The performance of an organization greatly depends on the people it employs. In fact, employees are the heart of any organization. However, a company can count on the loyalty and commitment of its staff only in case it is attentive to the needs of workers. Thus, care of human resources is a basis for becoming a successful and effective manager and leader. Consequently, human resource management is a significant aspect of an organization that is called to serve the interests of both the organization and the people working for it. For companies that consider people to be their most important asset, the human resource frame is applicable. This frame focuses on “what organizations and people do to and for one another” (Bolman & Deal, 2017, p. 113). This paper aims to discover the power and usefulness of the human resource frame, the ways it can be used by leaders, as well as strengths and limitations of the frame.In only 3 hours we’ll deliver a custom Human Resource Frame: Strengths and Limitations essay written 100% from scratch Get help
The Power and Usefulness of Human Resource Frame
The major power of the Human Resource Frame is the acknowledgment of the fact that “organizations exist to serve human needs rather than the converse” (Bolman & Deal, 2017, p. 116). It is important to understand that organizations and people need each other, and the highest efficiency can be achieved in the process of cooperation rather than exploitation. In case of poor cooperation, the result is not satisfactory. On the other hand, when people fit the organization, and it fits the people, the outcome will be beneficial for both.
The idea of the Human Resource Frame is that it is oriented on the integration of human needs and requirements of an organization (Oltman, 2013). Attention to human needs as well as awareness of talents and skills of the employees allows careful human resource management and appointment of people to the suitable position. As a result, workers who fit their positions have better opportunities for career development and are likely to demonstrate better results because their abilities and skills are considered.
Human Resource Frame can be useful for an organization because it involves employees in making the decisions, understanding the principles of its functioning, and increasing productivity due to employee training and motivation. Its focus on a personality of a worker and consideration of staff members to be a primary investment distinguish it among the other frames. Finally, it allows appointing the best applicants to the company positions because their skills and desires are considered.
Human Resource Frame Applicability for Leaders
Human Resource Frame can be applied by leaders who abandon the authoritative approach and prefer a relational view on cooperation with employees. Moreover, it is suitable for organizations with great human resource diversity since it takes into account the peculiarities of every employee (Senichev, 2013). As an employee-oriented leader, I would use this frame to create a positive work environment. I would use it in case my company demonstrates sustainable development and has enough resources to invest in employees. On the whole, the use of the frame will be aimed at developing the skills of employees to improve their professionalism as well as increase a company’s performance.
Strengths and Limitations of the Frame
The major strength of the Human Resource Frame is that it joins the needs of an organization and people working for it, making a person fit the organization (Defoe, 2013). This “fit” involves such aspects as the response of an organization to a person’s work ambitions, provision of opportunities for workers to express their skills, and satisfaction of financial and lifestyle needs of employees. Another evident benefit is that the mentioned frame enables appointing proper people to certain positions. Since it considers the needs of employees as well as their strengths and weaknesses, Human Resource Frame allows managers to assign the duties that workers can perform at their best. One more strong point about Human Resource Frame is its focus on staff development. Companies that follow this frame invest in the training of their employees, thus contributing to their growth. Finally, motivation is a strength of the Human Resource Frame. According to Bolman and Deal (2017), performance depends on the ability of employees and their motivation. The concept of motivation can be treated differently, but development opportunities and a worthy reward for the efforts usually stimulate employees to work better.
Nevertheless, there are some weak points in the frame that limit its application. One of the evident limitations is the focus on training and motivating the staff members and little attention to employing new talented professionals. Also, companies that concentrate on Human Resource Frame frequently neglect other frames that are also important for the sustainable development of an organization. Thus, the focus on needs, skills, and relationships of employees leaves aside such crucial aspects of a company’s activity as goals, policies, technology, culture, and others. Therefore, there can be problems in achieving the goals of a company and preservation of competitiveness. Finally, not all employees are loyal, and a company may invest in training a worker who would not stay in an organization. Thus, Human Resource Frame application should be carefully considered, and an organization that focuses on this frame should assess its benefits as well as disadvantages.Academic experts
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Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership (6th ed.). San Francisco, CA: Jossey-Bass.
Defoe, D. (2013). Understanding organizations using the four frame model: Family [the human resource frame] and a helpful [lawyer’s] checklist for organizational assessment [Blog post]. Web.
Oltman, H. (2013). Reflection 5: The human resource frame [Blog post]. Web.
Senichev, V. (2013). Human resource diversity and performance within the frame of organizations, teams, and individuals. Verslas: Teorija ir Praktika, 14(4), 337-345.