external CSR programs. The textbook (MCG, Fundamentals of Human Resource Management, 7th Edition) has unique viewpoints when it comes to improving employee character. For instance, both the article and the textbook concur with the fact that SRHRM would improve employee skills (Shen & Zhang, 2017). Moreover, both sources agree that soft skills among employees play a key role in managing human resources in an organization.
This discussion notes that SRHRM as a crucial objective of success in managing human resources. Socially responsible programs ensure that employees develop both ethical and moral skills in an organization. SRHRM ensures that stakeholders of an organization treat each other with dignity and respect. As a result, any HR officer who considers SRHRM initiatives develop stakeholder management skills. Effective management of stakeholders creates a conducive working environment for employees. Programs that develop responsible social behavior among stakeholders of a business entity promote standards of delivering high-level management of human resources.
References
Shen, J., & Zhang, H. (2017). Socially responsible human resource management and employee support for external CSR: roles of organizational CSR climate and perceived CSR directed toward employees. Journal of Business Ethics, 1-14.