• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Barriers to Effective Human Resource Management

Extracts from this document...

Introduction

Barriers to Effective Human Resource Management Preface This essay will attempt to find out the various barriers to effective Human Resource Management in competitive environment today. Starting from grass root level i.e. with a brief introduction and definition of HRM from different resources, this essay will explain all the barriers to effective HRM in detail as it goes through. Providing a comparison among various models and specially taking in to account the Kan, Crawford and Grant's article about the barriers to effective HRM, this essay establish a clear understanding of the topic. Further this is a little attempt to understand what the human resource management is? And what are the barriers and contradictions to effective Human resource Management. It explains the Kane, Crawford and Grants model in depth with reasonable arguments, Afterwards it tries to present a critical analysis of the model by Kane, Crawford and Grant and other models presented so for. Further it describes many other important barriers and restrictions to effective HRM. While pointing out the barriers it also suggest the possible solutions to those barriers. Ending with a conclusion it provides the details of the references. Whatever has been taken from other resources has been referenced properly. There is list of all those references that have been used in the text. Harvard referencing system has been used. Human Resource Management Human being along with many other resources run an organization. Where an organisation has to manage its other resources it does need to mange human resources as well to achieve its goals. An effective human resource management is the most import factor for an organisation. To achieve short term and long-term goals an organisation needs a skilled and professional workforce to fulfil its objectives. This workforce or human resources are vital assets for an organisation. How to utilise abilities and skills of those qualified, experienced and well-trained employees in useful manner, is exactly what HRM supposed to deal with? ...read more.

Middle

Everyone may have his/her own different perceptions about a particular matter. Similarly in organizations employees possess different perceptions. HRM managers are supposed to implement rules and regulations in such a way that it could minimize the chances of tensions. It is perhaps not surprising that HRM staff would rate their own helpfulness to managers and employees at a higher level than would non-HRM staff. HRM staff and managers are not able to perceive the certain operations as non-HRM staff can. This barrier exists because of the reasons that they cannot be professional in all the fields and departments of an organisation. So they try to implement the operations according to their own perceptions. However, the finding of more positive responses from senior level staff and from those who claimed greater familiarity with HRM in their organisation invites some discussion. It could be that these respondents simply have a greater knowledge of HRM as practised in their organisations, and that their views are thus more accurate. On the other hand, they might also feel a greater investment in the organisation's management and its HRM, and either tend to respond somewhat defensively to the questions or at least not appreciate how top management and HRM effects lower level staff and those with less contact with HRM. Regardless of the interpretation, the finding of significant differences on the basis of these particular background variables supports the need for a multi constituency approach to evaluating HRM effectiveness. (Kane, Crawford and Grant, 1999, pp16) Critical Analysis Kane, Crawford and Grant discuss only one major barrier in their article. That is all about the HRM staff deficiencies, lake of proven knowledge, top management and HR staff perception. They did not include many other important barriers to effective HRM. Their analyses represent only five countries. Where as they do not discuss other countries China and Japan where HRM is really effective and organisations and world famous companies of those countries are really successful in implementing the HRM practises. ...read more.

Conclusion

Managerial behaviour sometimes becomes a barrier to effective HRM when the line managers start favouritism to some people working under them or when do not behave properly to the people working under them by not giving them empowerment and decision making authorities while they are working or when the managers try to enforce their own instructions and dictations. As discussed earlier that managerial behaviour does affect the employees' quality of goods and services. Detecting which line manager is not working properly and becoming costly for the organisation in the sense that people working under him leave the job, is not difficult for HRM department. But the actual barrier is how to teach the line managers the ethics of get their job done in a pleasant environment. As line managers could take it as a matter of prestige. Therefore HRM managers are supposed to handle such situation to get the satisfactory performance from line managers. Conclusion Managing the organisations and people is not idealistic infect. It's the era of employees right and freedom. Research and practices has made easier to manage human resources effectively than few years back. An organisation just need to employ the proficient and skilled HR staff to implement the effective HR policies and discipline right according to the latest researches. Kane, Crawford and Grant identified the basic barriers to effective HRM. And almost all of them are related to HRM staff and managers' skills, knowledge and efficiency. They are right that HRM staff's lack ness of skills is the major barrier infect. All other barriers are miner and overcoming on those barriers is the responsibility of the HRM manager and staff by policies and planning. Therefore, It is suggested to the organisations to train their staff and equip them with new techniques and knowledge to manage the activities effectively: to achieve the best performance from employees and make the organisation competitive and market leader. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. Models of Human Resource Management: A Critical Review of Their Impact on Organizational Effectiveness

    a great impact on the role and skills and capabilities of the human resources manager.. Yesterday's personnel department has become today's Human Resources Management. HRM now treats seriously the issues of how to attract, develop and motivate people and how to utilize them effectively.

  2. The Role Of Human Resource Management. Theories and Case Study of HRM ...

    its organisational goals and objectives and also to achieve a competitive advantage with its uniqueness of the service or product it offers by focussing on the present and future direction of the organisation. Whittington (1993) presents four generic ways to strategy formation along to dimensions of "processes" and "outcomes of strategy" shown in appendix D.

  1. This document outlines the project planning and management tools developed for ensuring the successful ...

    We might encounter a situation where we are not entirely sure as to what version of the document is currently in use. A remedy for that will be proposed as well. This document aims to address certain issues that could arise during the final week before the assignment is due and while it is undergoing editing.

  2. Compare and contrast two models of HRM, one of which must be the Harvard ...

    The litwin model (fig1.2) highlights clearly the links between the operational environment of change. The model shows how certain characteristics of the environment that affect other elements. Litwin advise that there are certain consistent links amongst the environment. The model consists of two main sections consisting of transformational and transactional characteristics in change.

  1. human resource management strategy

    and external analysis (opportunities and threats) in which is very significant for the organisation (Boxall and Purcell 2003). HRM of the organisation make competitive strategy by considering SWOT analysis that is strength, weakness, opportunities and threats. Core capabilities are knowledge sets composed of four dimensions.

  2. Human resource management. I have analysed the HR strategies of Prime retail store which ...

    There are no links to other sources such as the prison service and homeless back-to-work schemes * Internal recruitment process is poor as it is unstructured, untimely and there lacks a clear assessment process. Colleagues are often 'cherry-picked'. If a colleague is successful development plans are not written * Employees

  1. What can organisational learning, and the search for the learning organisation, offer to companies ...

    the concept of the learning organisations as unhelpful in seeking to advance the theory in a practically useful way. More work is clearly needed by the academics to develop actionable hypotheses and to gather persuasive empirical data explaining the benefits of the learning organisation.

  2. LITERATURE REVIEW STRATEGIC HUMAN RESOURCE MANAGEMENT

    Moreover, the transfer of HR operational work to line would threaten the existence of HR (Cunning-ham & Hayman, 1995 ; Renwick, 2003) and therefore, HR is reluctant to shift people management activities to the line (Harris, at all). Line managers perceive this transfer of activities as a measure to cut cost.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work