For the success of any organization, an organization must be able to attract the highest qualified set of employees who should subsequently be matched to their rightful jobs. In an extraordinarily large organization the direct contact between the top management, through the middle to the subordinate level, is almost impossible. These connections are facilitated by different levels of management of which the personnel and human resource management are of significantly crucial importance.
Personnel management which is synonymous with HRM is a skill and a managerial function dealing with effective use of the most valued assets of an organization; people’s sills. Personnel management involves the handling of personnel decisions ranging from hiring, assigning positions, internship training, motivation through offering benefits to employees and compensating the employees for their job.
Functions associated with PM are diverse in range; from recruitment ad hiring of qualified people to guiding and motivating their development to surpass probable obstacles, strains, and problems in the workplace aimed at achieving the desired set goals and objectives. The discipline is of both theoretical and practical techniques of managing the organization’s workforce. Employees have a diversity of needs and objectives and are not just merely basic business resources. Thus they require specialized skills and experiences in order to propel them towards the goals and objectives of the organization. The personnel in any organization are the driving forces of all the other resources. The optimum output of all these resources, therefore, depends on how well and organized they are utilized.
Companies and organizations rely on the recommendations of human resource managers since their skills and experiences are recognized. The output of any company in quality and quantity perspective depends entirely on the quality of its personnel. The right and appropriate matching of employees is the duty of the human resources management whose qualifications are crucial to enhance productivity, support of other strategies and long-term goals of the company and enhance a satisfying work experience of the employees (Christopher, Graeme, John,.2002.).
The duties vary with the size of the firm whereas human resource management in a big firm is specific to one area of specialization, in small firms, this role has a multiplicity of tasks. The individuals responsible for these roles are supposed to assist and support employees while striking a balance between the headaches involved in their role. Staffing all positions in a company, dealing with understaffing, firing, employees, uprising bonuses, maintaining an ethical culture, reprimanding irresponsible employees and settling disputes are all the headaches associated with this level of management. (Robert, John. 2004.).
With the reference of Boeing, the use of peoples’ skills matches the organization’s. Tactical planning of human resource management is evident. Boeing trains and develops its top management so as to ensure that the top management is at par with the managements’ function of the job and all staff members are up to date as well prepared for the job. Qualified staff is promoted as a requirement of tactical planning. The entire staff remains focused on their duties in spite of the goals that the company may face.
Conclusion
The potential inherent in people taken as resources in an organization must be tapped skillfully for the positive benefit of the organization. This is the most dynamic yet most valuable resource in any organization. It is therefore very crucial to strike a balance between efficiency of output and the maintenance of the right morale of the employees. Human resource management or personnel management is, therefore, a very crucial tool in any organization.
References
Christopher Mabey, Graeme Salaman, John Storey.2002 Human resource Management; Black well publishing Limited; 2nd Ed.
Robert L. Mathis, John H. Jackson. 2004. Human Resource Management South west College Pub; 11th Ed.
